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
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.
"...a novelty in helping non-project managers understand what aproject is and, above all, the art and science of projectmanagement. Easy to read, it captures an approach I would recommendto anyone." -- Dr. Calin Popescu, Professor of Engineering and ProjectManagement, University of Texas at Austin "[Mackenzie Kyle has] put a proven process for planning andmanaging projects into a great read." -- Richard Pearson, Managing Director, Priority ManagementHong Kong "Making It Happen is not only an easy read, laying outthe fundamentals of organizing projects, but also brings to lifethe concepts." -- Gary Hamer, BC Gas