영문목차
Preface=xvii
Acknowledgments=xxi
Part I. The Fundamentals
1. An Introduction to Project Management for Product Development=3
1.1. The Project : Flexibility, Communication, and Accountability=3
1.2. Project Management and Leadership=5
1.3. Product Development Projects=7
1.3.1. Innovation Management=7
1.3.2. Managing Extreme Collaboration=8
1.3.3. Lack of Determinism at the Outset=9
1.3.4. Reliance on Technical Expertise=9
1.3.5. Summing It Up=9
1.4. Why Organizations Need PMs=11
1.5. Do You Want to Be a PM?=12
1.5.1. What Skills Should a PM Possess?=12
1.5.2. Project Management Support Structure=14
1.6. Project Stakeholders=15
1.7. Certification=16
1.8. References=17
2. The Critical Path Method : Planning Phase=19
2.1. Engineering Process Flow Charts=19
2.2. Critical Path Project Management : Process Overview=21
2.2.1. Identify Value to the Customer/Market=22
2.2.2. Identify Key Features, Performance, and Price Point=24
2.2.3. Align with Organizational Needs=24
2.2.4. Identify Cost, Timing, and Investment Targets=25
2.2.5. Identify Innovation Needs=26
2.2.6. Complete Functional Specification=27
2.2.7. Anticipate Competitive Response=28
2.2.8. Develop IP Strategy=29
2.2.9. Identify Required Competencies=29
2.2.10. Propose Team Members=30
2.2.11. Estimate Schedule and Budget=31
2.2.12. Identify Risk and Mitigation=38
2.2.13. Seek Approval for Project=40
2.3. When You Need Help=41
2.4. References=41
3. The Critical Path Method : Execution Phase=43
3.1. Working Alone and with One or Two Team Members=43
3.1.1. Following Up on Issues Daily=43
3.1.2. Seek Opportunities for Project Innovation=44
3.1.3. Manage Change=46
3.1.4. Update Project Plans=47
3.1.5. Visit Customers=47
3.1.6. Visit Trade Shows=47
3.2. Leading Team Meetings=48
3.2.1. Review Tasks Recently Completed=48
3.2.2. Replan Items Due in the Near Future=50
3.2.3. Identify Barriers to Progress=51
3.2.4. Review Key Deliverables=51
3.2.5. Team Events=51
3.2.6. Team Preparation for Staff Reviews=52
3.3. Representing the Team at Staff Reviews=52
3.3.1. Show Progress against Schedule=52
3.3.2. Review Financial Performance=53
3.3.3. Review Customer and Competitor Activity=54
3.3.4. Review Risks=54
3.3.5. Present Open Issues=54
3.3.6. Obtain Approvals=55
3.4. Finishing the Project=56
3.5. References=56
Part II. Leadership Skills and Management Methods
4. Total Leadership for Project Managers=59
4.1. What Is Leadership?=59
4.1.1. Actions of a Leader=60
4.2. Motivation and Inspiration=61
4.2.1. Herzberg's Motivation-Hygiene Theory=62
4.2.2. Creativity and Motivation=65
4.2.3. Inspiration and Project Management=67
4.3. The Total Leadership Matrix=68
4.3.1. Why People Don't Like Their Jobs=69
4.3.2. Understanding the Categories=69
4.3.3. Sorting out the List=71
4.4. Leadership in Project Management=72
4.4.1. Transformational Leadership Skills―Vision=72
4.4.2. Transformational Leadership Skills―Connection=73
4.4.3. Transactional Leadership Skills―Process=75
4.4.4. Transactional Leadership Skills―Policy=75
4.4.5. Total Leadership Skills Matrix for Project Management=76
4.5. The Intersection of Transaction and Transformation=77
4.5.1. Transaction and Transformation Working Together=79
4.6. Communication Tools=80
4.6.1. Broadcast (Emails and Internal Blogs)=82
4.6.2. Recorded Collaboration (Project and Product Documents)=82
4.6.3. Conversation (One-on-One and Small Group Meetings)=83
4.6.4. Conference (Large-Group Meetings)=83
4.6.5. Practical Tips for PMs on Communication=84
4.7. Team Dispersion=85
4.7.1. The Traditional Team=85
4.7.2. The Global Team=86
4.7.3. The Virtual Team=87
4.7.4. The Big (Obeya) Room=89
4.8. Recommended Reading=89
4.9. References=90
5. Phase-Gate : Extending the Critical Path Method=93
