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190621s2019 nju o 000 0 eng |
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|a 658.4040285
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|a UAMI
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1 |
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|a Ellis, Colin.
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| 245 |
1 |
4 |
|a The Project Book :
|b the Complete Guide on How to Consistently Deliver Great Projects.
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| 264 |
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|a Newark :
|b John Wiley & Sons, Incorporated,
|c 2019.
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|c ©2019
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|a 1 online resource (403 pages)
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|a text
|b txt
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|a Intro -- THE PROJECT BOOK -- CONTENTS -- ABOUT THE AUTHOR -- PREFACE -- HOW TO USE THIS BOOK -- PROJECT MANAGEMENT -- PROJECT MANAGEMENT HAS TO CHANGE -- PROJECTS ARE ABOUT PEOPLE -- PART I LEADERSHIP -- CHAPTER 1 KNOW YOURSELF -- CHAPTER 2 PRACTISE EMPATHY -- CHAPTER 3 BE YOURSELF -- CHAPTER 4 STAND FOR SOMETHING -- CHAPTER 5 DETERMINE YOUR VALUES -- CHAPTER 6 SAFEGUARD THE FUTURE -- CHAPTER 7 BEHAVE IN THE RIGHT WAY -- CHAPTER 8 GIVE YOUR MIND A BREAK -- CHAPTER 9 ADAPT YOUR STYLE TO FIT THE PROJECT -- CHAPTER 10 EMBRACE THE NEXT GENERATION -- CHAPTER 11 BE PREPARED -- CHAPTER 12 BRING THE HUMOUR -- CHAPTER 13 MAKE GRATITUDE YOUR ATTITUDE -- CHAPTER 14 BOUNCEBACKABILITY -- CHAPTER 15 LEAD A REMOTE TEAM -- CHAPTER 16 BE AN INTREPRENEUR -- CHAPTER 17 SWITCH ON YOUR EARS -- CHAPTER 18 CREATE MORE LEADERS -- CHAPTER 19 BE GENEROUS -- CHAPTER 20 SAY SORRY -- CHAPTER 21 SET AND MANAGE EXPECTATIONS -- CHAPTER 22 MANAGE DIFFICULT CONVERSATIONS -- CHAPTER 23 GET HELP -- CHAPTER 24 NEGOTIATE EFFECTIVELY -- CHAPTER 25 TELL STORIES -- CHAPTER 26 MANAGE UPWARDS -- 1. KNOW WHO YOU'RE DEALING WITH -- 2. BE DIRECT -- 3. BRING SOLUTIONS, NOT JUST PROBLEMS -- 4. FIBBING IS NOT AN OPTION -- PART II CULTURE -- CHAPTER 27 BUILD AND CARE FOR THE TEAM -- CHAPTER 28 DEVELOP A VISION -- CHAPTER 29 GET YOUR COMMUNICATION RIGHT -- CHAPTER 30 COLLABORATE FOR SUCCESS -- CHAPTER 31 MAKE TIME FOR INNOVATION -- CHAPTER 32 FIND THE RIGHT SPACE FOR WORK -- CHAPTER 33 HIRE FOR CULTURAL FIT -- CHAPTER 34 START AS YOU MEAN TO GO ON -- CHAPTER 35 SOUNDTRACK TO YOUR SUCCESS -- CHAPTER 36 KEEP STAKEHOLDERS SATISFIED -- CHAPTER 37 GOSSIP: THE CULTURE KILLER -- CHAPTER 38 KEEP IT SIMPLE -- CHAPTER 39 HAVE SOME FUN -- CHAPTER 40 RUN MEETINGS THAT DON'T SUCK -- CHAPTER 41 CELEBRATE SUCCESS -- PART III METHODS -- CHAPTER 42 WATERFALL -- CHAPTER 43 AGILE -- CHAPTER 44 NO PLAN, NO PROJECT.
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|a CHAPTER 45 WHY THIS? WHY NOW? -- CHAPTER 46 SCALE FOR SUCCESS -- CHAPTER 47 ESTIMATING -- HISTORY -- EXPERTISE -- CHAPTER 48 MANAGE RISK -- IDENTIFY -- PLAN -- SCHEDULE -- ACTION -- ASSESS -- CHAPTER 49 DEAL WITH ISSUES -- CHAPTER 50 REPORT HONESTLY -- CHAPTER 51 SUCCESSES ARE THE BEST LESSONS -- CHAPTER 52 MEASURE YOUR SUCCESS -- STAKEHOLDER SATISFACTION -- STAFF ATTRACTION/ATTRITION -- MENTORING REQUESTS -- INTERNAL REWARD AND RECOGNITION -- EXTERNAL RECOGNITION -- PROJECT MANAGEMENT SUMMARY -- TOO MUCH LEADERSHIP -- TOO MUCH METHOD -- TOO MUCH CULTURE -- GET THE BALANCE RIGHT -- PROJECT SPONSORSHIP -- WE NEED TO INVEST IN THE CAPABILITIES TO HELP ORGANISATIONS EVOLVE -- MORE THAN JUST GOVERNANCE -- PROJECT SPONSOR'S LIST OF RESPONSIBILITIES -- PART IV STEWARDSHIP -- CHAPTER 53 THE BUCK STOPS WITH YOU -- CHAPTER 54 VERIFY PRIORITIES -- CHAPTER 55 SHARE THE BURDEN -- CHAPTER 56 SAY THANK YOU -- CHAPTER 57 BUILD TRUST -- CHAPTER 58 SIMPLE IS BETTER -- CHAPTER 59 BE PRESENT -- CHAPTER 60 ROLE MODEL WHAT YOU EXPECT OF OTHERS -- PART V DECISIONS -- CHAPTER 61 WHAT'S THE PROBLEM AND THE OUTCOME? -- CHAPTER 62 NEGATE THE NEGATIVITY -- CHAPTER 63 HIRE AND PICK YOUR PROJECT MANAGER -- CHAPTER 64 BE ETHICAL -- CHAPTER 65 MAKE QUICK (NOT HASTY) DECISIONS -- CHAPTER 66 DEAL WITH POOR PERFORMANCE -- 1. CREATE A SHARED UNDERSTANDING OF WHAT'S EXPECTED -- 2. COMMUNICATE IN THEIR PERSONALITY PREFERENCES, NOT YOURS -- 3. NIP IT IN THE BUD -- 4. TAKE ACTION -- CHAPTER 67 FAIL QUICKLY -- PART VI RESULTS -- CHAPTER 68 Culture is key, but so is strategy -- CHAPTER 69 GET OFF TO A FLYER -- CHAPTER 70 EVERY PROJECT NEEDS A PLAN -- CHAPTER 71 INNOVATION NEEDS MINDSET AND TIME -- CHAPTER 72 METHODS NEED TO BE UNDERSTOOD -- CHAPTER 73 CELEBRATE GOOD (AND BAD) TIMES -- CHAPTER 74 OUTCOMES DON'T ACHIEVE THEMSELVES -- OPTIMISM/EXAGGERATION -- MARKET CONDITION CHANGES.
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|a NO ONE CARES -- CHAPTER 75 SPOT WHEN IT'S GOING WRONG -- 1. NO ONE UNDERSTANDS WHY YOU'RE DOING THE PROJECT -- 2. WATERMELON PROJECTS -- 3. INCREASE IN EMAILS -- 4. MISSED DEADLINES -- 5. DOCUMENTS AREN'T UPDATED -- 6. INCREASED SICK LEAVE -- 7. FORECAST SPEND = BUDGET -- PROJECT SPONSORSHIP SUMMARY -- FREQUENTLY ASKED QUESTIONS -- 1. SHOULD WE SET UP A PROJECT MANAGEMENT OFFICE (PMO)? -- 2. SHOULD WE GO AGILE? -- 3. WHAT DO I DO IF I DON'T HAVE TIME TO SPONSOR THE PROJECT? -- 4. WHAT DO I DO IF I DON'T BELIEVE IN THE PROJECT? -- 5. MY PROJECT MANAGER IS NOT DOING THEIR JOB -- WHAT SHOULD I DO? -- 6. WHY DON'T YOU BELIEVE THAT TIME AND COST ARE GOOD MEASURES OF PROJECT MANAGEMENT? -- REFERENCES -- READING LIST -- SOUNDTRACKS -- CONTACT DETAILS -- INDEX -- EULA.
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| 588 |
0 |
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|a Publisher supplied metadata and other sources
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| 590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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| 650 |
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0 |
|a Project management
|x Automation.
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| 650 |
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6 |
|a Gestion de projet
|x Automatisation.
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|i has work:
|a The Project Book (Text)
|1 https://id.oclc.org/worldcat/entity/E39PD38HQyX9fqyrJPB8vw6jfq
|4 https://id.oclc.org/worldcat/ontology/hasWork
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| 776 |
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|i Print version:
|a Ellis, Colin.
|t Project Book : The Complete Guide on How to Consistently Deliver Great Projects.
|d Newark : John Wiley & Sons, Incorporated, ©2019
|z 9780730371410
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| 856 |
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|u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=5790541
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