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October 26, 2010

The Little Black Book of

Project Management
Third Edition
Michael C. Thomsett

2010 by Michael C. Thomsett

Adapted by permission of AMACOM
ISBN: 978-0-8144-1529-0

Introduction
Successful project management requires both par-
ticipants and managers to define what needs to be
accomplished at every step of the project process.
Michael C. Thomsetts The Little Black Book of Proj-
ect Management provides businesspeople with the
basic facts they need to proceed through a project and
develop a workable project management strategy for
the future.
The Little Black Book of Project Management supplies
proven methods for organizing any project, selecting
the right team, developing a budget, devising a realistic
timetable, and meeting goals set by upper management.
It also offers tips for every aspect of project manage-
ment, including scheduling, gaining cooperation from
external sources, getting around missed deadlines,
and dealing with a change in direction. By following
Thomsetts guidelines, project managers will be better
Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved
equipped to achieve desired results and gain a repu-
tation for top-notch organizational skills, bottom-line
responsibility, quality control, and dependability. This
third edition also incorporates the newest strategies
and techniques of project management.
Defining Project Management
Most managers cringe at the prospect of handling
a project assignment. This is because the routines
involved in the operation of a department are recur-
ring, and therefore known and predictable. Projects,
on the other hand, are temporary and non-recurring,
and by nature they are chaotic. As a result, they are
more difficult to manage.
Managers also dread projects because few companies
have dedicated project teams, and projects are often
given to a manager whose department is related to the
The Little Black Book of Project Management Michael C. Thomsett
assignment. This is no guarantee the manager will know
up front all that will be involved, however, especially
with regard to time, money, and objectives. To properly
execute a project, managers must apply and adapt their
existing skills to a task that is exceptional, out of the
ordinary, and by definition, temporary in nature.
Professionals who operate in project management
mode all the time (such as engineers, contractors, and
architects) are able to successfully execute a project
as part of their skills package. For most managers,
however, project management falls outside normal
departmental operational procedure and carries a new
set of demands. The first step for project managers is
to understand that the project is best defined by com-
paring it to routine assignments, and then identify any
operational constraints associated with it.
Projects differ from routine operations in several ways:
1. A project is an exception to the usual range of
departmental functions. It therefore requires
investigating and then compiling, arranging, and
reporting findings.
2. A project rarely involves just one department.
Activities extend beyond the project managers
immediate area and involve workers across (and
sometimes outside) the company.
3. Project goals and deadlines are specific. They have
isolated and finite goals that do not recur, as well as
identified start and end dates.
4. The end result is defined. Whereas departmental
operations involve ongoing process maintenance,
projects produce a specific outcome that is separate
from departmental functions.
Projects operate under three specific constraints: time,
money, and results. In regular departmental operations,
these constraints are ongoing, but a project will succeed
or fail on the basis of these three constraints.
Four Current Project Management
Trends
Project management is a dynamic process; it requires
new thought patterns that must constantly be evolv-
ing and applied in practice. Given that new forms of
technology, cultural attitudes, and experimental man-
agement techniques now influence the organizational
structure, the following trends can affect a project:
Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved
Key Concepts
In The Little Black Book of Project Manage-
ment, Michael C. Thomsett offers a short course
on the science of project management, explain-
ing current best practices and procedures.
Organizations use project management for
any nonrecurring, complex, and expensive
assignment that involves cross depart-
mental, intra-sector lines and members at
various levels of management.
Resources tend to be too few, the budget
too limited, and the deadline too short.
Project managers must therefore be able to
manage the costs and expenses of a project,
develop and monitor a schedule, and suc-
cessfully lead a team.
Management typically defines projects in
terms of end results, so a project manager
who proves dependable in terms of defin-
ing a project, controlling the entire process,
and meeting goals earns a reputation as a
results-oriented person.
The Six Sigma approach to project manage-
ment has become a critical component of the
science, especially with regard to managing
the value chain.
g g g g
Information about the author and subject:
www.michaelthomsett.com
Information about this book and other business titles:
www.amacombooks.org
Related summaries in the BBS Library:
10 Steps to Successful Project Management
By Lou Russell
Strategic Project Management Made Simple
Practical Tools for Leaders and Teams
By Terry Schmidt
Page 2
The Little Black Book of Project Management Michael C. Thomsett