5.1. Overview of Phase-Gate Project Management=93
5.1.1. Phase-Gate Issues=95
5.1.2. Stages or Phases=96
5.1.3. Sample Phase-Gate Process=96
5.1.4. Managing the Investment=100
5.1.5. Concurrent Engineering=102
5.2. Creating a WBS for a Phase=104
5.2.1. Documenting the Steps=104
5.2.2. Phased Processes Provide a High-Level View=105
5.2.3. Documents for Daily Management=106
5.2.4. Critical Path=108
5.2.5. The Pert Chart=108
5.3. Dealing with Schedule Issues=111
5.3.1. Financial Measurement of Lifetime Profitability of a Product=111
5.3.2. Experiment : Effects of a 1-Year Schedule Slip=113
5.3.3. Unit Price and Unit Cost Variation=117
5.3.4. Dealing with Schedule Delays=120
5.3.5. Measuring Delay Directly=120
5.3.6. The Early Warning Signs : Signals of Potential Delay=130
5.3.7. Taking Action after Discovering Delay=133
5.4. CPM Key Measures of Effectiveness (without Phase-Gate)=135
5.4.1. Key Measures of Effectiveness when Phase-Gate is Added to CPM=137
5.5. Summary=139
5.6. Leadership and Alternative Project Management Methods=139
5.7. Recommended Reading=141
5.8. References=141
6. Critical Chain Project Management (CCPM)=143
6.1. An Overview of Critical Chain Project Management=143
6.2. The Theory of Constraints=144
6.3. Building a Critical Chain Project Plan=146
6.3.1. Step 1. Remove Resource Constraints=147
6.3.2. Step 2. Reduce Task Length by Changing Certainty from 90% to 50%=147
6.3.3. Step 3. Add Feeder Buffers=149
6.3.4. Step 4. Using the Relay-Racer Mentality=149
6.3.5. Step 5. Add the Consolidated Buffer=149
6.4. Execution and Human Behavior that Delay Projects=150
6.4.1. Inefficiency of Multitasking=150
6.4.2. The Student Syndrome=152
6.4.3. Parkinson's Law=153
6.4.4. Disincentives for Early Completion of Milestones=155
6.4.5. Protecting Tasks at the Expense of the Project=155
6.4.6. CCPM Responses=155
6.5. Tracking Progress with the Fever Chart=156
6.5.1. Calculating Buffer Penetration=158
6.5.2. Creating a Fever Chart=158
6.5.3. Using the Fever Chart=160
6.5.4. The Fever Chart : A Leading Indicator of Schedule Risk=162
6.6. Full Kitting=163
6.7. CCPM for Project Portfolios=163
6.7.1. Multiproject Planning=163
6.7.2. Portfolio Fever Chart=166
6.8. How Well Does CCPM Work?=167
6.8.1. Unique CCPM Techniques=168
6.8.2. Improving the Execution of CPM Techniques=168
6.8.3. The Use of Lean Techniques=169
6.8.4. Leadership Skills and Senior Management Engagement=169
6.8.5. Sample Bias=169
6.8.6. Bias Toward Reporting Successes=169
6.8.7. Summarizing the Effects=170
6.9. Challenges to Adopting/Sustaining CCPM=170
6.10. CCPM Key Measures of Effectiveness=171
6.11. Summary=173
6.12. Recommended Reading=174
6.13. References=174
7. Lean Product Development=177
7.1. An Introduction to Lean Thinking=178
7.1.1. Toyota Production System=179
7.1.2. Waste=180
7.1.3. Continuous Improvement=182
7.1.4. Kaizen Events=183
7.1.5. WIP Control=188
7.1.6. Kanban Inventory Management=189
7.1.7. Go to Gemba=189
7.2. Lean Product Development=189
7.2.1. The Eight Wastes of Product Development=190
7.2.2. Kaizens for Product Development=190
7.3. Seven Lean Techniques for Product Development=192
7.3.1. Visual Workflow Management=193
7.3.2. Go to Gemba=196
7.3.3. WIP Control in Product Development=198
7.3.4. Minimal Batch Size and Single-Piece Flow=204
7.3.5. Kanban Project Management=210
7.3.6. Lean Innovation=213
7.3.7. Obeya=214
7.3.8. LPD : Adoption and Resistance to Change=216
7.4. Comparing LPD to Other Project Management Methods=217
7.5. LPD Key Measures of Effectiveness=219
7.6. Summary=220
7.7. Recommended Reading=221
7.8. References=221
8. Agile Project Management : Scrum, extreme Programming, and Scrumban=223
8.1. Introduction to Agile=223
