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Guide to project management : getting it right and achieving lasting benefit /
A veteran project manager shares his proven approach to getting the job done right, on schedule and within budget-every time! Each year companies initiate projects in hopes of improving their bottom-lines and gaining a competitive advantage. Unfortunately, a good percentage of those projects either...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
Wiley,
2013.
|
| Edición: | 2nd ed. |
| Colección: | Economist.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Guide to Project Management: Getting It Right and Achieving Lasting Benefit; Copyright; Contents; Acknowledgements; Introduction to second edition; Introduction; 1: The components of effective project management; Selling the benefits; Avoiding the risks; What are a project's characteristics?; How can projects deliver change?; What is a project?; What is project management?; The components of effective project management; Project sponsors and owners; A systemised approach; Project oriented resources; Portfolio management and prioritisation; Strong initiation; Education and training.
- Competent project managersSupport, mentoring and coaching; Project assurance; Support/assurance function; Support tools; Benefits reviews; 2: Conceiving and prioritising projects; Project identification by department; Project identification by business objective; A portfolio; A programme; When are projects identified?; Articulating; Balancing; Balancing resource supply and demand; Balancing the selection of projects; Commissioning; The portfolio management team; Resource pool management; The free market; The regulated market; Matrix management; Head of project management.
- 3: Project roles and responsibilitiesWho should be involved in managing a project?; The stakeholder map; The stakeholder matrix; Project steering group; Project manager; Is the project organisation structure suitable?; Developing a project management structure; Development and implementation of a computer system; An office move; A conference; A time management solution; 4: Articulating the vision; Identify the stakeholders; Commercial/strategic managers; Users; Specialists; Articulate the vision; Ask the stakeholders what they are expecting; Ask the stakeholders what matters most.
- Identify contradictions and broker compromisesCapture and secure the vision; An example of a vision; Promote and share the vision; 5: Planning: risks and rewards; The principles of planning; Planning and control; Refining the plan; Breaking a project into stages; Building in contingency; Management by exception; Planning the benefits; Quantifying benefits; Cost/benefit analysis; Discounted cash flow; Internal rate of return; Financial dependency network; Planning for the unknown; Identify; Qualify; Evaluate; Mitigate; The risk register; 6: Planning: quality; The product breakdown structure.
- The product flow diagramThe product description; Title; Purpose; Composition; Derivation; Format; Audience; Quality criteria; Quality method; Using product-based planning; A means to an end; 7: Planning: time and cost; The link between products and tasks; Estimating techniques; Top down and bottom up; The Delphi technique; Analogy; Work distribution; Standard project/product; Productivity; Planning timescales and budgets; Using the flexibility of the plan; Resource levelling; Project evaluation and review technique; Ready to go?; 8: Initiating projects; The project life cycle.