ERIC VERZUH is President of The Versatile Company, a project management training and consulting firm based in Seattle, Washington. His company trains thousands of professionals every year in the fundamentals of successful project management. Verzuh is a certified Project Management Professional (PMP) by the Project Management Institute and the author of The Portable MBA in Project Management, published by Wiley. Contact him at www.VersatileCompany.com or e-mail him at EVerzuh@VersatileCompany.com.

• Forms Available Online xiiAcknowledgments xiiiAbout the Author xvPreface xviiPart 1 IntroductionChapter 1—Project Management: A Platform for Innovation 2Introduction 2Project Management is Keeping Pace with Global Change 4Project Management is an Essential Leadership Skillset 5Successful Projects Deliver Value 5The Art and Science of Project Leadership 6A Practical Checklist for Successful Projects: How This Book Will Help You 8Beyond the Book: Tools for Application and Continuous Learning 11End Point 13Stellar Performer: OrthoSpot 14Stellar Performer: PM4NGOs 15Chapter 2—Foundation Principles of Project Management 17Introduction 17Projects Require Project Management 17The Challenge of Managing Projects 19The Evolution of a Discipline 20The Definition of Success 24Project Management Functions 26Project Life Cycle 28Organizing for Projects 31Project Managers Are Leaders 35End Point 36Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 37Chapter 3—Build Great Products: Lessons from Agile, Lean Start-Up, and Stage-Gate 42Introduction 42Defining Value: A New Lens for Judging Projects Informs the Development Process 43Leverage a Consistent Product Development Process 44Best Practices for Capturing Requirements Are Integrated into a Product Development Process 47A Development Process is Not Project Management 48Innovation Projects Experiment to Discover Desirability and Viability 49End Point 51Stellar Performer: The Lean Startup Innovation Movement 53Stellar Performer: The Agile Approach to Software Development 57Stellar Performer: The Stage-Gate System for New-Product Development 65Part 2 Defining the ProjectChapter 4—Project Initiation: Turning a Problem or Opportunity into a Project 74Introduction 74Project Initiation’s Place in the Project Life Cycle 75A Proposal Defines the Future Business Value 77Managing Requirements is Tightly Linked to Project Initiation 78Common Principles for Project Initiation 80Basic Project Proposal Content 85Designing a Realistic Initiation Process 88End Point 89Stellar Performer: The Logical Framework Approach 90Chapter 5—Know Your Key Stakeholders and Win Their Cooperation 98Introduction 98Stakeholder Focus Throughout the Life of the Project 99Stakeholder Management is Risk Management for People 101Stakeholder Roles: Project Manager 102Stakeholder Roles: Project Team 102Stakeholder Roles: Management 103Stakeholder Roles: The Customer 106Affected Stakeholders Can Make Crucial Contributions 108Engage Affected Stakeholders 110Lead the Stakeholders 112End Point 113Fast Foundation in Project Management 113Chapter 6—Write the Rules: Key Documents to Manage Expectations and Define Success 116Introduction 116Project Rules Are the Foundation 117Publish a Project Charter 119Write a Statement of Work 121Statement of Work: Minimum Content 122Responsibility Matrix 129End Point 132Fast Foundation in Project Management 133Part 3 The Planning ProcessChapter 7—Risk Management: Minimize the Threats to Your Project 137Introduction 137All Project Management is Risk Management 138The Risk Management Framework 141Step One: Identify the Risks 142Step Two: Analyze and Prioritize the Risks 146Step Three: Develop Response Plans 152Step Four: Establish Contingency and Reserve 158Step Five: Continuous Risk Management 159Unexpected Leadership 160End Point 