8.1.1. What Is Agile?=224
8.1.2. Agile Manifesto=225
8.1.3. Why Use Agile?=226
8.1.4. How Are Agile Methods Different from Other Methods?=228
8.2. Agile Scrum=229
8.2.1. The Product Backlog and Grooming=229
8.2.2. Scrum Roles=230
8.2.3. Team Interaction=235
8.2.4. Story Flow : From Product Backlog to Sprint Backlog to Release=236
8.2.5. Measuring Velocity=237
8.2.6. Progress Reporting=240
8.2.7. Coordinating Agile and Phase-Gate Projects=243
8.2.8. Measuring Quality=246
8.3. eXtreme Programming=247
8.3.1. Scrum, XP, and Continuous Improvement=248
8.4. Scrumban=251
8.4.1. Six Key Scrumban Practices=252
8.4.2. Adopting Scrumban=253
8.5. Barriers to Adoption of Scrum=254
8.5.1. Changing the Organization=255
8.5.2. New Roles=255
8.5.3. New and Complex Tools=255
8.5.4. Training=255
8.5.5. New Reporting Methods=255
8.5.6. Vocabulary=255
8.5.7. Isolation of the Scrum Team=256
8.6. Agile Key Measures of Effectiveness=256
8.7. Summary=259
8.8. Recommended Reading=259
8.9. References=259
Part III. Advanced Topics
9. Risks and Issues : Preparing for and Responding to the Unexpected=263
9.1. Risk in Product Development Projects=263
9.1.1. Traditional View of Risk in Project Management=265
9.1.2. Total Leadership and Unexpected Events=266
9.1.3. Terminology : Risks and Issues=267
9.2. Types of Issues and Risks=268
9.2.1. Project Management=269
9.2.2. Team Members=269
9.2.3. Specification Issues=270
9.2.4. Organizational Issues=270
9.2.5. Manufacturing Issues=270
9.2.6. Technology Issues=270
9.2.7. Customer/Market Issues=271
9.2.8. Competitor Issues=271
9.2.9. Supplier Issues=271
9.2.10. Regulatory Agency Issues=271
9.3. Preparation : Avoiding and Reducing Issues=272
9.3.1. Build the Right Team=272
9.3.2. Follow the Right Processes=273
9.3.3. Plan Diligently=277
9.4. Responding to Risk : Leading the Team through the Unexpected=291
9.4.1. Step 1 : Identify Issues throughout the Project=291
9.4.2. Step 2 : Risks and Issues Funnel=298
9.4.3. Step 3 : React to the Tracked Risks and Issues=300
9.4.4. Step 4 : Reporting=303
9.5. Recommended Reading=305
9.6. References=305
10. Patents for Project Managers=307
10.1. Introduction to Patents=307
10.1.1. Patent Attorneys and Patent Agents=308
10.1.2. What Is a Patent?=308
10.1.3. Why Is Patent Law Important to PMs?=309
10.1.4. How Do Patents Affect Projects?=309
10.2. Types of Intellectual Property=311
10.2.1. Patents=311
10.2.2. Trade Secrets=311
10.2.3. Copyrights=312
10.2.4. Trademarks=312
10.3. The Structure of a US Patent=312
10.3.1. Front Page=312
10.3.2. Drawings=313
10.3.3. Specification=314
10.3.4. Claims=316
10.4. Searching Patents=318
10.4.1. A. Initial Keyword Search=320
10.4.2. B. Citation and Reference Search=324
10.4.3. C. Classification Search=325
10.4.4. Freedom-of-Use versus Novelty Searches=328
10.5. The Patenting Process=328
10.5.1. Managing Information during the Innovation Process=329
10.5.2. Naming Inventors=330
10.5.3. America Invents Act=331
10.6. Resources=331
10.7. Recommended Reading=332
10.8. References=332
11. Reporting=333
11.1. Management Presentation=333
11.1.1. The Form of Your Presentation=334
11.1.2. The Content of Your Presentation=336
11.1.3. 15 Tough Questions=338
11.2. Metrics=339
11.2.1. Types of Metrics=342
11.3. KPI : Metrics to Drive Improvement=345
11.3.1. Example KPI : Product-Cost Tracking KPIs=346
11.3.2. Process to Create a KPI=347
11.4. Dashboard=350
11.4.1. What Goes in a Dashboard?=350
11.4.2. Sketch an Outline=351
11.4.3. Build the Dashboard=351
11.4.4. Use the Dashboard=351
11.5. Recommended Reading=353
11.6. References=353
Appendix A. Certifying Agencies for Project Managers=355
Appendix B. Sorting Problems People Express with Their jobs=357
Glossary=361
Index=369