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Making It Happen
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Table of Contents

Preface

Part One: GENESIS

Chapter 1: Sink or Swim

Chapter 2: Grasping the Scope

Chapter 3: What is a Project?

Chapter 4: The Team Meets

Chapter 5: Sifting Through the Mess

Chapter 6: Asking the Right Questions

Chapter 7: Writing the Objective Statement

Chapter 8: The Project Manager Faces the Board

Part Two: THE PROJECT TEAM

Chapter 9: The Team's Roles

Chapter 10: Company Politics

Part Three: THE DESIGN PHASE

Chapter 11: What is Design, and How Long Does it Take?

Chapter 12: Organizing the Design Process

Chapter 13: The User's Needs

Chapter 14: Charts, Costs, and Other Puzzles

Chapter 15: More Problems with Schedules

Part Four: EXECUTION PLANNING

Chapter 16: Tasks

Chapter 17: A Dependency Chart

Chapter 18: Finding and Fixing Mistakes

Part Five: EXECUTION

Chapter 19: Altering Plans

Chapter 20: On a Crash Course

Chapter 21: A New Assignment

Part Six: THE REVIEW PROCESS

Chapter 22: Assessing Assignments

Part Seven: THE PROJECT MANAGER'S SURVIVAL MANUAL

Chapter 23: Recording the Fundamentals

Part Eight: NEW FRAMEWORKS

Chapter 24: Checking Assumptions

Epilogue

About the Author

Mackenzie Kyle is the Principle of the Beringer Group and an associate at Manageering, a firm specializing in project management consulting and training. He has spent the last 15 years working on a variety of project management related assignments at organizations in Canada, the United States, Australia, New Zealand, and Asia.

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