In today s business environment, where complexity, chaos, and uncertainty dominate, the old tried-and-true methods of managing projects don t get the job done. In his revision of The New Project Management , J.
In today s business environment, where complexity, chaos, and uncertainty dominate, the old tried-and-true methods of managing projects don t get the job done. In his revision of The New Project Management , J.
J. Davidson Frame is Dean of Academic Affairs at the University of Management and Technology (UMT) in Arlington, Virginia. Prior to joining UMT, he established the project management program at George Washington University. He also served as director of the Project Management Certification Program at the Project Management Institute (PMI) and has served on PMI's board of directors. Frame has authored more than forty articles and five books, including Project Management Competence (Jossey-Bass, 1999).
Inhaltsangabe
Preface. The Author. 1. The New Business Environment and the Need for a New Project Management. Part One: Managing in the New Business Environment. 2. Managing Complexity: Techniques for Fashioning Order out of Chaos. 3. Engaging Change: Knowing When to Embrace, Accept, or Challenge. 4. Managing Risk: Identifying, Analyzing, and Planning Responses. 5. Satisfying Customers: Knowing Who They Are, What They Want, and When They Are Right or Wrong. 6. Defining Requirements That Bridge the Customer-Developer Gap. Part Two: Tools for the New Project Management. 7. Acquiring Political Skills and Building Influence. 8. Building Teams with Borrowed Resources. 9. Selecting Projects That Will Lead to Success. 10. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success. 11. Scheduling Projects with New Tools: The Time-Boxed and Critical Chain Scheduling Techniques. 12. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources. 13. Integrating Cost and Schedule Control to Measure Work Performance. 14. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives. 15. Understanding and Using Performance Metrics: Measuring the Right Stuff. 16. Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities. 17. Carpe Diem: Seize the Day! References. Index.
Preface. The Author. 1. The New Business Environment and the Need for a New Project Management. Part One: Managing in the New Business Environment. 2. Managing Complexity: Techniques for Fashioning Order out of Chaos. 3. Engaging Change: Knowing When to Embrace, Accept, or Challenge. 4. Managing Risk: Identifying, Analyzing, and Planning Responses. 5. Satisfying Customers: Knowing Who They Are, What They Want, and When They Are Right or Wrong. 6. Defining Requirements That Bridge the Customer-Developer Gap. Part Two: Tools for the New Project Management. 7. Acquiring Political Skills and Building Influence. 8. Building Teams with Borrowed Resources. 9. Selecting Projects That Will Lead to Success. 10. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success. 11. Scheduling Projects with New Tools: The Time-Boxed and Critical Chain Scheduling Techniques. 12. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources. 13. Integrating Cost and Schedule Control to Measure Work Performance. 14. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives. 15. Understanding and Using Performance Metrics: Measuring the Right Stuff. 16. Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities. 17. Carpe Diem: Seize the Day! References. Index.
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