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Guide to Project Management: Getting it right and achieving lasting benefit, 2nd Edition

Book Description

A veteran project manager shares his proven approach to getting the job done right, on schedule and within budget—every time!

Each year companies initiate projects in hopes of improving their bottom-lines and gaining a competitive advantage. Unfortunately, a good percentage of those projects either never get off the ground or, if they do, never come to fruition. According to veteran project manager, Paul Roberts, more often than not, projects fail because of a lack of organization-wide commitment to their success and an unwillingness to invest in proper project management. In this updated second edition of his popular guide, Paul clearly shows why projects of any scale require that an entire organization contribute to achieving results. He outlines a proven approach for engaging all stakeholders in the project management process. And he walks you through the four steps essential for successful management: initiation, planning, delegation, and closing.

  • Author Paul Roberts has successfully managed projects at a variety of prestigious companies, including Pfizer and British Airways

  • Clearly demonstrates how and why investing in project management, especially in this economy, can help you avoid, or minimize the impact of, schedule delays and cost overruns

  • Offers expert advice and guidance on how to place project management a priority not just for the PM and project team, but organization-wide

  • Supplies a wealth of clearly, easy-to-use flow charts, diagrams, tables and other useful project management tools

Table of Contents

  1. Cover
  2. Contents
  3. Title
  4. Copyright
  5. Dedication
  6. Acknowledgements
  7. Introduction to second edition
  8. Introduction
  9. Chapter 1: The components of effective project management
    1. Selling the benefits
    2. Avoiding the risks
    3. What are a project’s characteristics?
    4. How can projects deliver change?
    5. What is a project?
    6. What is project management?
    7. The components of effective project management
  10. Chapter 2: Conceiving and prioritising projects
    1. Project identification by department
    2. Project identification by business objective
    3. A portfolio
    4. A programme
    5. When are projects identified?
    6. Articulating
    7. Balancing
    8. Commissioning
    9. The portfolio management team
    10. Resource pool management
    11. Matrix management
  11. Chapter 3: Project roles and responsibilities
    1. Who should be involved in managing a project?
    2. The stakeholder map
    3. The stakeholder matrix
    4. Project steering group
    5. Project manager
    6. Is the project organisation structure suitable?
    7. Developing a project management structure
  12. Chapter 4: Articulating the vision
    1. Identify the stakeholders
    2. Articulate the vision
    3. Promote and share the vision
  13. Chapter 5: Planning: risks and rewards
    1. The principles of planning
    2. Planning the benefits
    3. Planning for the unknown
    4. The risk register
  14. Chapter 6: Planning: quality
    1. The product breakdown structure
    2. The product flow diagram
    3. The product description
    4. Using product-based planning
    5. A means to an end
  15. Chapter 7: Planning: time and cost
    1. The link between products and tasks
    2. Estimating techniques
    3. Planning timescales and budgets
    4. Using the flexibility of the plan
    5. Resource levelling
    6. Project evaluation and review technique
    7. Ready to go?
  16. Chapter 8: Initiating projects
    1. The project life cycle
    2. The business case
    3. The business case – a summary
    4. The project governance report
    5. Project governance report – project plan
    6. The importance of the initiation stage
  17. Chapter 9: Project delivery
    1. Plan
    2. Delegate
    3. Monitor and report
    4. Control
    5. The importance of effective control
  18. Chapter 10: Support and assurance
    1. The need for, and benefits of, a support/assurance function
    2. Support and assurance definition report
    3. Defining, validating and implementing a support/assurance function
    4. A flexible function
  19. Chapter 11: Project closure and beyond
    1. Project closure
    2. Benefits realisation
    3. Project success
  20. Chapter 12: Embedding effective project management
    1. Establishing a case for change
    2. Obtaining a mandate for change
    3. Justifying the investment
    4. Delivering the change
    5. Enjoying the benefits
  21. Glossary
  22. Index