The project management book / Richard Newton.
The Project Management Book addresses the real-life scenarios and issues that anyone responsible for managing a project is likely to face on a day to day basis. It provides solutions to the everyday issues involved in managing projects, including: Defining your project Understanding your role as a...
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| Online Access: |
Full Text (via O'Reilly/Safari) |
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| Main Author: | |
| Format: | eBook |
| Language: | English |
| Published: |
Harlow, England ; New York :
Pearson,
©2013.
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| Subjects: |
MARC
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| 100 | 1 | |a Newton, Richard, |d 1964- |1 https://id.oclc.org/worldcat/entity/E39PBJgH7ycQy4qMXpvBBkrQbd | |
| 245 | 1 | 4 | |a The project management book / |c Richard Newton. |
| 260 | |a Harlow, England ; |a New York : |b Pearson, |c ©2013. | ||
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| 588 | 0 | |a Print version record. | |
| 500 | |a Includes index. | ||
| 505 | 0 | |a Cover -- Contents -- About the author -- Preface -- Introduction -- Part 1: The foundations -- Projects -- Project management -- The role of the project manager -- Customers, clients and users -- Part 2: Setting up your project -- Defining your project -- Objectives, deliverables and tasks -- Building a plan -- Estimating and resourcing -- Part 3: Utilising the team, sponsor and stakeholders -- The high-performance project team -- Global and offshore teams -- The effective sponsor -- A productive stakeholder community -- Part 4: Delivering the project -- Managing progress: perform, deliver, accomplish -- What project managers need to know -- Understanding project risk -- Value-added project reporting -- Part 5: Practical project management -- Making risk management real -- The temptaions and costs of multi-tasking -- The right and wrong uses of the plan on a page -- Audit, assure, control or coach the project? -- Part 6: The project environment -- Prioritisation -- The culture of delivery -- The limits to planning and prediction -- Dealing with external problems -- Part 7: Integrated project management -- The strengths and limits of project management -- Bridging the divide: project and change managers -- From delivery to benefits realisation -- The lessons from lean and six sigma -- Part 8: Aligning projects to business needs -- Hight-speed project management -- Delivering in a cost-constrained environment -- Optionality in projects -- Who has a valid interest in the project? -- Part 9: Challenging projects -- Taking over the project no-one is running -- Not seeing the wood for the trees -- The customers who do not know what they want -- Delivering in times of change -- Part 10: The improving project manager -- Learning from projects -- Best practice, continuous improvement and accreditation -- Adopting a new project management approach. | |
| 505 | 8 | |a Building a project delivery capability -- Glossary -- Index. | |
| 520 | |a The Project Management Book addresses the real-life scenarios and issues that anyone responsible for managing a project is likely to face on a day to day basis. It provides solutions to the everyday issues involved in managing projects, including: Defining your project Understanding your role as a project manager Dealing with external problems Learning from Lean and Six Sigma Delivering projects in times of change It also includes a handy glossay of project management jargon. | ||
| 650 | 0 | |a Project management. | |
| 650 | 0 | |a Project management |x Evaluation. | |
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| 650 | 7 | |a Project management |x Evaluation |2 fast | |
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