Project Management Survival

A Practical Guide to Leading, Managing and Delivering Challenging Projects
1. Auflage 2008
ISBN: 978-0-7494-5391-6
Verlag: Kogan Page

Buch, Englisch, 256 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 392 g

This book is written for the person who finds themselves handed a major corporate project and is wondering how to see it through successfully without ending up on the candidacy list for the sack.

Written from a real-world perspective, this book provides you with a template for success based on project management techniques from the school of corporate hard knocks. Author Richard Jones shows you how to avoid project killers, such as inheriting an incompetent, scared, or doomed team. He also gives practical advice on getting to the truth of a project, getting the right initial plan, developing a genuinely workable plan, and reveals how to manage people so the project stays on track.

If you are tasked suddenly with managing a project in-house, the likelihood is that you will find that you are dumped in an impossible situation. This book shows you how to control the situation and come out on top.

Autoren/Hrsg.

Jones, Richard

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement
• Wirtschaftswissenschaften Wirtschaftswissenschaften Wirtschaftswissenschaften: Berufe, Ausbildung, Karriereplanung

Inhaltsverzeichnis

Chapter - 00: Introduction; Section - ONE: Understanding Projects; Chapter - 01: What Are Projects and Why Do They Fail?; Chapter - 02: Dead Project Walking - Why some projects must be killed; Section - TWO: Where are We?; Chapter - 03: Diagnosing an Existing Project; Section - THREE: Getting the Right Initial Plan; Chapter - 04: Leading Projects; Chapter - 05: Project Scope and Initiation; Chapter - 06: Agreeing Objectives; Chapter - 07: Milestones; Chapter - 08: Refining Milestones; Chapter - 09: Activities/Work Breakdown Structure; Chapter - 10: Assigning Resources; Chapter - 11: Time Estimation; Chapter - 12: Resource Availability; Chapter - 13: Dependencies; Chapter - 14: Risk and Mitigation; Section - FOUR: Getting the Plan Right; Chapter - 15: Optimizing the Plan; Section - FIVE: Staying on Track; Chapter - 16: Roles, Responsibilities and Communication; Chapter - 17: Updating the Plan; Chapter - 18: Monitoring Progress; Chapter - 19: Handling Issues; Chapter - 20: Controlling Change; Chapter - 21: Reporting; Chapter - 22: Project Closure

Über Autor(innen)

Jones, Richard
Richard Jones is a founding partner of Ventura Team LLP. He has managed projects for major companies including Shell, Universal Studios, BNFL, British Steel, Pilkington Glass and British Telecom.