What you need to know about project management /

Project management is about getting things done without spending too much or taking too long. But it often seems buried in technical jargon which makes it difficult to understand. What You Need to Know about Project Management is here to help.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: O'Connell, Fergus
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Chichester, U.K. : Capstone, 2011.
Temas:
Project management.
Gestion de projet.
BUSINESS & ECONOMICS > Project Management.
TECHNOLOGY & ENGINEERING > Project Management.
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • What You Need to Know
  • Copyright page
  • INTRODUCTION
  • 1. : GOAL SETTING
  • THE BIG PROBLEM IN PROJECT MANAGEMENT
  • THE MAGIC LINE
  • 1. ℗ THE GOAL OF THE PROJECT MUST BE CLEAR AND NOT VAGUE
  • 2. ℗ YOU MUST CONTROL CHANGES TO THE GOAL
  • CHANGE CONTROL
  • ANOTHER WAY TO LOOK AT IT
  • 3. ℗ YOU MUST MAXIMISE THE WIN-CONDITIONS OF THE STAKEHOLDERS
  • THE DEFINITION OF A SUCCESSFUL PROJECT
  • SMART GOALS
  • GOAL SETTING GIVES YOU THE MOTIVATION TO DO THE PROJECT
  • WHEN TO CONSIDER SOMETHING A PROJECT
  • 2. : ESTIMATING
  • NOW THAT YOU HAVE A GOAL, YOU HAVE TO HAVE A PLAN.
  • HOW TO PREDICT THE FUTUREDURATION AND WORK
  • THE BUDGET
  • ASSUMPTIONS
  • GANTT CHARTS
  • SOME USEFUL APPROXIMATIONS
  • CRITICAL PATH
  • HOW MUCH PROJECT MANAGEMENT DOES THE PROJECT NEED
  • PROJECT MANAGEMENT METHODOLOGIES
  • PROJECT MANAGEMENT TOOLS
  • 3. : SUPPLY AND DEMAND
  • PROJECT MANAGEMENT IS A PROBLEM IN SUPPLY AND DEMAND
  • 1. ℗ EVERY JOB MUST HAVE SOMEBODY TO DO IT
  • 2. ℗ AVAILABILITY
  • THE SILENT KILLER OF PROJECTS
  • DANCE CARDS
  • 3. ℗ PLAYING TO THE STRENGTHS (AND NOT PLAYING TO THE WEAKNESSES!) OF THE TEAM
  • WHAT YOU'VE ACHIEVED
  • 4. : MANAGING RISK
  • CONTINGENCY AND RISK ANALYSIS.
  • CONTINGENCY
  • WHY YOU NEED ITCONTINGENCY
  • HIDDEN VS. EXPLICIT/HOW MUCH AND HOW
  • CONTINGENCY USING WHAT THE PROJECT IS DELIVERING
  • CONTINGENCY USING 'WHEN'
  • RISK ANALYSIS
  • ASSESSING A PROJECT IN FIVE MINUTES
  • MEASURING THE PSI
  • INTERPRETING PSI SCORES
  • 5. : MANAGING EXPECTATIONS
  • MAKING COMMITMENTS TO STAKEHOLDERS
  • COMING UP WITH OPTIONS
  • NEGOTIATION USING THE FACTS
  • IMPOSSIBLE MISSIONS AND HOW TO DEAL WITH THEM
  • WHAT HAPPENS WHEN YOU SAY YES TO IMPOSSIBLE MISSIONS
  • SHORTENING PROJECTS
  • 6. : TRACKING AND STATUS REPORTING
  • USING THE PLAN AS INSTRUMENTATION TO DRIVE THE PROJECT.
  • MANAGING PEOPLEUSING DIFFERENT MANAGEMENT STYLES
  • DEALING WITH PROBLEM PEOPLE/SITUATIONS
  • THE PROJECT MANAGER'S DAILY ROUTINE
  • HOW YOU NEED TO DO IT
  • STATUS REPORTING
  • PROJECT POST-MORTEMS
  • THE DIRTY DOZEN
  • THE TWELVE MOST COMMON REASONS WHY PROJECTS FAIL
  • RESCUING PROJECTS THAT HAVE GOTTEN INTO TROUBLE
  • 7. : RUNNING MULTIPLE PROJECTS
  • THE IMMUTABLE LAWS OF PROJECT MANAGEMENT
  • PRIORITISING
  • DEFINING MULTIPLE PROJECTS
  • THE ISSUES WHEN RUNNING MULTIPLE PROJECTS
  • CAREERS IN PROJECT MANAGEMENT
  • WHAT MAKES A GOOD PROJECT MANAGER
  • 8. : HAVING A LIFE
  • WHY IT'S OKAY TO HAVE A LIFE.
  • WHY BETTER TIME MANAGEMENT IS NOT THE ANSWEREXTREME TIME MANAGEMENT
  • THE SECRET TO HAVING A LIFE
  • THE THREE FILTERS.

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