IntroductionAcquiring KnowledgeContent MaterialManagement Best PracticesLeadershipNegotiationProblem SolvingDecision MakingAbility to Influence the OrganizationCommunication Meetings for Informational Purposes Meetings to Sell an Idea or Get Approval Meetings to Gather InformationImproving Management Best Practice DisciplinesBad Management PracticesSummaryFive Disciplines of System ThinkingThe Effects of Management on SubordinatesManagement TypesManager of Maintenance WorkTechnical ManagerProject ManagerSystem Resource ManagerCrisis ManagementJack Welch and ManagementRobert Greenleaf and Servant LeadershipManagement Wrap-UpBusiness ModelHigh-Performance TeamsDefining High-Performance TeamsHPT Member ClassificationHPT CharacteristicsHigh-Performance Team Life CycleQualityIntroduction to Definition of QualityGeneralist versus SpecialistTasks Grouping and QualityReporting Quality and PerformanceMeasuring Quality and PerformanceW. Edward Deming, Father of QualityContinuous Quality ImprovementTheory of ConstraintsProcess EngineeringLean ManagementSix SigmaWorkplace Efficiencies and DistractionE-mailInternetInstant MessagingControlling Workplace InefficienciesGetting Started for the WorkdayTechnologyContractorsContractor BehaviorContractors for KnowledgeContractors for Filling a Resource VoidUsing Contractors SuccessfullyOverseas ContractorsDefectsEffects of DefectsCauses of DefectsKnowledge Acquired So FarProject Selection CriteriaProject CharacteristicsProject Success versus Failure Successful Challenged FailedLaw of Cause and EffectIdentifying the CauseEffects of Project FailureControlling FailureProject MethodologyProject PhasesDocumentationPhasesInitiateAnalyzing (Solution Scoping)DesignDevelopmentTestingSummary of Testing StepsImplementationPostimplementationFactors That Affect ProjectsProject Estimates and StaffingProject MethodologySpiral Project MethodologyScrumExtreme Programming (XP)Dynamic Systems Development Method (DSDM) Study Functional Modeling Design and Build ImplementationFeature-Driven Development Method (FDD) Develop Overall Model Build Feature List Plan by Feature Design by Feature Build by FeatureCowboy Development MethodLearning about SpiralLinear Project ManagementLinear Waterfall-Crashing the Timeline Law of 20-80Linear versus Spiral Spiral Strengths Spiral Weaknesses Linear Strengths Linear WeaknessesWorking EnvironmentProject Management ImprovementKnowledge Areas of a Project Scope and Integration Time Communication Human Resource Allotment Quality Risk Leadership Communication Negotiating Problem Solving Influencing the Organization Decision MakingProject Sizes and the Amount of Form and Art NeededSmall Project Characteristics Resources Areas Affected Documentation Simple Design and Development GOOD: Project manager leads the project BEST: Technical manager or leader leads the projectMedium Project Characteristics Resources Areas Affected Documentation Design and Development BAD: Technical manager or leader leads the project GOOD: Project manager is assigned without a technical lead or technical manager BEST: Project manager leads with a technical lead assignedLarge Project Characteristics Resources Areas affected Documentation Complex and Difficult Design and Development BAD: Project manager leads the project with a technical lead assigned SummaryNever Assume, Always ValidateConclusionIndex