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Project Management Book, The: How to Manage Your Projects To Deliver Outstanding Results
- By Richard Newton
- Published Jun 7, 2013 by FT Press.
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Description
- Copyright 2013
- Dimensions: 6" x 9"
- Edition: 1st
- eBook (Watermarked)
- ISBN-10: 0-13-375649-1
- ISBN-13: 978-0-13-375649-4
The Project Management Book addresses the real-life scenarios and issues that anyone responsible for managing a project is likely to face on a day to day basis. It provides solutions to the everyday issues involved in managing projects, including:
- Defining your project
- Understanding your role as a project manager
- Dealing with external problems
- Learning from Lean and Six Sigma
- Delivering projects in times of change
- It also includes a handy glossay of project management jargon
Sample Content
Table of Contents
Preface
Introduction
PART 1: THE FOUNDATIONS
Projects
Project management
The role of the project manager
Customers, clients and users
PART 2: SETTING UP YOUR PROJECT
Defining your project
Objectives, deliverables and tasks
Building a plan
Estimating and resourcing
PART 3: UTILISING THE TEAM, SPONSOR AND STAKEHOLDERS
The high-performance project team
Global and offshore teams
The effective sponsor
A productive stakeholder community
PART 4: DELIVERING THE PROJECT
Managing progress: perform, deliver, accomplish
What project managers need to know
Understanding project risk
Value-added project reporting
PART 5: PRACTICAL PROJECT MANAGEMENT
Making risk management real
The temptations and costs of multi-tasking
The right and wrong uses of the plan on a page
Audit, assure, control or coach the project?
PART 6: THE PROJECT ENVIRONMENT
Prioritisation
The culture of delivery
The limits to planning and prediction
Dealing with external problems
PART 7: INTEGRATED PROJECT MANAGEMENT
The strengths and limits of project management
Bridging the divide: project and change managers
From delivery to benefits realisation
The lessons from lean and six sigma
PART 8: ALIGNING PROJECTS TO BUSINESS NEEDS
High-speed project management
Delivering in a cost-constrained environment
Optionality in projects
Who has a valid interest in the project?
PART 9: CHALLENGING PROJECTS
Taking over the project no-one is running
Not seeing the wood for the trees
The customers who do not know what they want
Delivering in times of change
PART 10: THE IMPROVING PROJECT MANAGER
Learning from projects
Best practice, continuous improvement and accreditation
Adopting a new project management approach
Building a project delivery capability
GLOSSARY
INDEX
