How to Manage Projects
Höfundur:
Paul J Fielding (Útgáfa: 3)
Kaup valmöguleikar
Managing projects can feel complex, but mastering the basics will help you deliver results with confidence. How to Manage Projects is your practical guide to running successful projects from start to finish. Written by award-winning business consultant, Paul J. Fielding, this book shows you how to plan, organize and lead projects effectively, without jargon or expensive training. You'll discover how to set clear goals, manage risks and keep your team and timeline on track.
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- Kogan Page
- 9781398621572
- 9781398621565
- ePub
- 3
- Paul J Fielding
- English
- 2025-05-03
- 100
- 10
- 10
Kaflar
- Cover: How to Manage Projects
- Praise for How to Manage Projects
- Creating Success Series
- Title Page
- Table of Contents
- List of figures
- List of tables
- About the author
- Acknowledgements
- 01 Project success is more than just one thing
- How to use this book
- 02 The accidental project manager: What is this going to take?
- What is a project?
- A short, practical definition of what is a project manager: superhero!
- Self-inventory: do I have what it takes to be a project manager?
- References
- 03 Where does a project manager fit in the organization? The role of the PMO
- If a PMO exists
- What if a PMO does not exist?
- 04 Project governance
- Governance team guidance
- The project’s governance team: fit and function
- The governance team: form
- The governance team: operational considerations
- References
- 05 Project scope: Defining it, managing it, changing it and avoiding creep
- Defining the scope
- Buy-in
- Change control
- Involve your friendly organizational lawyer
- 06 The project quality plan
- Meet the customer’s requirements
- Small mistakes enable big successes (aka prototyping)
- Design for tolerance of variation and interactions
- Regulatory and compliance plan
- References
- 07 Different types of project lifecycle models
- The classic waterfall project lifecycle (aka the predictive method)
- The V-model
- The rapid prototyping lifecycle
- The Agile concept
- The blended lifecycle – reality
- References
- 08 Planning the project: Schedule management (time management)
- What is an activity?
- Sequencing the activities
- Estimating the durations of the activities
- Scheduling the activities
- Managing the schedule
- Reference
- 09 Technology, tools and the next new thing
- Principles vs technology/tools
- Why do we use tools?
- Tools for managing the project schedule
- The next new thing
- References
- 10 The project staffing plan
- Staffing
- Defining the resource need – skill traceability
- Schedule timing and resource loading
- Resource management
- Reference
- 11 Design and configuration management
- A deadly serious example
- So who is responsible for managing configuration management?
- Formally defining configuration management
- Configuration management and project requirements
- Design traceability matrix
- Capturing the configuration and the supporting system for using it
- References
- 12 Cost planning and cost management
- Tendencies towards managing outcomes and money
- Current data, historical data and estimates vs contracted prices
- The project plan, the components and your organization
- Cost management, or driving through the rear-view mirror
- 13 The project’s supply chain plan
- A note on vertical integration
- Take a balanced approach
- How to develop a supply chain plan
- Reference
- 14 Project execution: Tracking, updating, reporting and acceptance
- The best-laid plans – and doing better than the best-laid plans
- Re-planning and monitoring
- Tracking frequency
- Types of check-in
- Keeping everyone current
- Upward reporting
- Getting acceptance
- Reference
- 15 Evaluation, lessons learnt and improving the next project
- When boring has exciting implications
- Evaluate like an airline
- Where does a project evaluation fit?
- The accidental, not-so-accidentally successful project manager
- Reference
- Copyright Page