Covering everything from individual projects to programs and strategic alignment, it addresses: Project initiation and planning Communication and interpersonal skills Scheduling, budgeting and meeting business objectives Managing political and resource issues Implementing a PMO Measuring value and competencies.
The book compiles essays and advice from the field's top professionals and features new chapters on stakeholder management, agile project management, program management, project governance, knowledge management, and more. Updated with fresh examples, case studies and solutions to specific project management dilemmas, it remains an essential reference to the critical concepts and theories all project managers must master.
An informative introduction for those considering a career in project management Project Management JumpStart offers a clear, practical introduction to the complex world of project management, with an entertaining approach based on real-world application. Understand current project management methods and practices Explore project management from a practical perspective Delve into illustrative examples that clarify complex issues Test your understanding with challenging study questions Trillions of dollars are invested in various projects around the world each year, and companies have learned that investing in qualified project management professionals pays off in every aspect of the operation.
The best organizations, and even the best departments within organizations, have a roadmap: a clear vision of where they would like to be and the means by which they will get there.
This roadmap drives the everyday activity of the company as well as any change it makes both internally and externally. And it is what drives projects. In fact, it is arguable that success in business is almost wholly reliant on an ability to implement change effectively - whether it is a computer system that gives you the edge on your competitor, bringing a new product to market, adopting new ways of working, or completely redefining the approach your company takes.
Success and survival in business relies on change and the way that business implements change is through projects. Therefore, if you work in the world of business, sooner or later the chances are that you will be involved in a project, as a stakeholder, advisor, sponsor or possibly running it - as the project manager.
In The Everyday Project Manager, author and project management expert Jeremy Nicholls shares the key attributes and skills of successful project management and describes the practical skills that will enhance project delivery regardless of your level of experience. The skills and concepts detailed in this book can be easily understood and implemented. They are "everyday" that is, commonplace skills, but they are skills and the concepts that the best project managers use every day.
Each chapter details the concepts, practices, and tools that readers will use to build their proficiency in every phase of delivering a project efficiently and effectively. Project management has evolved into a forceful management approach that helps advancement to progress in strategic directions.
The systems help business and industries in their struggle to keep the purpose of their existence relevant amid changing customer needs and expectations. Author : Adedeji B. Author : Yanping Chen,J. Author : John M. Author : S. Author : Charles G. Author : Lawrence P. Author : Paul C. Author : M. Taking a systems approach to accomplishing goals and objectives, Project Management: Systems, Principles, and Applications covers contemporary tools and techniques of PM from an established pedagogical.
They feature high speed, high change, high complexity, high risk, and high stress. While traditional projects follow the classic model of ready, aim, fire, eXtreme project managers succeed by shooting the gun and then redirecting the bullet while not loosing sight of. Larry Leach is uniquely qualified to integrate CCPM and Lean practices in a practical way that works for all kinds of projects, large.
A comprehensive book on project management, covering all principles and methods with fully worked examples, this book includes both hard and soft skills for the engineering, manufacturing and construction industries. Ideal for engineering project managers considering obtaining a Project Management Professional PMP qualification, this book covers in theory and practice,.
Catalano for the last ten years has been consulting for the pharmaceutical industry. During his consulting he discovered that small businesses such as, generic, startups, and virtual companies do not have the budget or the resources to apply the computer software utilized in project management and therefore do not. This book is intended to train the readers in basic project management principles for directing the course of a project.
The hands-on approach presented in this book takes them through the necessary details for a good understanding of what to expect to complete a successful project. Users of this book. Organisations increasingly look to project management to deal with short timeframes, tight budgets, changing requirements and risk management in everyday operations, as well as for major strategic projects.
Project management knowledge and skills are now essential for professionals just about everywhere, from teachers, social workers and lawyers, to engineers, builders. The Practice Standard for Project Risk Management covers risk management as it is applied to single projects only.
KEy POINtS 4 Managers now ind that they are frequently involved in projects that are being managed using a formalized project management methodology. Many organizations also have their own deinition of what constitutes a project.
Whichever deinition you prefer does not really matter; the important thing is to be able to identify work that constitutes a project so that it can be properly managed.
Everything that an organization does can be categorized either as a project or process. A process is something that happens continually and has a low risk associated with it, whereas a project happens once and has a relatively high level of risk. To illustrate this, imagine an organization that has an annual staff appraisal process in which managers make a written assessment of their staff against criteria speciied by the HR department.
This is a process because even if the criteria change from year to year the procedure undertaken by everyone involved remains more or less the same.
It is perfectly logical for different organizations to see the same activity in a different way. For example, the supplier of the computer system may see this activity as a process because it is something that it does every time it sells a system.
