Project Management For Dummies - UK

Höfundur: Nick Graham (Útgáfa: 3)
Project Management For Dummies - UK

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Stay on track and within budget with this accessible guide to project planning Project Management For Dummies guides you to a thorough understanding of how to successfully manage projects--and the people who work on them--even if you’re brand new to the project management field. You’ll learn the basic concepts, key tips and tricks for making things go smoothly, and updated information relevant to today’s UK business practices.

Even if you aren’t entering a project management role, you’ll need to learn project planning skills to stay competitive in today’s employment market. Now revised with fresh content on everything from a project’s start to its finish, this friendly Dummies title will teach you to manage projects large and small. Learn the must-know concepts in project management Discover planning techniques that will enhance your effectiveness Manage projects with in-person or virtual teams Avoid common mistakes and know what to do when the unexpected happensThis guide is excellent for anyone in a project management role, students with an eye toward a career in project management, and anyone who needs to organize and complete large tasks.

Nánar um bókina

Útgefandi
Wiley Professional Development (P&T)
ISBN
9781394201907
Print ISBN
9781394201884
Format
ePub
Útgáfa
3
Höfundar
Nick Graham
Tungumál
English
Útgefið
2023-07-28
Prent takmörkun á líftíma
100
Prent takmörkun
10
Afritunar takmörkun
2

