The Fast Forward MBA in Project Management 5th Ed.

A practical handbook and reference

Eric Verzuh

Publisher: Wiley, 2016, 510 pages

ISBN: 978-1-119-08657-4

Keywords: Project Management

Last modified: Sept. 30, 2020, 12:01 a.m.

Revised and updated to reflect the most recent strategies and trends in project management, this fifth edition of The Fast Forward MBA in Project Management is an essential resource and practical guide written for aspiring professionals and working practitioners who are responsible for coordinating projects among different departments, executive levels, or projects with technical complexity.

The Fast Forward MBA in Project Management clearly explains how to get a project of the ground, do it in a timely fashion, and on budget. Step by step, the author reveals how to find the right sponsors, clarify a project's objectives, set a realistic schedule, work successfully with stakeholders and create accurate budget projections. Filled with illustrative case studies, this must-have text offers the strategies and techniques needed the relationships and process needed to get the project done … and done right! 

  • Part 1: Introduction
    1. Project Management: A Platform for Innovation
      • Introduction
      • Project Management is Keeping Pace with Global Change
      • Project Management is an Essential Leadership Skillset
      • Successful Projects Deliver Value
      • The Art and Science of Project Leadership
      • A Practical Checklist for Successful Projects: How This Book Will Help You
      • Beyond the Book: Tools for Application and Continuous Learning
      • End Point
      • Stellar Performer: OrthoSpot
      • Stellar Performer: PM4NGOs
    2. Foundation Principles of Project Management
      • Introduction
      • Projects Require Project Management
      • The Challenge of Managing Projects
      • The Evolution of a Discipline
      • The Definition of Success
      • Project Management Functions
      • Project Life Cycle
      • Organizing for Projects
      • Project Managers Are Leaders
      • End Point
      • Stellar Performer: Seattle Children’s Hospital and Regional Medical Center
    3. Build Great Products: Lessons from Agile, Lean Start-Up, and Stage-Gate
      • Introduction
      • Defining Value: A New Lens for Judging Projects Informs the Development Process
      • Leverage a Consistent Product Development Process
      • Best Practices for Capturing Requirements Are Integrated into a Product Development Process
      • A Development Process is Not Project Management
      • Innovation Projects Experiment to Discover Desirability and Viability
      • End Point
      • Stellar Performer: The Lean Startup Innovation Movement
      • Stellar Performer: The Agile Approach to Software Development
      • Stellar Performer: The Stage-Gate System for New-Product Development
  • Part 2: Defining the Project
    1. Project Initiation: Turning a Problem or Opportunity into a Project
      • Introduction
      • Project Initiation’s Place in the Project Life Cycle
      • A Proposal Defines the Future Business Value
      • Managing Requirements is Tightly Linked to Project Initiation
      • Common Principles for Project Initiation
      • Basic Project Proposal Content
      • Designing a Realistic Initiation Process
      • End Point
      • Stellar Performer: The Logical Framework Approach
    2. Know Your Key Stakeholders and Win Their Cooperation
      • Introduction
      • Stakeholder Focus Throughout the Life of the Project
      • Stakeholder Management is Risk Management for People
      • Stakeholder Roles: Project Manager
      • Stakeholder Roles: Project Team
      • Stakeholder Roles: Management
      • Stakeholder Roles: The Customer
      • Affected Stakeholders Can Make Crucial Contributions
      • Engage Affected Stakeholders
      • Lead the Stakeholders
      • End Point
      • Fast Foundation in Project Management
    3. Write the Rules: Key Documents to Manage Expectations and Define Success
      • Introduction
      • Project Rules Are the Foundation
      • Publish a Project Charter
      • Write a Statement of Work
      • Statement of Work: Minimum Content
      • Responsibility Matrix
      • End Point
      • Fast Foundation in Project Management
  • Part 3: The Planning Process
    1. Risk Management: Minimize the Threats to Your Project
      • Introduction
      • All Project Management is Risk Management
      • The Risk Management Framework
      • Step One: Identify the Risks
      • Step Two: Analyze and Prioritize the Risks
      • Step Three: Develop Response Plans
      • Step Four: Establish Contingency and Reserve
      • Step Five: Continuous Risk Management
      • Unexpected Leadership
      • End Point
      • Fast Foundation in Project Management
    2. Work Breakdown Structure: Break Your Project into Manageable Units of Work
      • Introduction
      • Defining the Work Breakdown Structure
      • Building a Work Breakdown Structure
      • Criteria for a Successful Work Breakdown Structure
      • Work Package Size
      • Planning for Quality
      • Breaking Down Large Programs
      • Contractors or Vendors Can Provide a WBS
      • End Point
    3. Realistic Scheduling
      • Introduction
      • Planning Overview
      • Planning Step Two: Identify Task Relationships
      • Planning Step Three: Estimate Work Packages
