The best organizations, and even the best departments within organizations, have a roadmap: a clear vision of where they would like to be and the means by which they will get there. This roadmap drives the everyday activity of the company, as well as any change it makes both internally and externally . . . and it is what drives projects.
The best organizations, and even the best departments within organizations, have a roadmap: a clear vision of where they would like to be and the means by which they will get there. This roadmap drives the everyday activity of the company, as well as any change it makes both internally and externally . . . and it is what drives projects.
Jeremy Nicholls has been an independent project management consultant for over ten years. In that time, he has delivered hundreds of projects across disciplines including IT, construction and business transformation. His exposure to multiple sectors left him convinced that it is the project management mindset, rather than sector-specific knowledge, that leads to successful project delivery. Nicholls has worked for a number of Blue Chip clients over the course of his career - each of them industry leaders - and has led projects within professions as diverse as legal, aviation and financial services. Despite working for prestigious clients, he has seen the whole spectrum of good and bad project delivery and learned many lessons the hard way as his career has progressed. He is currently working at Gatwick Airport - the world's busiest single-runway airport - where he consults primarily on project governance and the best way to structure large-scale infrastructure delivery programs. He lives in South London with his wife and two children.
Inhaltsangabe
Introduction Part One. Introduction Part Two. I. Project Start-up. 1. What are we doing here?: The Vision, Benefits and Objectives. 2. The trade-off: We offer three kinds of service. 3. Project scope: Defining the requirements. 4. Roles and Responsibilities: I'm putting the team back together for one last job. II. Design. 5. The best laid plans: Planning & estimating your project. 6. How much?!: Budgeting and Cost Management. 7. Control mechanisms: Setting up your Project Governance. III. Build & Execute. 8. Hell is other people: Managing the team. IV. Project Closure & Lessons Learned. 9. Managing uncertainty: a brief introduction to risk management. 10. In extremis: how to manage difficult projects.
Introduction Part One. Introduction Part Two. I. Project Start-up. 1. What are we doing here?: The Vision, Benefits and Objectives. 2. The trade-off: We offer three kinds of service. 3. Project scope: Defining the requirements. 4. Roles and Responsibilities: I'm putting the team back together for one last job. II. Design. 5. The best laid plans: Planning & estimating your project. 6. How much?!: Budgeting and Cost Management. 7. Control mechanisms: Setting up your Project Governance. III. Build & Execute. 8. Hell is other people: Managing the team. IV. Project Closure & Lessons Learned. 9. Managing uncertainty: a brief introduction to risk management. 10. In extremis: how to manage difficult projects.
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