20: 20 Project Management is the definitive guide to successful project management in practice, not just in theory. It gives readers exactly what they need to know: how to pull off successful project delivery in the real world - on time, within budget and at the right quality. With a focus on practicality, clarity and applicability, it uses a wide range of international case studies to demonstrate how best practice is applied in the world's leading organizations. Structured around the stages followed by project managers in a real project lifecycle, it is logical and easy to follow. It has a…mehr
20: 20 Project Management is the definitive guide to successful project management in practice, not just in theory. It gives readers exactly what they need to know: how to pull off successful project delivery in the real world - on time, within budget and at the right quality. With a focus on practicality, clarity and applicability, it uses a wide range of international case studies to demonstrate how best practice is applied in the world's leading organizations. Structured around the stages followed by project managers in a real project lifecycle, it is logical and easy to follow. It has a section on specific tools in risk management; project leadership; and project teams; and can be used as a standard text for the syllabi of any of the three global professional bodies in project management - the APM Group; the International Project Management Association and the Project Management Institute.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Tony Marks is an expert in applying training and organizational development expertise to maximize project performance. Now CEO of 20:20 Business Group, a professional training and coaching firm with offices worldwide, he is also lecturer and examiner for the University of Aberdeen [M Sc Project Management]. Marks is a PMI Professional and has experience in a wide range of sectors, including utilities, nuclear, oil and gas, engineering, IT and telecoms.
Inhaltsangabe
Acknowledgements Using this book About the author Introduction 01 Starting your project Introduction The project objectives The business case The project management plan (PMP) The purpose of the project management plan The project management plan (example) Project success and benefits management Benefits vs project success Key performance indicators (KPIs) Avoiding project failure Twenty actions to help ensure project success Project manager's weekly checklist Ten tips for guaranteed failure Financial evaluation in projects Things to consider Conclusion Case study: Starting projects at Subsea 7 02 Defining your project Introduction The product breakdown structure (PBS) The work breakdown structure (WBS) The organizational breakdown structure (OBS) The cost breakdown structure (CBS) The responsibility assignment matrix (RAM) Assigning responsibilities to tasks Steps in developing a breakdown structure Common-sense guidelines Requirements management Why do we need requirements management? Project programme planning When to use programmes How to set them up Managing programmes Consolidations Things to consider when defining your project Conclusion Case study: Halliburton and project definition 03 Planning your project Introduction Scope management Analysing the network Dependencies Estimating The forward pass Float Critical path Project resources Managing the schedule Things to consider when planning Conclusion Case study: Planning the AMEC way 04 Executing your project Introduction Set the measure Cost reporting Information for updating project progress What are the benefits? Change control Project close-out and handover Things to consider when executing a project Conclusion Case study: WGPSN project management framework 05 Risk and your project Introduction Risk cultures Stage 1: risk identification Stage 2: risk impact analysis Stage 3: probability analysis Stage 4: risk exposure Stage 5: mitigation strategy Stage 6: risk monitoring and review Things to consider with risk and your project Conclusion Case study: Managing risk the Mott MacDonald way 06 Estimating your project Introduction The importance of estimating Estimating techniques Introduction to estimating The importance and practical difficulties of estimating The estimating funnel Classes of estimate Estimating techniques Uncertainty and risk Summary of the basic rules for estimating Common mistakes Things to consider when estimating Conclusion Case study: Estimating the AMEC way 07 Project leadership Introduction Leadership vs management Leading in a project environment Visionary Articulation of the vision Preparing the vision Tools and approaches Motivation Conflict management Conflict resolution summary Case study: Leadership at Southwest Airlines 08 Teams and your project Introduction Team requirements Team development Developing the project team Team chemistry Things to consider Conclusion Case study: W L Gore Team health check Glossary of terms Index
Acknowledgements Using this book About the author Introduction 01 Starting your project Introduction The project objectives The business case The project management plan (PMP) The purpose of the project management plan The project management plan (example) Project success and benefits management Benefits vs project success Key performance indicators (KPIs) Avoiding project failure Twenty actions to help ensure project success Project manager's weekly checklist Ten tips for guaranteed failure Financial evaluation in projects Things to consider Conclusion Case study: Starting projects at Subsea 7 02 Defining your project Introduction The product breakdown structure (PBS) The work breakdown structure (WBS) The organizational breakdown structure (OBS) The cost breakdown structure (CBS) The responsibility assignment matrix (RAM) Assigning responsibilities to tasks Steps in developing a breakdown structure Common-sense guidelines Requirements management Why do we need requirements management? Project programme planning When to use programmes How to set them up Managing programmes Consolidations Things to consider when defining your project Conclusion Case study: Halliburton and project definition 03 Planning your project Introduction Scope management Analysing the network Dependencies Estimating The forward pass Float Critical path Project resources Managing the schedule Things to consider when planning Conclusion Case study: Planning the AMEC way 04 Executing your project Introduction Set the measure Cost reporting Information for updating project progress What are the benefits? Change control Project close-out and handover Things to consider when executing a project Conclusion Case study: WGPSN project management framework 05 Risk and your project Introduction Risk cultures Stage 1: risk identification Stage 2: risk impact analysis Stage 3: probability analysis Stage 4: risk exposure Stage 5: mitigation strategy Stage 6: risk monitoring and review Things to consider with risk and your project Conclusion Case study: Managing risk the Mott MacDonald way 06 Estimating your project Introduction The importance of estimating Estimating techniques Introduction to estimating The importance and practical difficulties of estimating The estimating funnel Classes of estimate Estimating techniques Uncertainty and risk Summary of the basic rules for estimating Common mistakes Things to consider when estimating Conclusion Case study: Estimating the AMEC way 07 Project leadership Introduction Leadership vs management Leading in a project environment Visionary Articulation of the vision Preparing the vision Tools and approaches Motivation Conflict management Conflict resolution summary Case study: Leadership at Southwest Airlines 08 Teams and your project Introduction Team requirements Team development Developing the project team Team chemistry Things to consider Conclusion Case study: W L Gore Team health check Glossary of terms Index
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