      • Planning Step Four: Calculate an Initial Schedule
      • Planning Step Five: Assign and Level Resources
      • Small Projects Need Smaller Plans
      • End Point
      • Fast Foundation in Project Management
    4. Managing Agile Development with Scrum
      • Introduction
      • Scrum is a Framework
      • Managing the Product Backlog
      • Make the Plan Visible: Task Boards and Burndown Charts
      • Key Factors for Scrum to Be Effective
      • End Point
    5. The Art and Science of Accurate Estimating
      • Introduction
      • Estimating Fundamentals
      • Estimating Techniques
      • Building the Detailed Budget Estimate
      • Generating the Cash Flow Schedule
      • End Point
      • Fast Foundation in Project Management
      • Stellar Performer: Tynet, Inc.
      • Stellar Performer: Adobe Systems
    6. Balancing the Trade-Off Among Cost, Schedule, and Quality
      • Introduction
      • Three Levels of Balancing a Project
      • Balancing at the Project Level
      • Balancing at the Business Case Level
      • Balancing at the Enterprise Level
      • End Point
      • Stellar Performer: Safeco Field
      • Stellar Performer: Boeing 767-400ER Program
  • Part 4: Controlling the Project
    1. Building a High-Performance Project Team
      • Introduction
      • A Framework for Building High-Performance Teams
      • Leadership Responsibilities
      • Building a Positive Team Environment
      • Ground Rules
      • Team Identity
      • Team Listening Skills
      • Meeting Management
      • Summary of Building a Positive Team Environment
      • Collaborative Problem Solving
      • Problem Analysis
      • Decision Modes
      • Conflict Management
      • Continuous Learning
      • Summary of Collaborative Problem Solving
      • Job Satisfaction
      • End Point
      • Stellar Performer: Habitat for Humanity
    2. Clear Communication Among Project Stakeholders
      • Introduction
      • Embrace Your Role as a Leader
      • Creating a Communication Plan
      • Change Management: Promote Behavior Change in Affected Stakeholders
      • Communicating Within the Project Team
      • Stellar Performer: Lockheed Martin Aeronautics
      • Closeout Reporting
      • End Point
      • Fast Foundation in Project Management
    3. Control Scope to Deliver Value
      • Introduction
      • The Change Control Process
      • Configuration Management
      • Change Control is Essential for Managing Expectations
      • End Point
      • Fast Foundation in Project Management
    4. Measuring Progress
      • Introduction
      • Measuring Schedule Performance
      • Measuring Cost Performance
      • Earned Value Reporting
      • Cost and Schedule Baselines
      • End Point
    5. Solving Common Project Problems
      • Introduction
      • Responsibility Beyond Your Authority
      • Disaster Recovery
      • Reducing the Time to Market
      • When the Customer Delays the Project
      • The Impossible Dream
      • Fighting Fires
      • Managing Volunteers
      • End Point
  • Part 5: Advancing Your Practice of Project Management
    1. Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization
      • Introduction
      • Defining Enterprise Project Management
      • Three Tiers of Management Within EPM
      • The Four Components of EPM
      • Establish Consistent EPM Processes
      • Technology Enables EPM Processes
      • The People Who Deliver Projects
      • Support Project Management: The Project Office
      • End Point
      • Stellar Performer: Bill & Melinda Gates Foundation: Enterprise Project Management Office
    2. Requirements Engineering: The Key to Building the Right Product
      James Rivera and Eric Verzuh
      • Introduction
      • Requirements Engineering and Project Management Are Intimately Connected
      • Requirement Types Illustrate the Evolving Product Vision
      • Requirements Engineering Scope and Processes
      • Requirements Development Activities
      • Requirements Management Activities
      • Requirements Documentation Techniques
      • Requirements Engineering Demands Discipline
      • End Point
    3. Project Portfolio Management: Align Project Resources with Business Strategy
      Ralph Kliem and Eric Verzuh
      • Introduction
      • The Scope and Goals of the Portfolio
      • Stakeholders: Roles in Project Portfolio Management
      • PPM Information Supports Decisions
      • Project Selection and Prioritization
      • Ongoing Portfolio Management
      • Monitor the Results of Projects and the Portfolio
      • Culture Change
      • End Point
    4. PMP Exam Preparation
      Tony Johnson
      • Introduction
      • Requirements to Earn the PMP
      • Top 10 Study Tips for the PMP Exam
      • End Point
    5. Microsoft Project: Guidelines for Effective Use
      • Introduction
      • Project Management Software Supports
      • the Discipline
      • Looking Under the Hood: The Design of Project
      • Set Up the Project First
      • Follow the Planning Model in This Book
      • Task Types: Fix the Duration, Work, or Resource Level
      • Assigning Resources to a Project
      • Resource Leveling Your Schedule
      • Maintaining the Plan Throughout the Project
      • Project Server and Project Web App
      • End Point
  • Appendix A: The Detailed Planning Model
  • Appendix B: Downloadable Form Samples