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To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 1, Planning a Project, introduces two fundamental models: one to establish the strategic aspects of a project plan-the project mission-the second, the tactical concerns. It also set outs a structure for a plan that reflects the different levels of volatility. In doing so, it provides an overview of the book, defines many of the key terms used in the book, introduces the Project Mission Model, and identifies the key steps involved in planning.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 2, Schedule-Driven Planning, focuses on time-constrained project planning. It provides examples of such projects. It also identifies both the challenges of this form of planning and potential strategies and tactics to increase the odds such a project will succeed.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 3, Resource-Driven Planning, highlights the challenges of planning when resources like time and/or money are scarce, and indicates the specific nature of several such challenges. It also provides various techniques to mitigate the effects of these constraints.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 4, Not a Penny More-Budget-Constrained Planning, highlights the uncertainly of planning related to budgets, and indicates the nature of this uncertainty. It also provides various techniques and factors to consider when responding to these challenges.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 5, When It Really Does Have to Work, discusses projects that are mission critical. In such situations, the avoidance of risk drives planning, which must center on total conformance to a pre-specified capability that forces usual planning efforts to be modified to avoid the possibility of events that cannot be managed and known performance must be reliable and verifiable through testing. The chapter thus highlights the uncertainly of planning related to budgets, and indicates the nature of this uncertainty. It also provides various techniques and factors to consider when responding to these challenges.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 6, When Stakeholders Really Matter, identifies the importance of stakeholders to projects. It indicates questions that project planners must ask regarding stakeholders' criteria, the characteristics of such stakeholders, and the general types of projects that are stakeholder intensive. It also provides guidance on how to manage such projects and the questions it is necessary to ask when doing so.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 7, Planning When It Has to be Different, focuses on projects in which innovation and creativity are core goals. Such projects must involve more freedom, as well as tolerance for failure that requires different forms of management and collaboration, but nonetheless need a thoughtful planning approach to be successful. This chapter provides some methods for doing so.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 8, Planning Operational Projects, identifies the challenges of managing operational projects, which require the practices and processes of the organization to continue uninterrupted. These projects pose unique challenges to organizations because they are often staffed and run by operational personnel and often slide in priority because the organization is too busy to improve its performance. This chapter provides some suggestions for mitigating this pattern of behavior.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 9, And Finally, briefly argues for the importance of project management and the need for project managers to be willing to adapt to the different types of project constraints they encounter. It also provides a graphic depiction of the different types of projects discussed in the earlier chapters.