1. Six Sigma. The Six Sigma business management
system is an approach to quality control that relies
on a complete change in organizational thinking,
involving everyone in quality and excellence. The
management ideal based on Six Sigma cannot be
separated from project management, as it provides
a framework for ensuring value and performance
in the final output of any project.
2. Risk Management. Until recently, risk was defined in
terms of something that could be mitigated through
insurance. Today, the expanded realm of threats,
including terrorism and identity theft, means proj-
ect managers must include risk management as
part of any revised and improved processes, as well
as internal controls.
The popular view of committees as inefficient groups prevails
3. Virtual Project Execution and in all organizations, even in those depending on the consensus
Integration. Todays project
teams can involve players in
approach to projects, quality control, and even simple decision
multiple locations operating making. However, a committee does not have to be inefficient.
virtually. A cross-functional
team presents more challenges because of varying
points of view and departmental priorities, includ-
ing language barriers, cultural differences, and
means of communication.
4. Outsourced Suppliers and Vendors as Part of the Team.
Given the corporate trend of outsourcing work
to vendors, much of a project teams activity can
take place outside the teams physical location,
About the Author
Michael C. Thomsett is the author of more than
70 books on business management, options,
trading, investment, real estate, and history. His
best-selling works include The Little Black Book of
Business Meetings, Getting Started in Options, The
Mathematics of Investing, Getting Started in Real
Estate Investing, Builders Guide to Accounting,
and How to Buy a House, Coop, or Condo. Thomsett
contributes articles to websites and investor-ori-
ented magazines, and he is a contributing author
to a series of online articles begun by FT Press in
2010, Insights for the Agile Investor.
Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved
and also involve addressing concerns of external
stakeholders, such as company partners, suppli-
ers, and even shareholders.
The Three Basic Project Classifications
When determining which method to use to plan and
organize a project, the project manager must deter-
mine the type of project he is dealing with. There are
three basic classifications:
1. Test marketing: If test marketing a new product
is a familiar process within the department, the
project manager will likely concentrate on two
aspects: (1.) selecting a test region and (2.) accu-
rately evaluating results.
2. Installation of an automated system: This
requires precise definition and may require iden-
tifying routines or procedures will be automated
first. When scheduling the installation, the project
manager will have to take into account a transi-
tion period, training, and conversion issues, along
with potential software problems that may need
correction before the final launch.
3. Change in departmental procedures: In this type
of project, the deadline may be more flexible, but
each stage of the process must be incorporated
into the new procedural system if it is to work.
In the best-case scenario, all employees in the
department would be consulted for their input.
The Six Sigma Approach to
Project Management
Six Sigma is a business management strategy that has
become popular throughout the corporate world and
other large organizations. The Six Sigma approach
seeks to improve the quality of results in manufac-
turing and business processes by identifying and
removing the causes of defects (errors), minimizing
variability, and maximizing outputs. The actual term
Six Sigma refers to a process in which 99.9997 per-
cent of the products manufactured are statistically
expected to be free of defects.
Page 3
The Little Black Book of Project Management Michael C. Thomsett

