Despite the investment of time and money, companies are struggling to ensure their projects succeed. In his innovative book, author Doug Russell shows readers how the people-centric TACTILE Management (TM) system maximizes an organization's current processes by cutting through the technical weeds to emphasize individual skills and the value of collaboration. Using the seven characteristics of high-performance project teams--transparency, accountability, communication, trust, integrity, leadership, and execution--Succeeding in the Project Management Jungle teaches readers how to: take project…mehr
Despite the investment of time and money, companies are struggling to ensure their projects succeed. In his innovative book, author Doug Russell shows readers how the people-centric TACTILE Management (TM) system maximizes an organization's current processes by cutting through the technical weeds to emphasize individual skills and the value of collaboration. Using the seven characteristics of high-performance project teams--transparency, accountability, communication, trust, integrity, leadership, and execution--Succeeding in the Project Management Jungle teaches readers how to: take project teams out of their functional silos and transform them into a powerful, integrated force; balance the expectations of customers, management, and project teams with the technical requirements of cost, schedule, and performance; avoid or minimize possible pitfalls; and much more. With countless man-hours clocked and billions of dollars spent every year on project tools, companies can't afford the astonishingly slow success rate of most businesses' endeavors. This phase-by-phase project guide shows readers how to apply invaluable people soft skills in real-life situations to ensure every phase of the project cycle is a success.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
DOUG RUSSELL, PMP, is currently Director of Engineering at a Fortune 200 company. He has more than 25 years of experience in high-technology project management for commercial and government organizations
Inhaltsangabe
Contents
Acknowledgments
Introduction
PART I:The Project Management Jungle
Chapter 1: Welcome to the Project Management Jungle Escape Is Possible from the Project Management Jungle What Creates the Project Management Jungle? TACTILE Management(TM) Defined Succeeding in the Project Management Jungle
PART II:The Foundation of TACTILE Management
Chapter 2: The Seven Characteristics of Successful Projects Transparency Accountability Communication Trust Integrity Leadership That Drives Needed Change Execution Results
PART III: Mastering the Expectations of Key Stakeholders
Chapter 3: Expectations Management High-Level Stakeholder Expectations Case Study: The R.101 Project Traditional Project Constraints with Stakeholder Expectations Triple Expectations Pyramid Putting It All Together
Chapter 4: The Triple Expectations Pyramid and Your Customer Customer Expectations: Scope Customer Expectations: Cost Customer Expectations: Schedule
Chapter 5: The Triple Expectations Pyramid and Your Management Two Toxic Management Styles Your Management's Expectations: Scope Your Management's Expectations: Schedule Your Management's Expectations: Cost
Chapter 6: The Triple Expectations Pyramid and Your Team Your Team's Expectations: Scope Your Team's Expectations: Schedule Your Team's Expectations: Cost Using the Triple Expectations Pyramid
PART IV:Avoiding Pitfalls in the Five KeyAreas of a Project
Chapter 7: Initiating PM Assignment Project Charter Project Scope Preplanning the Plan Avoiding Toxic Management in Initiation Case Study: The Path Less Taken
Chapter 8: Planning Creating the Initial (Baseline) Plan Historical Planning Approaches TACTILE Planning Approach Project Management Plan Basics: Scope, Time, Cost, and Risk Management Finishing the Plan: Quality Assurance, Human Resources, Communication, Procurement, and Integration Management Discovering and Addressing Needed Information Until Approval Flexibly Looking Ahead Avoiding Toxic Management in Planning Case Study: The Path Less Taken
Chapter 9: Executing Executing to the Plan TACTILE Execution Approach Meetings Controlling Change Control Selling New Baselines Learning How to Win Case Study: The Path Less Taken
Chapter 10: Monitoring, Controlling, and Reporting Monitoring (Don't Even Try To) Control Reporting Case Study: The Path Less Taken
Chapter 11: Closing Properly Close All Project Activities Capture Data for Organizational Learning Ensure Personal Growth Case Study: The Path Less Taken
PARTV: LivingWell in the Project Management Jungle
Chapter 12: "From Chaos comes Creativity, from Order Comes Profit"
Chapter 1: Welcome to the Project Management Jungle Escape Is Possible from the Project Management Jungle What Creates the Project Management Jungle? TACTILE Management(TM) Defined Succeeding in the Project Management Jungle
PART II:The Foundation of TACTILE Management
Chapter 2: The Seven Characteristics of Successful Projects Transparency Accountability Communication Trust Integrity Leadership That Drives Needed Change Execution Results
PART III: Mastering the Expectations of Key Stakeholders
Chapter 3: Expectations Management High-Level Stakeholder Expectations Case Study: The R.101 Project Traditional Project Constraints with Stakeholder Expectations Triple Expectations Pyramid Putting It All Together
Chapter 4: The Triple Expectations Pyramid and Your Customer Customer Expectations: Scope Customer Expectations: Cost Customer Expectations: Schedule
Chapter 5: The Triple Expectations Pyramid and Your Management Two Toxic Management Styles Your Management's Expectations: Scope Your Management's Expectations: Schedule Your Management's Expectations: Cost
Chapter 6: The Triple Expectations Pyramid and Your Team Your Team's Expectations: Scope Your Team's Expectations: Schedule Your Team's Expectations: Cost Using the Triple Expectations Pyramid
PART IV:Avoiding Pitfalls in the Five KeyAreas of a Project
Chapter 7: Initiating PM Assignment Project Charter Project Scope Preplanning the Plan Avoiding Toxic Management in Initiation Case Study: The Path Less Taken
Chapter 8: Planning Creating the Initial (Baseline) Plan Historical Planning Approaches TACTILE Planning Approach Project Management Plan Basics: Scope, Time, Cost, and Risk Management Finishing the Plan: Quality Assurance, Human Resources, Communication, Procurement, and Integration Management Discovering and Addressing Needed Information Until Approval Flexibly Looking Ahead Avoiding Toxic Management in Planning Case Study: The Path Less Taken
Chapter 9: Executing Executing to the Plan TACTILE Execution Approach Meetings Controlling Change Control Selling New Baselines Learning How to Win Case Study: The Path Less Taken
Chapter 10: Monitoring, Controlling, and Reporting Monitoring (Don't Even Try To) Control Reporting Case Study: The Path Less Taken
Chapter 11: Closing Properly Close All Project Activities Capture Data for Organizational Learning Ensure Personal Growth Case Study: The Path Less Taken
PARTV: LivingWell in the Project Management Jungle
Chapter 12: "From Chaos comes Creativity, from Order Comes Profit"
Bibliography
Index
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