The New One-Page Project Manager: Communicate and Manage Any Project With A Single Sheet of Paper

180 Pages·2012·7.06 MB·English

by  Clark A. Campbell

Table of Contents
Praise for The New One-Page Project Manager
Title Page
Copyright
Dedication
Foreword
Acknowledgments
Introduction
70 Years of Experience
Project Management: A Brief History
Chapter 1: The Necessity of Simplicity and the Power of
Visuals
The Guiding Principle
The Power of Visuals
Critical Path Method and Earned Value Management
Now to Turn Things 180 Degrees—Beware of Being Too Simple
Chapter 2: OPPM Is All about Communication
Chapter 3: What Is the One-Page Project Manager?
Chapter 4: A Traditional Project
Five Essential Parts of a Project
Ownership Is Remarkably Powerful
Chapter 5: The 12 Construction Steps for a Traditional
OPPM
Step 1: The Header
Step 2: The Owners
Step 3: The Matrix
Step 4: The Sub-Objectives
Step 5: The Major Tasks
Continuous Improvement
Step 6: Aligning Tasks with Sub-Objectives
Step 7: The Report Dates
Step 8: Aligning Tasks to Report Dates
Step 9: Aligning Tasks and Schedule to Owners
Step 10: Risks, Qualitatives, and Other Metrics
Step 11: Costs and Metrics
Step 12: Summary & Forecast
The 12 Steps Come Together
Chapter 6: The Five Reporting Steps for a Traditional
OPPM, or OPPM in Action
Five Steps to Creating a Report Using the OPPM
Examples of the OPPM in Action
A Report Early in the Project
A Report Midway through the Project
A Report Near the End of the Project
Chapter 7: An Agile Project: Five Essential Parts of an
Agile Project
Chapter 8: The 12 Construction Steps for an Agile OPPM
Step 1: The Header
Step 2: Development Team
Step 3: The Matrix
Step 4: Feature Sets
Step 5: Releases and Sprints
Step 6: Aligning Sprints with Feature Sets
Step 7: Sprint Dates and Time Boxes
Step 8: The Schedule
Step 9: Backlog Burndown
Step 10: Risks, Qualitatives, and Other Metrics
Step 11: Overall Status
Step 12: Summary & Forecast
Chapter 9: The Seven Reporting Steps for an Agile
OPPM
Seven Steps to Creating a Report Using the OPPM
Chapter 10: Thinking about Projects
The Visionary Thinker
The Start-to-Finish Thinker
The Finish-to-Start Thinker
Assets of These Thinkers
Liabilities of These Thinkers
People Are Multidimensional
What the Project Leader Needs to Do
Chapter 11: The Project Management Office
Project Dashboard
Corporate Project Methodology
Project Training
Consistent Application
Project Public Relations
Project Prioritization
Project Review and Corrective Action
Project Archives and Continuous Improvement
Example
Chapter 12: Consulting and Marketing with the OPPM
Phase 1: The Small Consulting Engagement
Phase 2: The Large Consulting Engagement
Appendix A: The One-Page OPPM
Appendix B: OPPM and the PMBOK
OPPMs and Communication Processes
Index
Praise for The New One-Page Project
Manager
“The New One-Page Project Manager is an essential part of my
executive toolkit. OPPMs communicate a project's plan and then
communicate progressive performance to that plan in a complete
yet efficient way, thereby increasing the visibility and collaboration
so vital for successful project management.”
—Michael O. Leavitt, Chairman, Leavitt Partners; Secretary,
United States Department of Health and Human Services (2005–2009);
Administrator, United States Environmental Protection Agency (2003–2005);
Governor of Utah (1992–2003)

“Creating clarity from ambiguity, while organizing complex
interrelated processes, lies at the heart of outstanding project
management. The New One-Page Project Manager is a tremendous
tool to assist in achieving that goal.”
—Chris Liddell, Former CFO,
Microsoft and Vice Chairman and Chief Financial Officer,
General Motors

“As the CEO of Deloitte, I had oversight of countless projects, both
at Deloitte and at our clients. Successful change initiatives require
clear vision, strong leadership, meaningful milestones, focused
execution, and clear accountability. Clark Campbell, through The
New One-Page Project Manager, has successfully integrated those
critical success factors in one readable page. The difference
between projects that succeed and those labeled as disappointments
is always made in the execution. The OPPM can be an effective
enabler of strong project management, significantly increasing the
likelihood of success.”
—James H. Quigley, CEO Emeritus of Deloitte

“While at initial glance this book may appear to be simply about
developing a ‘dashboard’ for tracking an important project, it soon
becomes clear that it is much more than that. The approach
outlined by Clark Campbell, an experienced and accomplished
project leader, provides a proven process for project management
that significantly improves the chances that the project will be
completed on time, on budget, and on target for its intended
purposes. Furthermore, it provides a straightforward yet
compelling set of steps to ensure that those with the ability and
responsibility to achieve the desired results are supported, guided,
and focused in their efforts to do so. This approach will prove
especially beneficial to students and practitioners who want to
learn and apply the skills and tools of effective project leadership.”
—Steven C. Wheelwright, PhD, Baker Foundation Professor,
Senior Associate Dean, Director of Publications Activities,
Harvard Business School, Harvard University

“Impressive in its simplicity, yet universal in its application, the
One-Page Project Manager began assisting Chinese project
managers in 2003, when Mr. Campbell first lectured in Beijing.
OPPM is easy to learn and use, and is impressive in its clear
capacity to communicate. It should be required reading for every
manager who wants to improve project performance, accurately tell
their story, and do it efficiently.”
—Jonathan H. Du, PhD, CEO and Chairman,
WiseChina Training Ltd., Beijing, China

“Total Lean Management requires lean communication. OPPM is
in very deed—a lean communication tool. O.C. Tanner, a Shingo
Prize winner, is among the top 3 percent of Lean companies in
North America. Their distinctive combination of OPPM with
Toyota's A3 report reveals a unique, continuous improvement, one
that documents, in part, how they have executed their strategy to
achieve market dominance and profitable growth.”
—Ross E. Robson, PhD, President DNR Lean LLC,
Strategic Founder and Executive Director of the Shingo Prize (retired)

“Don't be fooled into thinking that OPPM is applicable only to
monumental and product related tasks. OPPM is a way of
organizing the way one thinks about tasks that lie ahead. It is a way
to identify what goals are worth the investment of time and other
resources, and then to describe them in simple and measurable
terms. It is just as useful in building a winning little league team as
it is in building a ball field. Once understood, OPPM is a tool
useful for any task important enough to plan for.”
—Justice Michael J. Wilkins, Utah Supreme Court (retired)

This book is printed on acid-free paper.
Cover image: Courtesy of Clark A. Campbell Cover design: John Wiley & Sons,
Inc.
Copyright © 2013 by Clark Campbell and Mick Campbell. All rights reserved.
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