Adding the Six Sigma definition to the project pro-

If the Six Sigma approach is applied to a project, project
cess is valuable for project management because it
managers must move beyond obvious organizational
gives the manager and team a way of keeping score.
goals of cutting costs or speeding up processing time;
When performing any operation, a team can mea- improved safety, security, internal controls, lower
sure the Sigma of outcomes. For instance, if 209 of
rate of defects, improved customer satisfaction and
1415 operations fall outside the acceptable range as
response, and risk mitigation and planning, as well
defined by a project goal (as a result of defects, for
as other goals, should be added to the mix. A second
example), this is quantified as 85.2 percent, a little
element of goal-setting in the Six Sigma approach
better than a 2.5 Sigma. If a project can bump the
regarding project management involves customer
number of acceptable outcomes to 1325, that would
service, known as Voice of the Customer (VOC).
represent a 3.0 Sigma, or 93.6 percent. Inclusion of all departments and employees, as both
providers and customers, clarify
Six Sigma teams are not based on rank within the corporation, a teams goals, improving overall
in which executives oversee managers, and so forth down the performance and interaction.
line to the rank and file. Instead, a team leader and team are Creating the Project
set up based on qualifications to execute a project, crossing Plan
both rank and departmental lines. Successful projects begin with a
clear definition of the end result.
The Six Sigma approach in project management Before a project leader begins actual work on the
begins with precise definitions. As a starting point assignment, three key questions must be addressed:
in Six Sigma, Business Process Management (BPM),
also called the Business Process Model, describes 1. What objectives are expected to be met by the
how the project will move through the organization project manager?
by outlining all the steps in a project. This is most 2. Who is the project for?
often done visually via a flowchart. Workflow is best
3. What problems will be solved by the end result?
shown going from left to right, with responsibility
represented by levels and a timeline identified along Depending on the answers to these questions,
the way. Multiple process lines are usually employed the project manager needs to identify and build a
because most projects involve concurrent steps. resource network. For instance, a sales department
manager assigned a project of developing salesforce
If done correctly, BPM can also be used to track prog-
follow-up procedures with customers might list
ress of a project. By providing a basic outline of the
these resources:
entire project, the BPM approach empowers managers
to observe every facet of the project, including mul- Salespeople familiar with the order completion
tiple process flow, timing bottlenecks, and weak links, process.
which occur most often when one area of responsibil-
The manager of the fulfillment department.
ity is handed off to the next.
A customer service representative.
The Six Sigma approach to project management is
fairly elaborate and formal in structure and design, An outside supplier
and distinctions are drawn between individuals on
Structuring the Project Team
a team. Key players are the project manager, team
The core team can make or break a project. The best
members, and the process owner: the individual or
team structure depends on the nature of the project,
department that benefits from the desired improve-
the number of team members, and a project managers
ment or has responsibility for executing tasks in the
personal preferences and management/delegation
newly defined process. Process owners can be the
style. The two basic types of project team organiza-
project manager, but that is not always the case.
tion are:

Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved Page 4
The Little Black Book of Project Management Michael C. Thomsett

Direct Report. In this structure, the team leader How to Define Areas of Responsibility
is in direct contact with each team member, and
Project managers must strike a balance between indi-
there is no middle reporting layer. This works
vidual initiative and group needs. Everyone wants
best with a small core team.
the authority to makes decisions, but the strategic
Organizational Structure. A large, complex proj- project goal must supersede everything. The best way
ect requires a more formal reporting arrangement, to achieve this balance is to divide project tasks into
which usually includes assigning an internal aide areas of responsibility rather than just assign tasks.
to oversee team members. The goal of the organiza- Another option for the project manager is to divide
tional structure is to share responsibility in order to the project into phases with distinct assignment
manage the budget and schedule efficiently. ranges and give each team member the responsibility
Once the team is selected and the structure has been for one or more, with the understanding that the team
determined, the project manager should hold an leader retains overall supervision and direction.
announcement meeting to define
the projects scope. This will give Successful teams are those that strike a balance between two
team members the opportunity to conflicting attributes: individual initiative versus group needs.
provide input early on. Invitees
should include the project managers supervisor and all The same holds true for estimating timeframes. The
team members and departments affected. The project twin functions of scheduling and assigning go hand in
manager should explain the goal of the project, how the hand. One approach is to assign tasks within phases,
improvements will be executed, and how the project fits with an estimated completion date, and then ask each
into the larger organizational picture. If the Six Sigma member to offer her own timetable for completion.
process will be applied, other stakeholders throughout Such flexibility in assigning and timing helps members
the company are often named to sit on a steering com- define and manage their own requirements in a pro-
mittee that has final say over the projects results. ductive manner, so long as the ultimate deadline is met.
In the initial project team meeting, the project man- When delegating and monitoring project assignments,
ager should: the team leader may face many different problems:
List the problems the team will solve. Problem: Challenges to be met are unique to the
Offer solutions the team should achieve. project and non-recurring, so people may not
have well-defined roles suited to the task.
Describe information the team will need.
Solution: The project leader should choose the
Propose initial assignments. right people to achieve the projects goals first,
Plan the entire project in advance. and then match them to the tasks.