160Fast Foundation in Project Management 161Chapter 8—Work Breakdown Structure: Break Your Project into Manageable Units of Work 164Introduction 164Defining the Work Breakdown Structure 165Building a Work Breakdown Structure 168Criteria for a Successful Work Breakdown Structure 172Work Package Size 175Planning for Quality 177Breaking Down Large Programs 179Contractors or Vendors Can Provide a WBS 180End Point 180Chapter 9—Realistic Scheduling 183Introduction 183Planning Overview 183Planning Step Two: Identify Task Relationships 185Planning Step Three: Estimate Work Packages 189Planning Step Four: Calculate an Initial Schedule 195Planning Step Five: Assign and Level Resources 203Small Projects Need Smaller Plans 213End Point 214Fast Foundation in Project Management 214Chapter 10—Managing Agile Development with Scrum 216Introduction 216Scrum is a Framework 217Managing the Product Backlog 223Make the Plan Visible: Task Boards and Burndown Charts 225Key Factors for Scrum to Be Effective 227End Point 229Chapter 11—The Art and Science of Accurate Estimating 230Introduction 230Estimating Fundamentals 231Estimating Techniques 237Building the Detailed Budget Estimate 246Generating the Cash Flow Schedule 253End Point 254Fast Foundation in Project Management 254Stellar Performer: Tynet, Inc. 255Stellar Performer: Adobe Systems 258Chapter 12—Balancing the Trade-Off Among Cost, Schedule, and Quality 264Introduction 264Three Levels of Balancing a Project 265Balancing at the Project Level 266Balancing at the Business Case Level 278Balancing at the Enterprise Level 283End Point 284Stellar Performer: Safeco Field 285Stellar Performer: Boeing 767-400ER Program 289Part 4 Controlling the ProjectChapter 13—Building a High-Performance Project Team 294Introduction 294A Framework for Building High-Performance Teams 298Leadership Responsibilities 302Building a Positive Team Environment 306Ground Rules 307Team Identity 309Team Listening Skills 313Meeting Management 317Summary of Building a Positive Team Environment 317Collaborative Problem Solving 319Problem Analysis 319Decision Modes 321Conflict Management 326Continuous Learning 329Summary of Collaborative Problem Solving 333Job Satisfaction 333End Point 334Stellar Performer: Habitat for Humanity 335Chapter 14—Clear Communication Among Project Stakeholders 337Introduction 337Embrace Your Role as a Leader 338Creating a Communication Plan 338Change Management: Promote Behavior Change in Affected Stakeholders 345Communicating Within the Project Team 353Stellar Performer: Lockheed Martin Aeronautics 359Closeout Reporting 361End Point 362Fast Foundation in Project Management 363Chapter 15—Control Scope to Deliver Value 365Introduction 365The Change Control Process 366Configuration Management 372Change Control is Essential for Managing Expectations 374End Point 374Fast Foundation in Project Management 374Chapter 16—Measuring Progress 376Introduction 376Measuring Schedule Performance 376Measuring Cost Performance 380Earned Value Reporting 382Cost and Schedule Baselines 391End Point 393Chapter 17—Solving Common Project Problems 396Introduction 396Responsibility Beyond Your Authority 396Disaster Recovery 397Reducing the Time to Market 398When the Customer Delays the Project 399The Impossible Dream 400Fighting Fires 401Managing Volunteers 401End Point 402Part 5 Advancing Your Practice of Project ManagementChapter 18—Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization 405Introduction 405Defining Enterprise Project Management 407Three Tiers of Management Within EPM 409The Four Components of EPM 411Establish Consistent EPM Processes 412Technology Enables EPM Processes 415The People Who Deliver Projects 419Support Project Management: The Project Office 420End Point 428Stellar Performer: Bill & Melinda Gates Foundation: Enterprise Project Management Office 430Chapter 19—Requirements Engineering: The Key to Building the Right Product 437James Rivera and Eric VerzuhIntroduction 437Requirements Engineering and Project Management Are Intimately Connected 438Requirement Types Illustrate the Evolving Product Vision 439Requirements Engineering Scope and Processes 441Requirements Development Activities 443Requirements Management Activities 445Requirements Documentation Techniques 447Requirements Engineering Demands Discipline 447End Point 449Chapter 20—Project Portfolio Management: Align Project Resources with Business Strategy 450Ralph Kliem and Eric VerzuhIntroduction 450The Scope and Goals of the Portfolio 452Stakeholders: Roles in Project Portfolio Management 453PPM Information Supports Decisions 455Project Selection and Prioritization 456Ongoing Portfolio Management 459Monitor the Results of Projects and the Portfolio 460Culture Change 461End Point 461Chapter 21—PMP Exam Preparation 462Tony JohnsonIntroduction 462Requirements to Earn the PMP 463Top 10 Study Tips for the PMP Exam 463End Point 467Chapter 22—Microsoft Project: Guidelines for Effective Use 468Introduction 468Project Management Software Supportsthe Discipline 469Looking Under the Hood: The Design of Project 469Set Up the Project First 471Follow the Planning Model in This Book 471Task Types: Fix the Duration, Work, or Resource Level 473Assigning Resources to a Project 473Resource Leveling Your Schedule 476Maintaining the Plan Throughout the Project 478Project Server and Project Web App 479End Point 480Appendix A: The Detailed Planning Model 481Appendix B: Downloadable Form Samples 490Notes 495Index 497

ERIC VERZUH is President of The Versatile Company, a project management training and consulting firm based in Seattle, Washington. His company trains thousands of professionals every year in the fundamentals of successful project management. Verzuh is a certified Project Management Professional (PMP) by the Project Management Institute and the author of The Portable MBA in Project Management, published by Wiley. Contact him at www.VersatileCompany.com or e-mail him at EVerzuh@VersatileCompany.com.

• Forms Available Online xiiAcknowledgments xiiiAbout the Author xvPreface xviiPart 1 IntroductionChapter 1—Project Management: A Platform for Innovation 2Introduction 2Project Management is Keeping Pace with Global Change 4Project Management is an Essential Leadership Skillset 5Successful Projects Deliver Value 5The Art and Science of Project Leadership 6A Practical Checklist for Successful Projects: How This Book Will Help You 8Beyond the Book: Tools for Application and Continuous Learning 11End Point 13Stellar Performer: OrthoSpot 14Stellar Performer: PM4NGOs 15Chapter 2—Foundation Principles of Project Management 17Introduction 17Projects Require Project Management 17The Challenge of Managing Projects 19The Evolution of a Discipline 20The Definition of Success 24Project Management Functions 26Project Life Cycle 28Organizing for Projects 31Project Managers Are Leaders 35End Point 36Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 37Chapter 3—Build Great Products: Lessons from Agile, Lean Start-Up, and Stage-Gate 42Introduction 42Defining Value: A New Lens for Judging Projects Informs the Development Process 43Leverage a Consistent Product Development Process 44Best Practices for Capturing Requirements Are Integrated into a Product Development Process 47A Development Process is Not Project Management 48Innovation Projects Experiment to Discover Desirability and Viability 49End Point 51Stellar Performer: The Lean Startup Innovation Movement 53Stellar Performer: The Agile Approach to Software Development 57Stellar Performer: The Stage-Gate System for New-Product Development 65Part 2 Defining the ProjectChapter 4—Project Initiation: