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"This book offers authoritative research on the fundamental theory, practice, and implementation of very large successful IT projects in organizations"--Provided by publisher.
The application of project management techniques is considered standard practice in today's business environment. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think yet, the difference in the return on value can be quite significant. Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business's organizational structure, and politics. As these forces add to a project's complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies. Managing Complex Projects delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today's project manager, including: Dealing with multiple virtual teams located around the world Working with partners and stakeholders that may have limited project management tools and experience Adjusting to long-term projects in which the stakeholders may change Managing projects where stated goals and objectives differ among stakeholders This book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on complex projects by combining "hard" skills, such as risk management and scheduling, with "soft" skills that focus on interpersonal communication. Managing Complex Projects serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.
The Right Projects Done Right! reflects the advances that have been made since the concern for managing multiple projects in organizations first emerged more than a decade ago. This book includes findings and solutions that address three vital questions: Has the right portfolio of projects been chosen to ensure that company strategy is implemented successfully? Have the right projects with the right scope been selected as candidates for the portfolio? Are the projects managed well? Dinsmore and Cooke-Davies help managers answer these questions by providing them with the information they need to implement an enterprise-wide project management environment.
No longer restricted to the engineering industry, project management has at long last crossed over to mainstream business. Project Management for Business Professionals is the definitive reference on the essentials of contemporary project management. Featured here are some of the foremost practitioners and researchers from academia, consulting, and private industry, sharing their various areas of project management expertise and providing a wide range of perspectives on everything from risk management to resource planning to ethics management. Focusing on both the technical and human sides of the field, this unique resource follows the main points of the "project management body of knowledge"-the certification standard of the Project Management Institute. The experts address the procedures and processes for planning and managing projects and explore project team/group dynamics, examining the interpersonal relations and the political and organizational considerations that can impact a project.
Beginning with a broad overview of project management and different stages of implementation, this volume provides a practical guide to managing large and small projects. Focusing on projects in their organizational context, Frame offers strategies for coping with organizational issues, improving managerial efficacy by paying more attention to people involved in the project, and securing cooperation from team members. He also examines ways to improve identification of end-user needs and to define requirements more effectively. Frame concludes with a discussion of planning and control tools, such as work-breakdown structure, the Gantt chart, schedule network, earned value approach, gap analysis, and the bureaucratic milestone review technique. ISBN-1-555-42031-1 : $21.95.
When it comes to project management, success lies in the details. This book walks managers through every step of project oversight from start to finish. Thanks to the book's comprehensive information on everything from planning and budgeting to team building and after-project reviews, managers will master the discipline and skills they need to achieve stellar results without wasting time and money.
For organizations to thrive, indeed to survive, in today's global economy, we must find ways to dramatically improve the performance of large-scale projects. Applying the concepts of complexity theory can complement conventional project management approaches and enable us to adapt to the unrelenting change that we ignore at our own peril. Managing Complex Projects: A New Model offers an innovative way of looking at projects and treating them as complex adaptive systems. Applying the principles of complexity thinking will enable project managers and leadership teams to manage large-scale initiatives successfully. • Explore how complexity thinking can be used to find new, creative ways to think about and manage projects • Diagnose complexity on a wide range of projects — from small, independent, short projects to highly complex, longer projects • Understand and manage the complexity of the business problem, opportunity, solution, and other dimensions that come into play when managing large-scale efforts Use the Project Complexity Model to determine the most effective approach to managing all aspects of a project based on the level of complexity involved.
Business organizations are highly successful at delivering 'business as usual'; the day-to-day tasks of managing customer transactions, marketing and production activities, and motivating employees. But there is a growing requirement for such organizations also to deliver business change projects successfully. 'Business as usual organizations' represent a particularly challenging environment for achieving this because of the fundamentally different mindset and culture required to deliver projects in this context. Tim Carroll's book provides an authoritative guide to improving project delivery in such organizations by: ¢ building a project management capability and culture that is appropriate to BAU organizations; ¢ aligning projects more closely with the strategic agenda of the organization, through the use of programmes; ¢ using portfolio management to improve this alignment and ensure the effectiveness of project investments; ¢ demonstrating the business context for projects and their contribution to the organization's agenda of strategic change. The author argues convincingly that project management hasn't travelled well from its traditional roots in construction and engineering to business-as-usual organizations. New approaches are called for, in particular to embed project delivery capabilities more deeply within the organization rather than treat it as a specialist discipline. This is a 'must-read' book to help managers responsible for strategy and change in all business-as-usual organizations (such as banks, insurance, business and consumer service companies, hospitals, local and national government) to realize the value that project management can bring to the long-term development of their organization.
This comprehensive exploration of the project management process presents the tools, steps, and processes of project management and uncovers the critical thinking -- the why -- vital to project management excellence. Incorporating Kepner-Tregoe?s renowned and effective problem-solving and decision-making processes, the book guides you through the core activities of project management?planning, solving problems, making decisions, and assessing risk. It positions projects within an organization?s "performance environment," an understanding of which is essential for effective team performance and alignment. Offering a combination of overarching insights into organizational dynamics, as well as specific processes and practices for effective management, this is a resource no project leader -- and no project team member -- should be without.
Project Management for Engineering, Business and Technology is a highly regarded textbook that addresses project management across all industries. First covering the essential background, from origins and philosophy to methodology, the bulk of the book is dedicated to concepts and techniques for practical application. Coverage includes project initiation and proposals, scope and task definition, scheduling, budgeting, risk analysis, control, project selection and portfolio management, program management, project organization, and all-important "people" aspects—project leadership, team building, conflict resolution, and stress management. The systems development cycle is used as a framework to discuss project management in a variety of situations, making this the go-to book for managing virtually any kind of project, program, or task force. The authors focus on the ultimate purpose of project management—to unify and integrate the interests, resources and work efforts of many stakeholders, as well as the planning, scheduling, and budgeting needed to accomplish overall project goals. This sixth edition features: updates throughout to cover the latest developments in project management methodologies; a new chapter on project procurement management and contracts; an expansion of case study coverage throughout, including those on the topic of sustainability and climate change, as well as cases and examples from across the globe, including India, Africa, Asia, and Australia; and extensive instructor support materials, including an instructor’s manual, PowerPoint slides, answers to chapter review questions and a test bank of questions. Taking a technical yet accessible approach, this book is an ideal resource and reference for all advanced undergraduate and graduate students in project management courses, as well as for practicing project managers across all industry sectors.