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E-book
Author O'Connell, Fergus.

Title What you need to know about project management / Fergus O'Connell
Published Chichester, U.K. : Capstone, 2011

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Description 1 online resource (vii, 252 pages) : illustrations
Contents 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
Summary 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
What You Need to Know About Project Management Project Management is all about getting things done without spending too much or taking too long. But when you start hearing things like man-days, PSOs and stakeholders, it just makes it difficult to understand. So what do you really need to know about project management? Find out:Why setting clear goals mattersHow to estimate absolutely everything. How to get things back on track after they've gone wrongHow to track big projectsWhy work/life balance matters when you're running a big project This clear and simple approach will mean you'll never pan
Bibliography Includes bibliographical references and index
Notes English
Print version record
Subject Project management.
BUSINESS & ECONOMICS -- Project Management.
TECHNOLOGY & ENGINEERING -- Project Management.
Project management
Form Electronic book
LC no. 2011410033
ISBN 9780857081469
0857081462
9780857081605
0857081608
1299314635
9781299314634