Turning a Problem or Opportunity into a Project 74Introduction 74Project Initiation’s Place in the Project Life Cycle 75A Proposal Defines the Future Business Value 77Managing Requirements is Tightly Linked to Project Initiation 78Common Principles for Project Initiation 80Basic Project Proposal Content 85Designing a Realistic Initiation Process 88End Point 89Stellar Performer: The Logical Framework Approach 90Chapter 5—Know Your Key Stakeholders and Win Their Cooperation 98Introduction 98Stakeholder Focus Throughout the Life of the Project 99Stakeholder Management is Risk Management for People 101Stakeholder Roles: Project Manager 102Stakeholder Roles: Project Team 102Stakeholder Roles: Management 103Stakeholder Roles: The Customer 106Affected Stakeholders Can Make Crucial Contributions 108Engage Affected Stakeholders 110Lead the Stakeholders 112End Point 113Fast Foundation in Project Management 113Chapter 6—Write the Rules: Key Documents to Manage Expectations and Define Success 116Introduction 116Project Rules Are the Foundation 117Publish a Project Charter 119Write a Statement of Work 121Statement of Work: Minimum Content 122Responsibility Matrix 129End Point 132Fast Foundation in Project Management 133Part 3 The Planning ProcessChapter 7—Risk Management: Minimize the Threats to Your Project 137Introduction 137All Project Management is Risk Management 138The Risk Management Framework 141Step One: Identify the Risks 142Step Two: Analyze and Prioritize the Risks 146Step Three: Develop Response Plans 152Step Four: Establish Contingency and Reserve 158Step Five: Continuous Risk Management 159Unexpected Leadership 160End Point 160Fast Foundation in Project Management 161Chapter 8—Work Breakdown Structure: Break Your Project into Manageable Units of Work 164Introduction 164Defining the Work Breakdown Structure 165Building a Work Breakdown Structure 168Criteria for a Successful Work Breakdown Structure 172Work Package Size 175Planning for Quality 177Breaking Down Large Programs 179Contractors or Vendors Can Provide a WBS 180End Point 180Chapter 9—Realistic Scheduling 183Introduction 183Planning Overview 183Planning Step Two: Identify Task Relationships 185Planning Step Three: Estimate Work Packages 189Planning Step Four: Calculate an Initial Schedule 195Planning Step Five: Assign and Level Resources 203Small Projects Need Smaller Plans 213End Point 214Fast Foundation in Project Management 214Chapter 10—Managing Agile Development with Scrum 216Introduction 216Scrum is a Framework 217Managing the Product Backlog 223Make the Plan Visible: Task Boards and Burndown Charts 225Key Factors for Scrum to Be Effective 227End Point 229Chapter 11—The Art and Science of Accurate Estimating 230Introduction 230Estimating Fundamentals 231Estimating Techniques 237Building the Detailed Budget Estimate 246Generating the Cash Flow Schedule 253End Point 254Fast Foundation in Project Management 254Stellar Performer: Tynet, Inc. 255Stellar Performer: Adobe Systems 258Chapter 12—Balancing the Trade-Off Among Cost, Schedule, and Quality 264Introduction 264Three Levels of Balancing a Project 265Balancing at the Project Level 266Balancing at the Business Case Level 278Balancing at the Enterprise Level 283End Point 284Stellar Performer: Safeco Field 285Stellar Performer: Boeing 767-400ER Program 289Part 4 Controlling the ProjectChapter 13—Building a High-Performance Project Team 294Introduction 294A Framework for Building High-Performance Teams 298Leadership Responsibilities 302Building a Positive Team Environment 306Ground Rules 307Team Identity 309Team Listening Skills 313Meeting Management 317Summary of Building a Positive Team Environment 317Collaborative Problem Solving 319Problem Analysis 319Decision Modes 321Conflict Management 326Continuous Learning 329Summary of Collaborative