An initial schedule should be developed in phases.
The project manager should write the first meeting
and completion dates on this schedule, and then fill in
logical phases in between, including the final review.
The schedule should include deadlines for:
Definition of the project purpose, tasks, schedul-
ing, and budget.
Identification of each project phase.
Review of completed phases.
Completion (report, documentation, forms, etc.).
Problem: An overly structured work setting is
imposed on the team.
Solution: Individual responsibility and initiative
should be encouraged. The team leader should
give team members a degree of independence to
manage their areas of responsibility.
Problem: The leader is too hands-on and dictatorial.
Solution: The team leader must remember that
a team needs to be led differently than a depart-
ment; team members must be allowed to achieve
on their own.

Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved Page 5
The Little Black Book of Project Management Michael C. Thomsett
Problem: Poor delegation causes the team to feel
left out of the decision loop.
Solution: Coach the team but permit members
the freedom to act.
Problem: Team member egos get in the way and
create conflict.
Solution: The project leader should stress the
importance of team and project goals by saying
our instead of your.
Preparing the Budget
A budget carries with it an implied measure of suc-
cess. Coming in or under budget means the project
manager is doing well; coming in over budget means
the team leader is not achieving the desired result. A
budget is only an estimate, however, so project man-
agers should avoid thinking actual results will match
it. The real purpose of a budget is to set a standard
for spending based on the best information the team
has today not to meet or beat that level but to have a
means of judging the results. A project manager calcu-
lates the best possible estimate of expenses based on
a reasonable schedule, available resources, and man-
agement goals. Budget variances mean the budget
was in error or expense levels need better control.
Labor is often left out of the budget because manage-
ment assumes that using existing staff time does not
affect payroll expenses. However, the time spent on a
project is time not spent on other tasks, so labor should
always be included, even if it is estimated in footnotes.
An effective project budget allows a project
tor progress at each phase and identify exactly when and
why actual expense levels vary from the original estimate.
When resources and facilities beyond labor are also
involved, a project manager may have to budget for
additional items such as fixed overhead allocation,
especially if the company uses a full-cost accounting
system. Project managers may also have to account
for variable expenditures and special expenses, such
as leasing special equipment or hiring an external
consultant. Budgeting by phase helps pinpoint time
overruns and miscalculations related to the scope of a
project; it is also critical for budget monitoring.
Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved
Project managers should develop their own budgets
for three reasons:
1. They are responsible for future expenses and cost
variances.
2. They are in the best position to know what a proj-
ect should cost.
3. They are expected to develop assumptions that
support the budgeted numbers.
The author provides a checklist to help project leaders
devise an effective budget:
The budget must reflect the reality of what the
project will cost.
The more detailed the budget, the more successful
the project. Instead of a lump sum, project manag-
ers should insist on line items to keep control.
The budget term should be in sync with the
month the project is to be completed, not the busi-
ness cycle.
Costs and expenses should be itemized by budget
phase to give the project manager an idea of when
monies will be spent, which can serve as a means
of enforcing the teams schedule.
The project manager should explain all budget
assumptions in writing to better understand any
variances down the line.
If uncertain, the project manager should include
a reserve, which provides a basic assumption of
potential costs that cannot be esti-
manager to moni- mated until the project unfolds.
Every project manager should
prepare a variance report at least
once a month, analyze the causes,
and resolve them.
If the project budget proves unrealistic, the project
manager should revise it for the remaining phases
to help control costs and expenses.
Establishing a Schedule
When working with a project team, the schedule
becomes the crunch point. Teams can get off track
right at the start, and all it can take is one unantici-
pated setback to throw the entire project off the rails.
Page 6
The Little Black Book of Project Management Michael C. Thomsett
Project managers should consider the following fac-
tors in dealing with delays:
Every delay causes scheduling changes for the
remainder of the project, so keeping a project on
schedule is the ultimate test of project manage-
ment ability.
To meet the project deadline, the team must make
up for any delays in a later phase. Team leaders
should therefore always build flexibility into the
schedule.
It is best to meet the projects final deadline unless
the outcome will be incomplete, inaccurate, or
short of the desired result.
Staying on schedule is the team leaders job, so if
a project manager misses it,
management will hold that The more planning a project manager puts into developing the
person to account. initial schedule, the better the chances for meeting deadlines,
If schedule delays are beyond both for phases
the teams control, then the
final deadline must be flexible, which usually
results in requiring interim review and approval
by management before the team can continue.
Once delays occur, a project manager must either
run phases simultaneously, double the team effort
to absorb a previous delay, and/or search for ways to
speed up future phases.
Flowcharting
The key to managing a project is to determine an
effective, easily implemented method that provides
the daily information needed to stay on target. How-
ever, no one system substitutes for personal effort and
communication with team members.
When detailing the phases in a schedule, the project
manager may confront the problem of trying to distin-
