Simplified Project Management for the Quality Professional: Managing Small & Medium-size Projects

Project management is an essential part of successful organizations, and a skill that most professionals will need at some point in their career. Successfully managing a project can be a make or break point in one’s career and is often the impetus for future job-promotions. But managing projects is a complex juggling act that requires skills that are not necessarily inherent in all people.

Simplified Project Management for the Quality Professional was written to help guide new project managers in their efforts. The book is intended to provide guidance for small to medium sized projects, making the assumption that large projects are most likely to be led by seasoned project managers. Instead, this book focuses on explaining the skills and tools needed by those just beginning to lead projects and teams. Beginning by developing basic guidelines for each project, the book then takes you through the basics of planning, implementing, managing and closing a project. It discusses how to envision the project outcome and the important aspect of obtaining upper-management buy-in, and then provides guidance on the implementation of the project and the tracking and measuring of progress. Finally, the book provides guidelines for evaluating, documenting, and closing down the project.

Figures and Tables
Preface
Notes to Readers
Acknowledgments
PART I: INTRODUCTION TO PROJECT MANAGEMENT
Chapter 1. Why Organizations Need Project Management
and Quality Professionals Need Project
Management Skills
Organizations Need Project Management
Quality Professionals Need Project Management Skills
Summary
Notes
Chapter 2. Overview of Project Management
Background
The Project Planning Process
Outputs and Outcomes
Conclusions
Notes
PART II: DEFINING THE PROCESS AND TOOLS FOR PLANNING AND MANAGING A PROJECT
Chapter 3. Visualizing, Selling, and Initiating Projects
Background
Visualizing the New Reality
Selling the Project
Risk Assessment (Determining If the Project Is Feasible)
What’s Next?
Notes
Chapter 4. Planning Projects—Basic Model
From Concept to Reality
Summary
Notes
Chapter 5. Forming and Leading a Project Team
Team Structures
Project Team Roles and Responsibilities
Team Size
Selecting Project Team Members
Using KESAA to Build a Process Improvement Project Team
Project Team Meetings
Team Stages
Team Conflict
Team Leader as Coach
What Can Go Wrong?
What Helps a Project Team Function Well?
Notes
Chapter 6. Planning Projects—Additional Considerations
Moving Up
More about Work Breakdown Structures
Estimating
More on Estimating
More on Gantt Charts
Network Diagramming, the Critical Path, and Scheduling
Outsourced Services, Suppliers, Subcontractors, and Consultants
Scheduling
Managing Plan Changes
More on Budgets
Project Charter
Implementation Planning
Communications Plan
Planner Accountability
Reality Check
Project Plan Approval
The Project Management Office
Proven Points to Keep in Mind
Comments about Six Sigma Projects
Notes
Chapter 7. Implementing, Tracking, Evaluating, and Closing Projects: The Project Plan Is
Approved; What’s Next?
Managing the Project Activities
Cost Variance Analysis and Reporting
Risk Assessment
Project Review Meetings
Lessons Learned
Recording Interim Improvements
Closing Out the Project
Notes
PART III: EXAMPLES FROM ACTUAL PROJECTS
Chapter 8. Project Management in Small and Medium-Size Projects
Small Projects
Medium-Size Projects
Notes
PART IV: PROJECT MANAGEMENT AS LEVERAGE
Chapter 9. Developing Personal Competency in Project Management
Look to the Future
Project Management Skills, Knowledge, and Attributes You Need
as a Project Manager
Should You Pursue a Career in Project Management?
Notes
Chapter 10. Promoting Project Management as an Organization’s
Core Competency
Organizational Core Competency
New Product/Service Development and Launch
Notes
Final Thoughts
Glossary
Resources
References
About the Author
Index