Performance-Based Project Management

Performance-Based Project Management

by Glen B. Alleman
Released February 2014
Publisher(s): AMACOM
ISBN: 9780814433317

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Book description

Projects fail to meet goals for many reasons: poor time and budget performance, failure to deal with complexity, uncontrolled changes in scope… Even the most experienced project managers can be caught off guard in the presence of these forces. Performance-Based Project Management shows readers how they can increase the probability of project success, detailing a straightforward plan for avoiding surprises, forecasting performance, identifying risk, and taking corrective action to keep a project a success. Based on the “Five Immutable Principles of Project Success,” this book shows project leaders how to assess the business capabilities needed for a project; plan and schedule the work; determine the resources required to complete on time and on budget; identify and manage risks to success; and measure performance in units meaningful to decision makers. Project managers will learn the core practices for each principle, as well as associated processes, so that they can lay the foundation for project success from the start. They’ll discover how each process produces “artifacts,” which provide feedback as to whether everything is going well—and if not, when and how it will be fixed. Each practice is illustrated through examples and tailored for different levels of complexity and risk to help project managers ensure that project aren’t just done—they’re done right.

Table of contents

  1. Half title
  2. Title
  3. Copyright
  4. Dedication
  5. Contents
  6. List of Figures
  7. Acknowledgments
  8. Introduction
  9. Chapter 1 The Ten Drivers of Project Success
    1. The Immutable Principles and Practices of Project Success
    2. Putting the Ten Drivers to Work
    3. Looking Back
    4. What’s Ahead?
  10. Chapter 2 The Five Immutable Principles of Project Success
    1. Implementing the Five Immutable Principles
    2. What “Done” Looks Like
    3. How to Get to “Done” on Time and on Budget with Acceptable Outcomes
    4. How to Assess Resources
    5. How to Handle Impediments and Assess Risk
    6. How to Measure Progress to Plan
    7. Looking Back
    8. What’s Ahead?
  11. Chapter 3 The Five Immutable Practices of Project Success
    1. Implementing the Five Immutable Practices
    2. Identify the Needed Capabilities
    3. Identify the Requirements Baseline
    4. Establish the Performance Measurement Baseline
    5. Execute the Performance Measurement Baseline
    6. Perform Continuous Risk Management
    7. Looking Back
    8. What’s Ahead?
  12. Chapter 4 The Five Governing Processes of Project Management
    1. Implementing the Five Processes
    2. Deploying the Five Processes
    3. Organize the Project
    4. Plan, Schedule, and Budget the Project
    5. Execute Project Accounting
    6. Execute Project Performance Analysis
    7. Record Revisions and Maintain Data
    8. Looking Back
    9. What’s Ahead?
  13. Chapter 5 Project Management Execution
    1. Personal Unmanned Aerial Vehicle
    2. Kitchen Remodel
    3. Health Insurance Provider Network Application Migration
    4. Looking Back
    5. What’s Ahead?
  14. Chapter 6 Tailoring the Principles and Practices for Project Success
    1. Tailoring the Practices to Fit the Project
    2. Levels of Implementation
    3. Looking Back
    4. What’s Ahead?
  15. Chapter 7 Deliverables Needed for Project Management Success
    1. Documents Needed During the Execution of a Project
    2. Looking Back
  16. Recommended Reading
  17. Notes
  18. Index
  19. About the Author
  20. Free Sample Chapter from
    1. Emotional Intelligence for Project Managers

Product information

  • Title: Performance-Based Project Management
  • Author(s): Glen B. Alleman
  • Release date: February 2014
  • Publisher(s): AMACOM
  • ISBN: 9780814433317