Kaflar

  • Cover
  • Title Page
  • Copyright
  • Introduction
  • About This Book
  • Foolish Assumptions
  • Icons Used in This Book
  • Beyond the Book
  • Where to Go from Here
  • Part 1: Understanding Projects and What You Want to Achieve
  • Chapter 1: Success in Project Management
  • Taking on a Project
  • Avoiding the Pitfalls
  • Deciding Whether the Job is a Project
  • Defining the Project Manager’s Role
  • Deciding On Your Approach
  • Chapter 2: Thinking Through the Life of Your Project
  • Using a Set Approach
  • Breaking the Project Down into Stages
  • Understanding the Four Main Stages
  • Chapter 3: Defining the Scope and Producing a Business Case
  • Defining the Scope
  • Producing a Business Case
  • Going Back to the Scope
  • Getting to Grips with Techniques
  • Chapter 4: Knowing Your Project’s Stakeholders
  • Managing Stakeholders
  • Handling Opposition
  • Handling Multiple-Stakeholder Projects
  • Part 2: Planning Time: Determining What, When and How Much
  • Chapter 5: Planning with Deliverables First
  • Seeing the Logic of Product Planning
  • Knowing What a Product Is – and Isn’t
  • Finding Good Product Names
  • Using a Business Project Example
  • Using a Structured Product List
  • Unleashing the Power of the Work Flow Diagram
  • Chapter 6: Planning the Activities
  • Moving From Products to Activities
  • Drawing Up a First Activity Network
  • Understanding Float and Its Impact
  • Identifying the Critical Path
  • Being More Precise with Dependencies
  • Working with the Activity Network
  • Going for Gantt
  • Estimating Activity Durations
  • Chapter 7: Looking At Staff Resources
  • Seeing Why You Need to Plan Staff Use
  • Matching People to Tasks
  • Honing Your Task Duration Estimates
  • Smoothing the Resource
  • Chapter 8: Planning for Other Resources and Developing the Budget
  • Determining Physical Resource Needs
  • Preparing a Budget
  • Chapter 9: Planning at Different Times and Levels
  • Putting the Main Structure in Place
  • Working with Planning Levels
  • Chapter 10: Dealing with Risk and Uncertainty
  • Understanding Risks and Risk Management
  • Working Through the Risk Cycle
  • Documenting Risk
  • Getting Some Help from Techniques
  • Chapter 11: Controlling Quality
  • Understanding the Effects of Getting Quality Wrong
  • Defining Quality
  • Striking the Quality Balance
  • Spotting Quality Game-Playing and Working to Prevent It
  • Achieving a Culture of Quality
  • Getting On Top of Quality in Your Project
  • Delivering At the Right Level
  • Reviewing Products
  • Part 3: Putting Your Management Team Together
  • Chapter 12: Organising the Project
  • Designing the Project Organisation
  • Defining Organisational Structures
  • Chapter 13: Working With Teams and Specialists
  • Looking At the Team in Context
  • Working with Team Leaders
  • Accepting That People Are Different
  • Thinking About Suitable Team Members
  • Considering Performance
  • Working with Senior Staff
  • Working with Technical Specialists
  • Working with Supplier Teams
  • Dealing With Discipline
  • Changing Staff
  • Chapter 14: Being an Effective Leader
  • Practising Management and Leadership
  • Knowing What Motivates and What Demotivates
  • Developing Your Teams
  • Stoking the Boilers
  • Part 4: Steering the Project to Success
  • Chapter 15: Tracking Progress and Staying in Control
  • Understanding What Underpins Effective Progress Control
  • Harnessing Product Power for Progress Control
  • Taking Action When Things Go Off Track
  • Monitoring Work Effort and Costs
  • Dealing with Change and Avoiding Scope Creep
  • Handling Bad News
  • Chapter 16: Keeping Everyone Informed
  • Looking At Communications Failure
  • Communicating Effectively
  • Choosing the Appropriate Medium
  • Preparing a Communications Plan
  • Chapter 17: Closing Your Project
  • Staying the Course to Completion
  • Planning Closure
  • Providing a Good Transition for Team Members
  • Reviewing the Project
  • Planning for Things After the Project
  • Part 5: Taking Your Project Management to the Next Level
  • Chapter 18: Outlining the Cyclical (Agile) Approach
  • Understanding the Difference Between Linear and Cyclical Approaches
  • Seeing Beyond the Hype
  • Implementing a Cyclical Approach
  • Choosing The Right Approach for Your Project
  • Chapter 19: Managing Multiple Projects
  • Talking the Talk
  • Deciding on a Programme
  • Managing a Portfolio
  • Chapter 20: Using Technology to Up Your Game
  • Using Computer Software Effectively
  • Having Your Head in the Cloud
  • Getting Really Good Stuff for Free
  • Supporting Virtual Teams with Communication Technology
  • Saving Time with Software
  • Being Artificially Intelligent
  • Chapter 21: Monitoring Project Performance with Earned Value Management
  • Understanding EVM Terms and Formulas
  • Working with Ratios and Formulas
  • Investigating Variances
  • Deciding What to Measure for EVM
  • Chapter 22: Project Governance and Why It’s Really Important
  • Seeing Why It’s a No-brainer
  • Looking At Other Guidance
  • Understanding What’s Involved
  • Understanding the Organisational Level
  • Checking an Individual Project
  • Maintaining the ‘Big Divide’
  • Coordinating Your Project Training
  • Part 6: The Part of Tens
  • Chapter 23: Ten Questions to Ask Yourself as You Plan Your Project
  • What Are the Objectives of Your Project?
  • Who Do You Need to Involve?
  • What Will You Produce?
  • What Constraints Must You Satisfy?
  • What Assumptions Are You Making?
  • What Work Has to Be Done?
  • When Does Each Activity Start and End?
  • Who Will Perform the Project Work?
  • What Other Resources Do You Need?
  • What Can Go Wrong?
  • Chapter 24: Ten Tips for Writing a Convincing Business Case
  • Starting with a Bang
  • Spelling out the Benefits Clearly
  • Pointing Out the Non-quantifiables
  • Being Prudent
  • Considering Three-point Estimating
  • Making Sure Benefits Aren’t Features
  • Avoiding Benefits Contamination
  • Making Sure You Can Deliver Benefits
  • Supplying Evidence or Referencing It
  • Using Appendices
  • Chapter 25: Ten Tips for Being a Better Project Manager
  • Being a ‘Why’ Person
  • Being a ‘Can Do’ Person
  • Thinking about the Big Picture
  • Thinking in Detail
  • Assuming Cautiously
  • Viewing People as Allies Not Adversaries
  • Saying What You Mean, and Meaning What You Say
  • Respecting Other People
  • Acknowledging Good Performance
  • Being a Manager and a Leader
  • Index
  • About the Author
  • Connect with Dummies
  • End User License Agreement