The Little Black Book of Project Management

By Michael C. Thomsett | Go to book overview
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9
Conducting the
Project Review

For all the intellect and technique a manager can muster,

his success turns on a subtle and elusive quality—the

degree to which he can stimulate people to make the most

of their own inherent capabilities.

—LESTER R. BITTEL—

"I think there's too much bureaucracy in this company," one man-
ager confided to another. "Last month, the president formed a task
force to figure out why projects weren't being finished on
schedule."

"I know. It struck me as a good idea," the other manager replied.

"Except for one thing. They haven't submitted their report yet, and
it was due three weeks ago."

One very successful project manager explained how she never went over budget or missed a deadline: constant review and monitoring. Never satisfied with the plan as originally conceived, she spent at least

-137-

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The Little Black Book of Project Management
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Introduction xi
  • 1: Organizing for the Long Term 1
  • 2: Creating the Plan 19
  • 3: Choosing the Project Team 37
  • 4: Preparing the Project Budget 54
  • 5: Establishing a Schedule 71
  • 6: Flowcharting for Project Control 85
  • 7: Designing the Project Flowchart 100
  • 8: Writing the Supporting Documentation 120
  • 9: Conducting the Project Review 137
  • 10: The Communication Challenge 152
  • 11: Project Management and Your Career 171
  • Appendix 184
  • Index 201
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