guish between an event and an activity. An activity
is the step (or steps) involved at each phase. An event
refers to the results of phases, such as the completion
of a report, the receipt of information from a team
member, or other necessary step. As a general rule in
flowcharting, an activity occurs during a phase of the
project, while an event is the consequence of combined
activities. The event is usually a requirement that must
take place before a subsequent phase can proceed.
Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved
Project managers and their teams may become con-
fused if activities are listed inside the flowchart boxes
but time estimates are tracked on the lines. It is more
accurate and easier to track team processes by using
one of these three alternate methods:
1. Writing events (the end results of phases) within
boxes and using the lines in between to describe
activities and the time required for those activi-
ties.
2. Isolating activities in the boxes with events writ-
ten below in a separate box, then using the lines to
describe the time requirements for activities.
3. Writing activities in the boxes with events listed
below, and tracking time on a separate line.
and the final project.
Automated Project Management Systems
Project management lends itself to automated soft-
ware programs that allow the manager to input and
review information from the team as various phases
of a project are completed. They are particularly help-
ful in controlling the schedule. These programs may
be suitable if a project manager is spending too much
time monitoring the team, or if he has to manage a
large body of project-related schedules. The best
type of software allows a project manager direct
input without relying on someone else to process the
changes. Ease of creating and displaying graphics is
also a factor in the purchase decision.
Before automating a project schedule by purchasing
software or updating the companys current program,
project managers should keep the following in mind:
Master project management first. Many chal-
lenges faced by a project manager deal with issues
such as human resources or external obstacles that
automation cannot resolve, and rely on manage-
ment experience, intuition, and knowledge.
Automate for efficiency of processing, not to
replace the project managers direct involvement
with the team.
Page 7
The Little Black Book of Project Management Michael C. Thomsett
Do not confuse project objectives with automa-
tion objectives. Software only gives the project
manager tools to manage, arrange, and report
information in useful formats and eliminate time-
consuming paperwork.
Do not change a projects procedures to fit a pro-
grams limitations.
Develop a practical and efficient manual system
first for leading a team, and then seek ways to
achieve efficiency through an automated process.
Be sure the software being considered for purchase is truly
designed for project management specifically that it provides
schedule and budget control features the project manager needs. goals for improved processes.
Managing the Project Value Chain
The value chain is a business management concept
that defines all the steps of value added to a product
as it moves through every activity, from beginning
to end, within a business unit. These activities can
include inbound logistics (transportation, inventory,
and warehousing); operations (production); sales
and marketing; and service (maintenance). Activities
adding value at each step also include the organiza-
tional infrastructure, human resources, technology,
and procurement of goods and services.
When applied to project management, the definition
of a value chain depends on the type of project. If
a project involves reduction of defects in a manu-
facturing process, then the value chain is easily
understood an auto manufacturer, for example,
wants to reduce defects on the assembly line.
If a project is more service-oriented, the same con-
cepts apply. For example, devising a process to
improve internal auditing controls is equally con-
cerned with quality, but achieving it will take place
by a different means. However, the identification
of flaws and defects whether product or service
related is the most important attribute of value
chain management.
The value chain is specifically designed to reduce,
prevent, and anticipate risk. The author notes that five
essential risk management principles can incorporate
value into any project:
Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved
1. Realize that all processes have inherent risk.
2. Plan for the worst-case scenario.
3. Try to envision risks no one has imagined.
4. Match risk reduction controls to the level of risk.
5. Include risk mitigation as a permanent part of the
process.
Project managers can quantify the effectiveness of the
value chain created by a project. Although the value
chain in a project may be intangible, a project man-
ager can measure results by
choosing the tangible changes
that act as intended targets or
In that way, the value chain can
be turned into a tangible and measurable attribute of
a project. The author offers five guidelines for quanti-
fying the value chain:
1. Decide in advance how success will be measured.
Interim and final goals give upper management a
way to determine the degree of a projects success
and provide the team with specific goals.
2. Implement tracking methods to ensure the team
meets value measurement goals. This could
include the completion of specific phase deadlines,
or identifying defect sources and implementing a
new process to correct them.
3. As a project progresses, the project manager
should seek additional value-chain measure-
ments. Most projects evolve as they unfold,
providing opportunities for new ways to measure
the value chain.
4. Match value chain-based results to expectations
in order to define success for every project. Some
goals will change as a team uncovers new value
chain components, so the team leader needs to be
flexible as the team progresses.
5. The project manager should not avoid making
changes to project goals, especially if the goals
turn out to be unrealistic. The project manager
should make sure to document any variations
for management, and she should recommend
revised outcome goals.
Page 8
The Little Black Book of Project Management Michael C. Thomsett

