Most of the project management books on the market are basically textbooks. They are dry to begin with, and don't focus on the practical advice that most people need to run their projects. Lessons in Project Management, Second Edition does not assume that you are a project manager building a nuclear reactor or sending a man to the moon. Instead, it focuses on the millions of people who manage normal, medium-to-large projects on an ongoing basis.   Each case study in Lessons in Project Management contains an accessible, easy-to-read analysis of the challenges of real-world project management. Each problem is presented, then followed by an examination of the solution, written in easy-to-understand language.   The format allows you to more easily relate to the book, since it brings into play a project scenario with practical project management lessons to be learned. You'll also recognize recurring characters who appear in multiple stories, and you'll start to develop some empathy for and interest in their struggles.             What you’ll learn     How to understand a problem      How to use the authors' ten-step approach to project management      How to resolve a given problem with methods appropriate to the size of the project      About underpromising and underdelivering      Tips on managing projects, such as developing rapport with project managers and team members   Who this book is for             No prior project management experience is assumed. This book is for the millions of people who manage projects, regardless of size. This book is quite helpful for managers in the middle of a project who may be experiencing problems.               Table of Contents     Understand the Characteristics of a Project       Always Have an Identified and Committed Sponsor      Report Status on All Projects       Focus on Deadline Dates       Apply Some Level of Project Management Discipline      Define and Plan the Work      Don’t “Microbuild” or Micromanage the Workplan       Hire a Diverse Project Team      Define the Many Aspects of What Is In Scope and Out of Scope       Use the “Big Three” Documents      Use Scope Change Management      Collect Metrics      Give Performance Feedback Routinely      Ensure Issues Management Is Everyone’s Responsibility       Shorten Long Meetings to Sharpen the Focus       Identify the Root Cause of Problems      Use Quality Assurance Techniques to Validate Project Status      Cancel Projects That Lose Business Support       Use Risk Management to Respond to Discover Potential Problems      Focus Your Quality Management on Processes, Not People       Don’t Use Your Estimating Contingency for Scope Changes       Develop a Communication Plan for Complex Projects       Scale Your Processes Based on Project Size       Plan the Project Even If You Start the Work at the Same Time       Identify the Critical Path and How This Path Drives the Deadline Date       Change Assumptions to Revise an Estimate       Don’t Forget Face-to-Face Communication on Your Project       Make Quality a Mindset and Ongoing Process       Batch Small Scope Change Requests for Sponsor Approval       Manage Your Vendor Projects Proactively      Look for Risks Inherent to Your Project       Get Sponsor Approval Before Investigating Large Scope Change Requests      Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value        Use Multiple Estimating Techniques       Keep Your Schedule Up to Date       Use Issues Management to Choose the Best of Bad Alternatives       Collect Metrics That Can Lead to Fundamental Improvements       Evaluate All Risk Response Options in the Risk Plan       Manage Client Expectations       Use Milestones to Track Overall Progress       Catch Errors As Early as Possible       Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviations       Be Proactive to Accelerate the Project Schedule       Use the Work Breakdown Structure to Identify All the Work      Write Your Status Reports From the Readers’ Perspective       Update Your Risk Plan Throughout the Project       Don’t Deliver More Than the Client Requested       Make One Person Responsible for Each Activity      Focus on Deadlines to Keep Your Project from Wandering       Gain Agreement on Project Metrics Ahead of Time

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