Problem Solving 333Job Satisfaction 333End Point 334Stellar Performer: Habitat for Humanity 335Chapter 14—Clear Communication Among Project Stakeholders 337Introduction 337Embrace Your Role as a Leader 338Creating a Communication Plan 338Change Management: Promote Behavior Change in Affected Stakeholders 345Communicating Within the Project Team 353Stellar Performer: Lockheed Martin Aeronautics 359Closeout Reporting 361End Point 362Fast Foundation in Project Management 363Chapter 15—Control Scope to Deliver Value 365Introduction 365The Change Control Process 366Configuration Management 372Change Control is Essential for Managing Expectations 374End Point 374Fast Foundation in Project Management 374Chapter 16—Measuring Progress 376Introduction 376Measuring Schedule Performance 376Measuring Cost Performance 380Earned Value Reporting 382Cost and Schedule Baselines 391End Point 393Chapter 17—Solving Common Project Problems 396Introduction 396Responsibility Beyond Your Authority 396Disaster Recovery 397Reducing the Time to Market 398When the Customer Delays the Project 399The Impossible Dream 400Fighting Fires 401Managing Volunteers 401End Point 402Part 5 Advancing Your Practice of Project ManagementChapter 18—Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization 405Introduction 405Defining Enterprise Project Management 407Three Tiers of Management Within EPM 409The Four Components of EPM 411Establish Consistent EPM Processes 412Technology Enables EPM Processes 415The People Who Deliver Projects 419Support Project Management: The Project Office 420End Point 428Stellar Performer: Bill & Melinda Gates Foundation: Enterprise Project Management Office 430Chapter 19—Requirements Engineering: The Key to Building the Right Product 437James Rivera and Eric VerzuhIntroduction 437Requirements Engineering and Project Management Are Intimately Connected 438Requirement Types Illustrate the Evolving Product Vision 439Requirements Engineering Scope and Processes 441Requirements Development Activities 443Requirements Management Activities 445Requirements Documentation Techniques 447Requirements Engineering Demands Discipline 447End Point 449Chapter 20—Project Portfolio Management: Align Project Resources with Business Strategy 450Ralph Kliem and Eric VerzuhIntroduction 450The Scope and Goals of the Portfolio 452Stakeholders: Roles in Project Portfolio Management 453PPM Information Supports Decisions 455Project Selection and Prioritization 456Ongoing Portfolio Management 459Monitor the Results of Projects and the Portfolio 460Culture Change 461End Point 461Chapter 21—PMP Exam Preparation 462Tony JohnsonIntroduction 462Requirements to Earn the PMP 463Top 10 Study Tips for the PMP Exam 463End Point 467Chapter 22—Microsoft Project: Guidelines for Effective Use 468Introduction 468Project Management Software Supportsthe Discipline 469Looking Under the Hood: The Design of Project 469Set Up the Project First 471Follow the Planning Model in This Book 471Task Types: Fix the Duration, Work, or Resource Level 473Assigning Resources to a Project 473Resource Leveling Your Schedule 476Maintaining the Plan Throughout the Project 478Project Server and Project Web App 479End Point 480Appendix A: The Detailed Planning Model 481Appendix B: Downloadable Form Samples 490Notes 495Index 497

ERIC VERZUH is President of The Versatile Company, a project management training and consulting firm based in Seattle, Washington. His company trains thousands of professionals every year in the fundamentals of successful project management. Verzuh is a certified Project Management Professional (PMP) by the Project Management Institute and the author of The Portable MBA in Project Management, published by Wiley. Contact him at www.VersatileCompany.com or e-mail him at EVerzuh@VersatileCompany.com.

