Book Structure
This book is simply laid out into ten chapters and two Appendices as follows:
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1. |
Control of Projects |
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2. |
Control through Process |
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3. |
Control through Influence |
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4. |
Control through Project Metrics |
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5. |
Beginning Control with Project Initiation |
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6. |
Building Control through Project Planning |
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7. |
Maintaining Control during Project Execution |
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8. |
Tracking and Monitoring for Project Control |
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9. |
Enhancing Overall Control through Project Closure |
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10. |
Conclusion |
Appendix A: Example Project Infrastructure Decisions |
Appendix B: Selected References |
As the author explains in Chapter 1:
"The first half of the book explores three elements of project control: process, influence, and measurement. Chapters 2 through 4 dig into the details and show how to apply them in your project environment. The second half of the book shows you when to use these three elements for control throughout the life of a typical project. The Guide to the Project Management Body of Knowledge (PMBOK Guide) from the Project Management Institute identifies five process groups: initiating, planning, executing, controlling and closing. Chapters 5 through 9 map to these topics, describing how to make the ideas work for your project from its beginning to its end. Where the PMBOK Guide tends to assume that a project manager has formal power, the discussion throughout this book focuses on controlling project work even if you do not have much direct authority."[3]
Notwithstanding the comprehensive coverage and advice contained in this book, the author admonishes:
"Never overcomplicate your project with processes that aren't needed; if there are two ways to approach a project issue that are equally effective, always choose the simplest one."[4]
Now that is good advice.
3. Kendrick, T., A Project Manager's Guide, Results without Authority, p2
4. Ibid, p3
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Introduction
