Cover image for The project management tool kit : 100 tips and techniques for getting the job done right
The project management tool kit : 100 tips and techniques for getting the job done right
Kendrick, Tom.
Personal Author:
Publication Information:
New York : AMACOM/American Management Association, [2004]

Physical Description:
xv, 233 pages ; 23 cm
General Note:
"Includes processes from all of the areas outlined in the Project Management Institute (PMI) PMBOKr Guide, 2000 Edition"--P. .

Includes index.
Added Corporate Author:
Added Uniform Title:
Guide to the project management body of knowledge (PMBOK guide)
Format :


Call Number
Material Type
Home Location
Item Holds
HD69.P75 K462 2004 Adult Non-Fiction Non-Fiction Area

On Order



People responsible for managing projects are busy. And their jobs are made more difficult by time pressures, project complexity, and a lack of resources. Their ability to execute a project efficiently and well, especially in unexpected or new situations, is compromised. But it needn't be. The Project Management Tool Kit presents proven project management techniques in an accessible, easy-to-apply format. Based on the approaches used by successful project managers in many fields, the Tool Kit offers step-by-step methodologies for managing every conceivable project step. Professionals at all levels will get the latest on: * cost estimating and budgeting * communications and technology * goals for individuals and project teams * negotiation and decision making * establishing and retaining management support * implementing change and process improvement * quality assurance and control * risk assessment and management * scheduling and time management * and more - 100 subject areas in all! Complete with checklists and other tools for quick implementation, here is a practical and complete guide to mastering any project challenge." "

Author Notes

Tom Kendrick is currently a program manager with Hewlett-Packard



Time Process 1 Activity Definition (PMBOK ® Guide 6.2) What:   Documenting the activities resulting from the lowest level of the project work breakdown structure (WBS) and assigning an owner to each. When:  Project planning. Results:       Clear descriptions of all identified project work and delegation of responsibilities. An activity is generally the smallest portion of a project used in planning, tracking, and control. In some projects, activities may be referred to as tasks, stories, work packages, or use cases, or using other descriptors. Verify Activities Activity definition is a key step in project plan development . After developing the work breakdown structure (WBS), verify that all work listed is necessary . Begin assembling your project activity information based on your schedule planning . If the work at the lowest level might require more than a month to complete or seems likely to consume more than 80 hours of effort, strive to decompose it further. People often overlook work related to organizational, business, or legal requirements. Examples include preparation for project life cycle checkpoints, methodology or regulatory requirements, project and other reviews, scheduled presentations, and specific documents the project must create. Add any missing work you discover to your WBS and scope baseline. Describe Activities Convert the lowest-level WBS entries into project activities that can be estimated, scheduled, and tracked. Check that each represents a discrete , separate piece of work that has a starting and a stopping point. For each piece of work, capture and document any assumptions. Describe each lowest-level work package concisely in terms of the work to be done and the task deliverable (examples: install power, edit user documentation). These verb-noun descriptions ensure clarity and make planning and tracking easier. Identify one or more specific deliverables for each lowest-level activity. For each deliverable, specify the acceptance or test criteria. Be able to describe any requirements relating to standards, performance, or specific quality level. If no one can clearly define the deliverable for an activity, the work may be unnecessary; consider dropping it. Assign Owners Seek capable, motivated owners for each lowest-level activity. Look for willing volunteers for all defined work and remember that you will be responsible for all tasks for which you fail to find an owner. For each activity, assign one and only one owner , delegating responsibility for the work. Owners will be responsible for planning, estimating, monitoring, and reporting on the activity but will not necessarily do all the work alone. In some cases, owners will lead a team doing the work, or even serve as a liaison for outsourced tasks. For each activity, identify all needed skills, staff, and any other resources and use this information to complete your responsibility analysis and required skills analysis . Identify Milestones In addition to project activities, which consume time and effort, project schedules also have milestones--events of negligible duration used to synchronize project work and mark significant project transitions. Uses for milestones include: •    Project start •    Project end •    Completion of related parallel activities •    Phase gates or life cycle stage transitions •    Significant decisions, approvals, or events •    Interfaces between multiple dependent projects •    Other external activity dependencies and deliverables List all project milestones. Document Activities Document all activities and milestones in your software scheduling tool or using some other appropriate method. Include activity names, owners, assumptions, deliverable descriptions, any identification codes (based on your WBS hierarchy, phase or iteration prioritization, or other organizing technique), and other important information. The activity list (often part of a WBS Dictionary , "burn down" list, or plan of record) serves as the foundation for project planning, risk analysis, monitoring, and control. Provide all activity owners a thorough description of their work. Use activity definitions as a foundation for other planning processes, including activity duration estimating , activity resource estimating , activity sequencing , schedule development , cost estimating , and risk identification . As the project planning and execution proceed, keep activity information current. Periodically review and update the activity list to reflect additional work identified during the project, particularly work added because of scope change control or uncovered in a project review .   Excerpted from The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right by Tom Kendrick All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Table of Contents