• Forms Available Online xiiAcknowledgments xiiiAbout the Author xvPreface xviiPart 1 IntroductionChapter 1—Project Management: A Platform for Innovation 2Introduction 2Project Management is Keeping Pace with Global Change 4Project Management is an Essential Leadership Skillset 5Successful Projects Deliver Value 5The Art and Science of Project Leadership 6A Practical Checklist for Successful Projects: How This Book Will Help You 8Beyond the Book: Tools for Application and Continuous Learning 11End Point 13Stellar Performer: OrthoSpot 14Stellar Performer: PM4NGOs 15Chapter 2—Foundation Principles of Project Management 17Introduction 17Projects Require Project Management 17The Challenge of Managing Projects 19The Evolution of a Discipline 20The Definition of Success 24Project Management Functions 26Project Life Cycle 28Organizing for Projects 31Project Managers Are Leaders 35End Point 36Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 37Chapter 3—Build Great Products: Lessons from Agile, Lean Start-Up, and Stage-Gate 42Introduction 42Defining Value: A New Lens for Judging Projects Informs the Development Process 43Leverage a Consistent Product Development Process 44Best Practices for Capturing Requirements Are Integrated into a Product Development Process 47A Development Process is Not Project Management 48Innovation Projects Experiment to Discover Desirability and Viability 49End Point 51Stellar Performer: The Lean Startup Innovation Movement 53Stellar Performer: The Agile Approach to Software Development 57Stellar Performer: The Stage-Gate System for New-Product Development 65Part 2 Defining the ProjectChapter 4—Project Initiation: Turning a Problem or Opportunity into a Project 74Introduction 74Project Initiation’s Place in the Project Life Cycle 75A Proposal Defines the Future Business Value 77Managing Requirements is Tightly Linked to Project Initiation 78Common Principles for Project Initiation 80Basic Project Proposal Content 85Designing a Realistic Initiation Process 88End Point 89Stellar Performer: The Logical Framework Approach 90Chapter 5—Know Your Key Stakeholders and Win Their Cooperation 98Introduction 98Stakeholder Focus Throughout the Life of the Project 99Stakeholder Management is Risk Management for People 101Stakeholder Roles: Project Manager 102Stakeholder Roles: Project Team 102Stakeholder Roles: Management 103Stakeholder Roles: The Customer 106Affected Stakeholders Can Make Crucial Contributions 108Engage Affected Stakeholders 110Lead the Stakeholders 112End Point 113Fast Foundation in Project Management 113Chapter 6—Write the Rules: Key Documents to Manage Expectations and Define Success 116Introduction 116Project Rules Are the Foundation 117Publish a Project Charter 119Write a Statement of Work 121Statement of Work: Minimum Content 122Responsibility Matrix 129End Point 132Fast Foundation in Project Management 133Part 3 The Planning ProcessChapter 7—Risk Management: Minimize the Threats to Your Project 137Introduction 137All Project Management is Risk Management 138The Risk Management Framework 141Step One: Identify the Risks 142Step Two: Analyze and Prioritize the Risks 146Step Three: Develop Response Plans 152Step Four: Establish Contingency and Reserve 158Step Five: Continuous Risk Management 159Unexpected Leadership 160End Point 160Fast Foundation in Project Management 161Chapter 8—Work Breakdown Structure: Break Your Project into Manageable Units of Work 164Introduction 164Defining the Work Breakdown Structure 165Building a Work Breakdown Structure 168Criteria for a Successful Work Breakdown Structure 172Work Package Size 175Planning for Quality 177Breaking Down Large Programs 179Contractors or Vendors Can Provide a WBS 180End Point 180Chapter 9—Realistic Scheduling 183Introduction 183Planning Overview 183Planning Step Two: Identify Task Relationships 185Planning Step Three: Estimate Work Packages 189Planning Step Four: Calculate an Initial Schedule 195Planning Step Five: Assign and Level Resources 203Small Projects Need Smaller Plans 213End Point 214Fast Foundation in Project Management 214Chapter 10—Managing Agile Development with Scrum 216Introduction 216Scrum is a Framework 217Managing the Product Backlog 223Make the Plan Visible: Task Boards and Burndown Charts 225Key Factors for Scrum to Be Effective 227End Point 229Chapter 11—The Art and Science of Accurate Estimating 230Introduction 