HBR Guide to Project Management (HBR Guide Series)
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About this ebook
MEET YOUR GOALS—ON TIME AND ON BUDGET.
How do you rein in the scope of your project when you’ve got a group of demanding stakeholders breathing down your neck? And map out a schedule everyone can stick to? And motivate team members who have competing demands on their time and attention?
Whether you’re managing your first project or just tired of improvising, this guide will give you the tools and confidence you need to define smart goals, meet them, and capture lessons learned so future projects go even more smoothly.
The HBR Guide to Project Management will help you:
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Reviews for HBR Guide to Project Management (HBR Guide Series)
10 ratings2 reviews
- Rating: 5 out of 5 stars5/5The content was excellent! The book is very important for the PM
- Rating: 1 out of 5 stars1/5Awful. This is just basically a Propaganda tool for the Left
Book preview
HBR Guide to Project Management (HBR Guide Series) - Harvard Business Review
HBR Guide to
Project
Management
Harvard Business Review Guides
Arm yourself with the advice you need to succeed on the job, from the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
The titles include:
HBR Guide to Better Business Writing
HBR Guide to Finance Basics for Managers
HBR Guide to Getting the Mentoring You Need
HBR Guide to Getting the Right Job
HBR Guide to Getting the Right Work Done
HBR Guide to Giving Effective Feedback
HBR Guide to Making Every Meeting Matter
HBR Guide to Managing Stress
HBR Guide to Managing Up and Across
HBR Guide to Persuasive Presentations
HBR Guide to Project Management
HBR Guide to
Project
Management
HARVARD BUSINESS REVIEW PRESS
Boston, Massachusetts
Copyright 2012 Harvard Business School Publishing Corporation
All rights reserved
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.
Library of Congress Cataloging-in-Publication Data
HBR’s guide to project management.
p. cm.
ISBN 978-1-4221-8729-6 (alk. paper)
1. Project management. I. Harvard business review. II. Title:
Guide to project management.
HD69.P75H394 2013
658.4'04—dc23
2012026957
eBook development by eBook Architects
What You’ll Learn
You’ve been asked to lead a project. You appreciate the vote of confidence, but are you panicking because you haven’t a clue where to begin? Do you worry that stakeholders will tug you in a million directions, making it impossible to set clear goals, let alone deliver the goods on time and on budget? How will you know when to stick to your original plan and when to be flexible? And how will you keep all your team members excited about this project—when they have so many other pressures on them?
This guide will give you the confidence and tools you need to manage projects effectively.
You’ll get better at:
Choosing the right team and keeping it humming
Avoiding scope creep
Zeroing in on critical tasks and mapping out a logical sequence
Making heads or tails of Gantt and PERT charts
Getting disruptive team members on board
Keeping stakeholders in the loop
Gauging your project’s success
Deciding when to cut bait
Capturing—and using—lessons learned
Contents
Overview
1. The Four Phases of Project Management
What’s Involved in planning, build-up, Implementation, and closeout—and how these processes overlap
2. The Cast of Characters
Who’s who in project management
Phase 1: PLANNING
3. A Written Charter
Your marching orders
4. Dealing with a Project’s Fuzzy Front End
You can’t eliminate uncertainty in the early stages of a complex project—but you can manage it.
BY LOREN GARY
5. Performing a Project Premortem
Learn from your project while it’s still alive and well.
BY GARY KLEIN
6. Will Project Creep Cost You—or Create Value?
Set strict limits on scope, but be flexible when major opportunities arise.
BY LOREN GARY
Phase 2: BUILD-UP
7. Setting Priorities Before Starting Your Project
Three steps for staying on track
BY RON ASHKENAS
8. Boost Productivity with Time-Boxing
Tips for getting your team’s calendars—and yours—under control
BY MELISSA RAFFONI
9. Scheduling the Work
Put the horse before the cart.
10. HBR Case Study: A Rush to Failure?
When does speed trump quality?
BY TOM CROSS
11. Getting Your Project Off on the Right Foot
Set your project up for success with a well-planned launch.
12. The Discipline of Teams
Mutual accountability leads to astonishing results.
BY JON R. KATZENBACH AND DOUGLAS K. SMITH
Phase 3: IMPLEMENTATION
13. Effective Project Meetings
Run your meetings well, and infuse your project with energy and direction.
14. The Adaptive Approach to Project Management
What to do when your usual decision tools cease to be useful in the face of uncertainty
15. Why Good Projects Fail Anyway
The risks that come with big projects—and how to manage them
BY NADIM F. MATTA AND RONALD N. ASHKENAS
16. Monitoring and Controlling Your Project
Don’t be afraid to revise your plan.
BY RAY SHEEN
17. Managing People Problems on Your Team
Make sure people stay on task, pull their weight, work together, and meet quality standards.
18. The Tools of Cooperation and Change
What to do when people disagree on goals, how to achieve them, or both
BY CLAYTON M. CHRISTENSEN, MATT MARX, AND HOWARD H. STEVENSON
19. Don’t Throw Good Money (or Time) After Bad
How to avoid chasing after sunk costs
BY JIMMY GUTERMAN
Phase 4: CLOSEOUT
20. Handing off Authority and Control
Gauge your success before wrapping things up.
BY RAY SHEEN
21. Capturing Lessons Learned
Four steps to an effective after-action review
BY RAY SHEEN
Glossary
Index
Overview
Chapter 1
The Four Phases of Project Management
Whether you’re in charge of developing a website, designing a car, moving a department to a new facility, updating an information system, or just about any other project (large or small), you’ll go through the same four phases: planning, build-up, implementation, and closeout. Even though the phases have distinct qualities, they overlap. For example, you’ll typically begin planning with a ballpark budget figure and an estimated completion date. Once you’re in the build-up and implementation phases, you’ll define and begin to execute the details of the project plan. That will give you new information, so you’ll revise your budget and end date—in other words, do more planning—according to your clearer understanding of the big picture.
Here’s a chart that outlines the activities of each phase, plus the skills and tools you may need for doing the work:
Planning: How to Map Out a Project
When people think of project planning, their minds tend to jump immediately to scheduling—but you won’t even get to that part until the build-up phase. Planning is really about defining fundamentals: what problem needs solving, who will be involved, and what will be done.
Determine the real problem to solve
Before you begin, take time to pinpoint what issue the project is actually supposed to fix. It’s not always obvious.
Say the CIO at your company has asked you, an IT manager, to develop a new database and data entry system. You may be eager to jump right into the project to tackle problems you have struggled with firsthand. But will that solve the company’s problem? To increase the project’s chances of success, you must look beyond the symptoms you have observed—We can’t get the data out fast enough
and I have to sift through four different reports just to compile an update on my clients’ recent activity
— to find the underlying issues the organization is trying to address. Before designing the database, you should ask what type of data is required, what will be done with it, how soon a fix is needed, and so on. If you don’t, you’ll run the risk of wasting time and money by creating a solution that is too simplistic, too complicated, or too late—or one that doesn’t do what users need it to do.
Identify the stakeholders
The real problem will become even clearer once you figure out who all your stakeholders are—that is, which functions or people might be affected by the project’s activities or outcomes, who will contribute resources (people, space, time, tools, and money), and who will use and benefit from the project’s output. They will work with you to spell out exactly what success on the project means. Have them sign off on what they expect at the end of the project and what they are willing to contribute to it. And if the stakeholders change midstream, be prepared not only to respond to the new players but also to include all the others in any decision to redirect the project.
Whether you’re managing a