How to Use This Book (Read This First!)p. xi
1. Activity Definition (PMBOK 6.1)p. 1
2. Activity Duration Estimating (PMBOK 6.3)p. 3
3. Activity Sequencing (PMBOK 6.2)p. 5
4. Administrative Closure (PMBOK 10.4)p. 8
5. Brainstormingp. 10
6. Canceling Projectsp. 12
7. Cause-and-Effect Analysisp. 14
8. Coaching and Mentoringp. 16
9. Communicating Informallyp. 18
10. Communications Planning (PMBOK 10.1)p. 20
11. Conflict Resolutionp. 21
12. Consensus Building for Your Ideasp. 23
13. Constraint Management and Plan Optimizationp. 25
14. Contract Administration (PMBOK 12.5)p. 28
15. Contract Closeout (PMBOK 12.6)p. 30
16. Cost Budgeting (PMBOK 7.3)p. 31
17. Cost Control (PMBOK 7.4)p. 33
18. Cost Estimating (PMBOK 7.2)p. 35
19. Creative Problem Solvingp. 38
20. Customer Interviewsp. 40
21. Decision Makingp. 42
22. Delegating Responsibilityp. 44
23. Delphi Techniquep. 46
24. Earned Value Management (EVM)p. 48
25. Global Teams--Crosscultural Communicationp. 51
26. Global Teams--Crosscultural Work Stylesp. 53
27. Influence Without Authorityp. 55
28. Information Distribution (PMBOK 10.2)p. 58
29. Integrated Change Control (PMBOK 4.3)p. 60
30. Leadershipp. 63
31. Lessons Learnedp. 65
32. Market Researchp. 67
33. Matrix Teams (Crossfunctional Teams)p. 69
34. Meeting Preparationp. 71
35. Meeting Executionp. 73
36. Motivationp. 76
37. Multiple Dependent Projectsp. 78
38. Multiple Independent Projectsp. 81
39. Negotiating Contractsp. 84
40. Negotiating Project Changesp. 86
41. Organizational Changep. 88
42. Organizational Planning (PMBOK 9.1)p. 90
43. Organizing for Project Managementp. 92
44. Performance Problem Resolutionp. 94
45. Performance Reporting (PMBOK 10.3)p. 96
46. Plan Variance Analysisp. 98
47. Presentationsp. 100
48. Problem Escalationp. 102
49. Process Improvementp. 104
50. Procurement Planning (PMBOK 12.1)p. 106
51. Project Baseline Settingp. 109
52. Project Charterp. 111
53. Project Infrastructurep. 113
54. Project Initiation (PMBOK 5.1)p. 117
55. Project Metrics--Diagnosticp. 119
56. Project Metrics--Predictivep. 121
57. Project Metrics--Retrospectivep. 123
58. Project Metrics--Selecting and Implementingp. 125
59. Project Objective (Mission)p. 128
60. Project Officep. 130
61. Project Plan Development (PMBOK 4.1)p. 132
62. Project Plan Execution (PMBOK 4.2)p. 135
63. Project Prioritiesp. 137
64. Project Reviewp. 139
65. Project Visionp. 142
66. Qualitative Risk Analysis (PMBOK 11.3)p. 144
67. Quality Assurance (PMBOK 8.2)p. 147
68. Quality Control (PMBOK 8.3)p. 149
69. Quality Planning (PMBOK 8.1)p. 151
70. Quantitative Risk Analysis (PMBOK 11.4)p. 153
71. Required Skills Analysisp. 156
72. Resource Levelingp. 158
73. Resource Planning (PMBOK 7.1)p. 160
74. Responsibility Analysisp. 162
75. Return on Investment Analysisp. 164
76. Rewards and Recognitionp. 166
77. Risk Identification (PMBOK 11.2)p. 168
78. Risk Management Planning (PMBOK 11.1)p. 171
79. Risk Monitoring and Control (PMBOK 11.6)p. 173
80. Risk Response Planning (PMBOK 11.5)p. 175
81. Schedule Control (PMBOK 6.5)p. 178
82. Schedule Development (PMBOK 6.4)p. 180
83. Scope Change Control (PMBOK 5.5)p. 183
84. Scope Definition (WBS) (PMBOK 5.3)p. 186
85. Scope Planning (PMBOK 5.2)p. 189
86. Scope Verification (PMBOK 5.4)p. 191
87. Software Tools for Project Managementp. 193
88. Solicitation (PMBOK 12.3)p. 195
89. Solicitation Planning (PMBOK 12.2)p. 197
90. Source Selection (PMBOK 12.4)p. 199
91. Sponsorship of Projectsp. 201
92. Staff Acquisition (PMBOK 9.2)p. 203
93. Start-up Workshopp. 205
94. Status Collectionp. 207
95. Team Development (PMBOK 9.3)p. 210
96. Teamwork Building and Maintenancep. 212
97. Time Managementp. 214
98. Transitioning to Project Leadershipp. 216
99. User Needs Assessmentp. 218
100. Virtual Teams--Technical Toolsp. 220
Indexp. 223