230Estimating Fundamentals 231Estimating Techniques 237Building the Detailed Budget Estimate 246Generating the Cash Flow Schedule 253End Point 254Fast Foundation in Project Management 254Stellar Performer: Tynet, Inc. 255Stellar Performer: Adobe Systems 258Chapter 12—Balancing the Trade-Off Among Cost, Schedule, and Quality 264Introduction 264Three Levels of Balancing a Project 265Balancing at the Project Level 266Balancing at the Business Case Level 278Balancing at the Enterprise Level 283End Point 284Stellar Performer: Safeco Field 285Stellar Performer: Boeing 767-400ER Program 289Part 4 Controlling the ProjectChapter 13—Building a High-Performance Project Team 294Introduction 294A Framework for Building High-Performance Teams 298Leadership Responsibilities 302Building a Positive Team Environment 306Ground Rules 307Team Identity 309Team Listening Skills 313Meeting Management 317Summary of Building a Positive Team Environment 317Collaborative Problem Solving 319Problem Analysis 319Decision Modes 321Conflict Management 326Continuous Learning 329Summary of Collaborative Problem Solving 333Job Satisfaction 333End Point 334Stellar Performer: Habitat for Humanity 335Chapter 14—Clear Communication Among Project Stakeholders 337Introduction 337Embrace Your Role as a Leader 338Creating a Communication Plan 338Change Management: Promote Behavior Change in Affected Stakeholders 345Communicating Within the Project Team 353Stellar Performer: Lockheed Martin Aeronautics 359Closeout Reporting 361End Point 362Fast Foundation in Project Management 363Chapter 15—Control Scope to Deliver Value 365Introduction 365The Change Control Process 366Configuration Management 372Change Control is Essential for Managing Expectations 374End Point 374Fast Foundation in Project Management 374Chapter 16—Measuring Progress 376Introduction 376Measuring Schedule Performance 376Measuring Cost Performance 380Earned Value Reporting 382Cost and Schedule Baselines 391End Point 393Chapter 17—Solving Common Project Problems 396Introduction 396Responsibility Beyond Your Authority 396Disaster Recovery 397Reducing the Time to Market 398When the Customer Delays the Project 399The Impossible Dream 400Fighting Fires 401Managing Volunteers 401End Point 402Part 5 Advancing Your Practice of Project ManagementChapter 18—Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization 405Introduction 405Defining Enterprise Project Management 407Three Tiers of Management Within EPM 409The Four Components of EPM 411Establish Consistent EPM Processes 412Technology Enables EPM Processes 415The People Who Deliver Projects 419Support Project Management: The Project Office 420End Point 428Stellar Performer: Bill & Melinda Gates Foundation: Enterprise Project Management Office 430Chapter 19—Requirements Engineering: The Key to Building the Right Product 437James Rivera and Eric VerzuhIntroduction 437Requirements Engineering and Project Management Are Intimately Connected 438Requirement Types Illustrate the Evolving Product Vision 439Requirements Engineering Scope and Processes 441Requirements Development Activities 443Requirements Management Activities 445Requirements Documentation Techniques 447Requirements Engineering Demands Discipline 447End Point 449Chapter 20—Project Portfolio Management: Align Project Resources with Business Strategy 450Ralph Kliem and Eric VerzuhIntroduction 450The Scope and Goals of the Portfolio 452Stakeholders: Roles in Project Portfolio Management 453PPM Information Supports Decisions 455Project Selection and Prioritization 456Ongoing Portfolio Management 459Monitor the Results of Projects and the Portfolio 460Culture Change 461End Point 461Chapter 21—PMP Exam Preparation 462Tony JohnsonIntroduction 462Requirements to Earn the PMP 463Top 10 Study Tips for the PMP Exam 463End Point 467Chapter 22—Microsoft Project: Guidelines for Effective Use 468Introduction 468Project Management Software Supportsthe Discipline 469Looking Under the Hood: The Design of Project 469Set Up the Project First 471Follow the Planning Model in This Book 471Task Types: Fix the Duration, Work, or Resource Level 473Assigning Resources to a Project 473Resource Leveling Your Schedule 476Maintaining the Plan Throughout the Project 478Project Server and Project Web App 479End Point 480Appendix A: The Detailed Planning Model 481Appendix B: Downloadable Form Samples 490Notes 495Index 497