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Strategic Project Management Made Simple


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Table of Contents

Acknowledgments xiii Introduction xv Why I Wrote This Book xvi Getting the Most from This Book xvii Three Logical Parts xviii PART ONE: Are You Strategic? Chapter 1: Thinking Outside the Bar Chart 3 Tackling the Big Hairy Issues 5 Mastering Strategic Project Management 7 Start Smart 8 Lessons Learned Along the Way 10 Why Read This Book? 12 Beware These Six Dangerous Planning Mistakes 13 Key Points Review 17 Chapter 2: Building Strong Project Backbones 19 Asking the Four Critical Strategic Questions 20 Concepts from the Corn?eld 22 Making Strategy Simple 25 Test Your Strategic If-Then IQ 28 Sorting Out Your Objectives 30 Organizing Multiple Objectives Into Trees 34 Key Points Review 37 Chapter 3: Introducing the Logical Framework 40 The Best Solutions Tool You'll Ever Find 40 Systems Thinking: Conceptual Foundation of the Logical Framework 42 Tackling the Four Critical Strategic Questions 44 Grab a Front-Row Workshop Seat 46 Ingredients of the Grid 56 Key Points Review 61 Chapter 4: Aligning Projects With Strategic Intent 63 Strategy in a Nutshell 64 Juggling Portfolios and Programs 67 Managing Multiple Bottom Lines 69 Quick and Clean Strategic Planning at Any Level 71 Eight Logical Planning Steps 72 Key Points Review 82 PART TWO: Mastering The Four Critical Strategic Questions Chapter 5: Question #1-What Are We Trying to Accomplish and Why? 87 Shoot for the Moon 88 Linking Objectives Into Logical Levels 89 Turning a Problem Into a Set of Objectives 92 Terry's Tips for Clear Objectives 95 Exploring Distinctions Among LogFrame Levels 99 Sculpting Your Project Masterpiece 105 Key Points Review 107 Application Step #1 108 Chapter 6: Question #2-How Do We Measure Success? 110 Winning the Peace After Winning the War 111 Four Tips for Meaningful Measures 112 Measures Sharpen Vague Objectives 118 Managing Complex Enterprise-Wide Change 123 Special Situations Demand Special Measures 124 Key Points Review 128 Application Step #2 129 Chapter 7: Question #3-What Other Conditions Must Exist? 131 The Whoops Hall of Shame 132 Spotting Trouble Before It Comes 134 How the LogFrame Accommodates Assumptions 134 Three Steps for Managing Assumptions 135 Making Fine Point Distinctions 139 Key Points Review 141 Application Step #3 142 Chapter 8: Question #4-How Do We Get There? 143 The Ancient Project that Saved the World 144 Chunking 101 144 Organizing Inputs: Nitty Gritty Project Planning 147 Clarify Resource Requirements 150 Make Responsibility Clear to All 151 Applying Schmidt's Law of Planning Density 155 De?ning the Next Action Step 159 Key Points Review 160 Application Step #4 161 PART THREE: Putting The Concepts Into Action Chapter 9: Managing the Strategic Action Cycle 165 Taking a "Cycle-Logical" Approach 165 Three Types of Assessment 167 Type One Assessment: Project Monitoring 169 Type Two Assessment: Project Status Review 171 Type Three Assessment: Project Evaluation 172 Celebrating Success 176 LogFrame Limitations and Best Practices 176 Key Points Review 178 Chapter 10: Managing the People Dynamics 179 The Heart and Soul of Projects 179 Engaging Your Key Stakeholders 180 Building Your Own Dream Team 183 Creating Shared Norms for High Performance 187 Sharpening Your Emotional Intelligence 189 Techniques for Increasing Your Emotional Intelligence 190 Key Points Review 193 Chapter 11: Applying These Ideas In Your World 195 Exploring a Dozen Dynamic Directions 195 Terry's Tips for Doing the Project RAP (Rapid Action Planning) 198 Facilitating by Yourself 201 Taking Strategic Action Now 202 Appendix: Reference Tools and Resources 205 Blank Logical Framework Grid 206 Logical Framework Quality Checklist 208 Logical Framework Application Case Studies 211 Ongoing Support and Services 237 Glossary and Usage of Terms 241 About the Author 243 Index 245

About the Author

TERRY SCHMIDT is a certified PMP and internationally known management consultant who helps organizations become more strategic, productive, and profitable. He has more than thirty years of experience as an executive, educator, and strategy coach in thirty-four countries. The founder of www.ManagementPro.com, he teaches strategic project management at the UCLA Technical Management Program and at the University of Wisconsin, and teaches team-building at the MIT Professional Institute. He is affiliated with the Haines Centre, a global alliance of master consultants in over twenty countries. Terry is a lifelong learner with a BS in aerospace engineering from the University of Washington and an MBA from Harvard. For more on Terry and Strategic Project Management Made Simple, visit www.managementpro.com

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