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Applying Project Management in the Workplace: Revised Edition

by Jeff Crow
ISBN: 0-9660469-1-9
304 pages
Soft cover
March, 1999

A practical guide to the tools, techniques and processes of project management designed for employees, inside organizations, who are given projects based on their technical expertise and not on their experience managing projects. Includes 21 checklists, 11 forms and 14 problem-solving tools.

Readers' Comments | Chapter Descriptions | Chapter Excerpts

Basic Work-Process Analysis(Forthcoming, Spring, 1998)

A pragmatic approach to mapping, analyzing and redesigning work processes to improve efficiency, effectiveness, and output quality. Includes a step-by-step process for defining the steps, routing, control, and time requirements of existing and proposed processes. Also includes techniques for developing measurement criteria, tracking mechanisms, and variations on base processes to handle multiple inputs.

A workbook for developing truly effective and productive work teams — not just groups of people who are called a team. Includes numerous worksheets for analyzing the purpose for the team, developing the team's charter, identifying those aspects of the organization's culture and structure that will encourage successful teams and those that will hinder their development.

Applying Project Management
in the Workplace:Revised Edition

Applying Project Management in the Workplace is a working guide to the tools, techniques and activities of project management. It is designed for employees, inside an organization who are assigned projects based on their technical expertise rather than their expertise and experience in managing projects. Inside are tools, techniques and strategies to assist the working project manager with all the aspects of defining, planning, and completing projects and transferring the results of project work to customers inside and outside the organization. 

The book is arranged to take the reader step-by-step through the process of defining, organizing, planning, completing and delivering a project. Numerous form templates are provided that the reader can reproduce and use "as-is" or adapt to specific situations and requirements. For some techniques, a series of photos shows the systematic application of the process.

Chapters include:

Introduction
Project Pre-Work
People Skills for Project Leaders
Project Planning
Project Implementation
Project Closure
Checklists and Forms
Appendices

Readers' Comments

Since Applying Project Management in the Workplace has only recently been released for sale to the public, the following comments are from evaluations collected at Mr. Crow's workshops and classes where the book has been distributed as part of the class materials. Comments from other readers will be added as they are received.

"I think Jeff Crow did an outstanding job presenting the material. I go back to the materials I took away, time and again, to do my projects." 

"I have used the forms provided in Jeff Crow's materials. It always impresses my co-workers when I use them in meetings." 

"A good, logical process with supporting tools for planning and managing a project." 

"Most valuable for me were the process for developing a project and the 'sticky note' planning tools." 

"I have found the text to be a significant resource in my current project and know that it will be used in future projects as well." 

"I was impressed with Jeff Crow. I still refer to his book — I have it on my desk."

"Materials were good, easy to follow."

"First class materials."

"This is the best course on the subject I have had. The book alone is worth the price of the course."

"Wonderful project notebook."

"The materials were excellent."

Chapter 1: Introduction

This chapter provides the foundation for the methodology presented in the rest of the book. Why projects are undertaken and what their characteristics are is discussed. The typical constraints of time, resources and output are described. The characteristics of effective project leaders are explored and, the key players in most projects within organizations are discussed.

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Chapter 2: Project Pre-Work

In this chapter, the preliminary work typically done for a project is outlined. A process is presented for determining the Needs (requirements) and Wants (desirable features). A process for developing the project goal statement and linking it to other goals or objectives of the organization is described. A form and process for determining the skills needed to complete the project is shown and some tips on using it to negotiate for the appropriate resources are given. The basics of starting a project team are discussed.

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Chapter 3: People Skills for Project Leaders

This is the chapter that falls outside the normal process of developing and managing a project. The information in this chapter is applicable throughout the life cycle of a project. The topics in this chapter included: The development and use of power and authority, Motivation, Leadership, How teams grow and change over time, Negotiation, and Communication.

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Chapter 4: Project Planning

As just about any successful project manager will tell you, the secret of a successful project is good, comprehensive, accurate planning. This chapter is a "how-to" for developing a project plan in all its component parts. It begins with a flexible, group-oriented process for developing the overall plan (fully illustrated with photos of the actual process being used). In this process, the basic structure of the project is laid out and details of individual tasks, responsibilities and schedule are added through successive passes through the plan. Additional planning tools such as a Responsibility Matrix, Gantt schedule charts, Budgeting forms and Contingency Planning processes are included. 

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Chapter 5: Project Implementation

This is the "just do it" activity of project management. In this chapter, the day-to-day management of the project is discussed. From the first meeting of the project team through the preparation for handing off the final results of the work, this process is examined. Tips, techniques and tools to assist the project manager are included. Two tools in particular are discussed in detail: Project Status Reports and Project Change Control.

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Chapter 6: Project Closure

At the end of the project, it is necessary to give the results to someone. This process can be the stumbling block of the project unless it is carefully planned and executed. A process for determining the potential pitfalls of the transfer is presented. Closing out the project and documenting everything that happened is discussed. The final review of the completed project is also discussed.

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Chapter 7: Checklists and Forms

In this section, twenty-one checklists and eleven forms are presented. Not all checklists and forms are appropriate for every project, but the variety makes it likely that every project manager will find several that will be of benefit. All checklists and forms are reproducible.

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Appendices

The two appendices in the book relate to problem-solving. In the first, a comprehensive, step-by- step problem-solving process is presented. In the second, many of the tools used by the process are presented in reproducible form.

Chapter Excerpt: Appendix A: A Problem-Solving Process
Chapter Excerpt: Appendix B: Problem-Solving Tools
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About the Author

Jeff Crow is a principle consultant and partner in the Portland, Oregon consulting firm, Management Resources. He has over twenty years experience in business and organization development and training. His clients include private and public sector as well as non-profit organizations.

He is the developer of this innovative project management methodology and provides training programs in project management, process analysis and design, and team building to business, government and non-profit organizations. In addition, he teaches a number of courses, seminars and workshops for Portland-area colleges and universities. He is the faculty advisor for the Project Management Certificate Program and an instructor at Portland State University's Professional Development Center.

Mr. Crow can be contacted through: