Most of the project management books on the market are basically textbooks. They are dry to begin with, and don't focus on the practical advice that most people need to run their projects.Lessons in Project Management, Second Edition does not assume that you are a project manager building a nuclear reactor or sending a man to the moon. Instead, it focuses on the millions of people who manage normal, medium-to-large projects on an ongoing basis.

Each case study inLessons in Project Management contains an accessible, easy-to-read analysis of the challenges of real-world project management. Each problem is presented, then followed by an examination of the solution, written in easy-to-understand language.

The format allows you to more easily relate to the book, since it brings into play a project scenario with practical project management lessons to be learned. You'll also recognize recurring characters who appear in multiple stories, and you'll start to develop some empathy for and interest in their struggles.

Jeff Mochal is director of communication and external relations at ConAgra Foods, based in Naperville, Illinois. He has been working in the public relations and communications industry for 15 years and has extensive expertise in media relations, crisis communication, issues management, reputation management and corporate branding. Jeff is married with two children, and is pursuing his master's in business administration from the University of Notre Dame.

Understand the Characteristics of a ProjectAlways Have an Identified and Committed SponsorReport Status on All ProjectsFocus on Deadline DatesApply Some Level of Project Management DisciplineDefine and Plan the WorkDont Microbuild or Micromanage the WorkplanHire a Diverse Project TeamDefine the Many Aspects of What Is In Scope and Out of ScopeUse the Big Three DocumentsUse Scope Change ManagementCollect MetricsGive Performance Feedback RoutinelyEnsure Issues Management Is Everyones ResponsibilityShorten Long Meetings to Sharpen the FocusIdentify the Root Cause of ProblemsUse Quality Assurance Techniques to Validate Project StatusCancel Projects That Lose Business SupportUse Risk Management to Respond to Discover Potential ProblemsFocus Your Quality Management on Processes, Not PeopleDont Use Your Estimating Contingency for Scope ChangesDevelop a Communication Plan for Complex ProjectsScale Your Processes Based on Project SizePlan the Project Even If You Start the Work at the Same TimeIdentify the Critical Path and How This Path Drives the Deadline DateChange Assumptions to Revise an EstimateDont Forget Face-to-Face Communication on Your ProjectMake Quality a Mindset and Ongoing ProcessBatch Small Scope Change Requests for Sponsor ApprovalManage Your Vendor Projects ProactivelyLook for Risks Inherent to Your ProjectGet Sponsor Approval Before Investigating Large Scope Change RequestsMake Sure the Cost of Collecting Metrics Does Not Exceed Their ValueUse Multiple Estimating TechniquesKeep Your Schedule Up to DateUse Issues Management to Choose the Best of Bad AlternativesCollect Metrics That Can Lead to Fundamental ImprovementsEvaluate All Risk Response Options in the Risk PlanManage Client ExpectationsUse Milestones to Track Overall ProgressCatch Errors As Early as PossibleGain Sponsor Approval for Scope Changes Requiring Budget and Deadline DeviationsBe Proactive to Accelerate the Project ScheduleUse the Work Breakdown Structure to Identify All the WorkWrite Your Status Reports From the Readers PerspectiveUpdate Your Risk Plan Throughout the ProjectDont Deliver More Than the Client RequestedMake One Person Responsible for Each ActivityFocus on Deadlines to Keep Your Project from WanderingGain Agreement on Project Metrics Ahead of Time