Supporting Documentation
Sometimes team members are uncertain of how to
execute their tasks even after they get started. This
usually happens if a team has inexperienced people,
the project is complicated, the project manager dic-
tates a specific approach to achieve the desired result,
or the team has people from different departments.
If a team needs supervision or training, the project
manager can save time by providing members with
written instructions.
Narratives are also necessary when the project work-
flow diagram shows a loop. The three loops include
(1) a verification loop, when a team member needs to
check information before
proceeding; (2) a decision Just as employees in a project managers department sometimes
loop, in which the direction need more than the average amount of supervision, team members
to be taken depends on the cannot be expected to always perform tasks without problems.
response; and (3) a repetition
loop, when an activity takes place more than once. It is best for project managers to report progress on
In some cases, supporting documentation requires
extensive but simplified instructions to clarify each
members responsibility, steps, and timing. The
author describes the two basic methods of supporting
documentation:
The Diagram-Narrative Combination: The project
manager reproduces specific diagram boxes in
a flowchart next to the narrative explanations.
This method is also helpful for elaborating weak
links in the workflow process to the team, such as
handoff points.
Project Control Documentation: An especially
complex project is better defined and controlled
using a written supporting explanation that
clearly outlines the expectations for each team
member and sets forth instructions on how they
should proceed.
Conducting the Project Review
Leading a project management team, staying within
budget, and meeting deadlines often prevent a proj-
ect manager from focusing on the bigger question of
whether the project is a success. The project manager
is responsible for determining (1.) if all expectations
have been met on all levels and (2.) whether every-
one wins based on the final outcome. Two more key
attributes that define success include the quality cre-
ated as part of the new procedure, and the new value
created through risk management and controls. In the
final analysis, the big question is whether the goals of
the project have been met.
Some project managers review their teams progress in
a formal manner, while others see review as part of an
ongoing process. This makes sense because problems
often arise suddenly and unexpectedly, and become
irreversible too fast, thereby impacting the entire
work flow. Project managers who take a preventative
approach through ongoing review of progress can
help the team avoid disruption and delay.
two levels. The first is to communicate progress with
the team at critical points during the schedule. The
second level of review involves reporting to manage-
ment. This communication should convey the basic
information on four topics: (1.) a brief description of
the project and its deadline, (2.) the current status of
schedule and budget, (3.) an explanation of any vari-
ances or schedule delays, as well as the reasons for
them, and (4.) a summary of the project managers
expectations for completion.
Dealing with a Missed Deadline
In many companies, deadlines are missed so rou-
tinely that it has almost become standard operating
procedure. Project managers should not fall into this
mentality, however. They should strive to set a stan-
dard, taking every deadline seriously and promising
to deliver. Delays should be considered unaccept-
able unless unavoidable, and management should be
informed as quickly as possible. Several key points
may come into play when missing a deadline:
The deadline was set early on purpose because manage-
ment is used to delays. This habit only encourages
more of the same missed deadlines, and should be
avoided. Project managers should request a real-
istic deadline and earn the reputation of someone
who delivers.

Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved Page 9
The Little Black Book of Project Management Michael C. Thomsett
Management may accept missed deadlines. Project
managers should not use this as an excuse to miss
a deadline. Instead, they should agree on a policy
of enforced deadlines and work with the team to
achieve them.
Management may require timely delivery of the proj-
ect to decide a more far-reaching issue. Under these
circumstances, the consequences for a project
manager who misses the deadline can be more
serious.
Keeping management informed is the project man-
agers responsibility. Constant dialogue keeps the
information flowing in both directions.
A delay is acceptable because of other delays beyond the
project. This does not mean a missed deadline is
not a problem, however. The project is still impor-
tant to a bigger picture.
Project managers can request an extension. Projects
managers who fall behind and say nothing take
the worst possible course. Asking for an extension
is better than not communicating the problem.
Delays might be overcome by looking for shortcuts.
Project managers should look for ways to make
up time, such as running phases concurrently,
getting partial phases completed early, adding
more staff, or cutting work levels. None of this,
however, should decrease quality or accuracy of
3. Staying within a budget. Success within an orga-
the outcome. It is better to deliver the right results
later than compromise standards. nization is often measured by how much or how
A team member who does not complete a task as you ask or ects. The extent to which a team can
runs over budget may explain that a project manager did
not make himself clear enough.
Communication Challenges
The following weak links in communication can
impact project execution:
Team-member-to-team-member dependency for infor-
mation. Even a one-day delay in response has a
cumulative effect.
Manager to team member. The managers explana-
tion of assignments must be clearly understood
by members.
Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved
Manager to outside resource. Since outside resources
do not report directly to the project manager, they
often procrastinate.
Manager to executive. Project managers must
ensure that upper management is on the same
page in terms of definition and direction.
Running a Productive Meeting
Long, drawn-out exercises that do not achieve results or
settle on decisions do not benefit anyone. Project man-
agers can control the time and scope of meetings by
inviting only key people, limiting the meeting time, and
creating a written agenda organized not just by topic,
but by goals. The workflow chart should also be used as
a communications tool during the meeting.
Maximizing Project Management Skills
Project management is an outstanding forum for
demonstrating leadership capabilities. Effective proj-
ect management enables team leaders to showcase
vital skills, including:
1. Acquiring a reputation as a skilled, effective project
manager. Demonstrating reliability is essential for
fostering a good reputation.
2. Meeting deadlines. Project managers should view
deadlines in absolute terms and meet them with-
out fail. If that is not possible, communicate it as
soon as possible to upper management.
little is spent in departments or proj-
come in under budget may be used
by management as a measure of the
project managers personal effec-
tiveness.
4. Delivering the desired results. A team leader must
be aware of the precise expectations of results
by management. If a project manager produces,
management will view that person as a results-
oriented manager.
5. Resolving conflicts. This can often be seen as the
most critical attribute of project management,
whether it relates to budget, deadlines, or team
compatibility.
Page 10
The Little Black Book of Project Management Michael C. Thomsett
g g g g Chapter 7 Flowcharting for Project Control

Features of the Book Chapter 8 Designing the Project Flowchart

Estimated Reading Time: 4 to 6 hours, 259 pages
The Little Black Book of Project Management is an
essential guide for anyone involved in this aspect of
business. The author explains the distinctions between
projects and routine operations, and he showcases
the latest tools and methodologies in the practice of
project management. His techniques, checklists, and
suggestions on every aspect of project management
provide a step-by-step manual for both beginners and
experienced project managers that will ensure suc-
cessful results.
Chapter 9 Managing the Value Chain in the Project
Chapter 10 Writing the Supporting Documentation
Chapter 11 Conducting the Project Review
Chapter 12 The Communication Challenge
Chapter 13 Project Management and Your Career
Chapter 14 Finding the Best Project Management
Software
Appendix: Work Project Answers
Glossary

Since the book begins with assignment of a project, it Index

is best to read it in order. Throughout the book, the
author provides specific examples to illustrate each
topic under discussion. The books two chapters on
the use of flowcharts are particularly detailed, and
the author cites helpful external resources that pro-
vide further information related to the most popular
flowcharts used by various industry sectors.
At the end of each chapter, the author provides
optional Work Projects that are designed to test
the readers grasp of the material covered. Correct
answers are supplied at the end of the book. For read-
ers wanting more resources, the author supplies the
link to the MIT project management website, which
offers free advice, a toolkit, and consultation on
aspects of project management, including configu-
ration management and problem tracking systems,
asset management training, consulting, and career
advancement.

Contents
Chapter 1 Organizing for the Long Term
Chapter 2 The Six Sigma Approach
Chapter 3 Creating the Plan
Chapter 4 Choosing the Project Team
Chapter 5 Preparing the Project Budget
Chapter 6 Establishing a Schedule

Business Book Summaries October 26, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved Page 11
The Little Black Book of Project Management Michael C. Thomsett

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