Each time it does so, it gains more experience, which allows it to plan and execute future installations based on what it has learned previously. This distinction is important because project management is used where there is a high degree of uncertainty and risk because there is no experience of performing the activity. So in this scenario, The organization buying the system would treat it as a project. The vendor would treat it as part of a process.
The vendor would see it as a process that could be reined with each iteration in order to reduce costs and increase the quality. The distinction between projects and processes depends on whether the organization repeats an activity often enough for it to become routine. Once an activity is repeated often enough within an organization to become routine it is no longer considered a project—it becomes one of their many management processes.
Projects can be broadly classiied into engineering projects and management projects. Engineering projects encompass civil, electrical, and mechanical engineering and the inal deliverables are physical objects, for example a building, reservoir, bridge, reinery, or pre-production sample. Specialist companies or consortia invariably undertake these types of project.
To gain a greater understanding of the different functions within these type of projects look at the range of free PDF Project Management eBooks on this website. A broad range of organizations perform projects of this type, including: commercial companies, government departments, charities and NGOs Non Governmental Organizations , and other not-for-proit organizations.
The differences between these types of project are: Use of Specialist Staff Engineering projects almost always represent the day-to-day work of the organization. For example, a construction company will employ people who specialize in building ofice blocks, public buildings, houses, or roads.
Similarly, a manufacturing company will have design engineers to take a product from conception, through the design process and prototyping before the work is handed over to production engineers who will then be responsible for mass production. For example, a construction project may be held up by bad weather, the discovery of archaeological remains, or other unforeseen environmental problems. Speciication of Final Deliverable In the case of engineering projects the inal deliverable is usually speciied in detail at the beginning of the project because it will need to comply with existing standards or legislation.
If the deliverable is a mechanical or electronic part then it will need to it with the rest of the inished product. This is not usually the case with management projects where the exact form of the inal deliverable may not become clear until some of the work of the project has been done. It may also alter as the project develops, or in response to market research or other developments. Generally speaking, engineering projects and management projects are quite different things and our project management eBooks are aimed at managers undertaking management projects rather than engineering projects.
Project Management Perspectives Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve speciic goals.
A project is a temporary endeavor designed to produce a unique product, service or result with a deined beginning and end usually time-constrained, and often constrained by funding or deliverables , undertaken to meet unique goals and objectives, typically to bring about beneicial change or added value. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the constraints on scope, time, quality and cost.
Projects need to be managed to meet their objectives, which are deined in terms of expectations of time, cost, and quality. Consequently, a project manager must maintain focus on the relative priorities of time, cost, and quality with reference to the scope of the project. How the project its into the organization — This refers to both the project and the individuals who will be involved in it, including how their responsibilities are deined and how they interact with each other. How the project will evolve over time—This is referred to as the project life cycle and is the chronological sequence of activities that need to happen in order to deliver the project.
Whatever their differences, all projects will by deinition share a similar life cycle; they will all have a beginning, middle, and an end.
How does the project fit into the organization? How will it evolve over time? What skills are needed to successfully manage the project? This might sound unnecessarily complicated, but looking at a project from each of these three viewpoints will give you a much better understanding of the whole process than using any one of them individually.
To use an analogy: Imagine that a ship is travelling from London to New York. The organizational perspective would be concerned with which members of the crew were responsible for doing what and how they communicated and interacted with each other.
The life cycle of the voyage would be concerned with where the ship was and what it was doing at any point from the beginning to the end of the journey. The functional areas would be things like navigation, collision avoidance, routine maintenance, etc. Even though these activities would be taking place continuously and interdependently, it is still possible to think about them as discrete areas of knowledge. KEy POINtS 4 Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve speciic goals.
Their management structure is designed to support projects and everyone working in the organization is assigned to one or more projects. Examples include: Construction companies, Consulting organizations, Software developers, and Advertising agencies. Process Focused The day-to-day work of these organizations predominantly involves continually delivering products or services for external customers.
Their management structure is designed to support the process required to deliver the product or service to the end customer. In reality, even the most process-focused organizations will run occasional projects and some may have parts of the organization that are dedicated to project-based working.
The vast majority of the staff in public utilities electricity, gas, and water will be employed to provide an ongoing service to their customer base. But there will be some areas of the business concerned with physical or management infrastructure that are wholly project driven. For example: Staff responsible for the development of new information systems and those responsible for the construction of new physical infrastructure, like electrical substations and water treatment plants.
The extent to which your organization has the necessary assets and processes to conduct successful projects will play a signiicant role in your project costs and level of risk. The less experience it has, the higher your project costs will be and the greater degree of risk compared to a project-driven organization. Every organization is unique and these classiications are only useful in that they illustrate the fact that project management is likely to present more of a challenge in process- focused organizations than in those that are project focused.
It is better to think of organizational structures existing on a continuum as described below. This is not only more realistic but it allows us to begin thinking about how exactly the organizational structure will impact a project in practical terms. Each division is completely independent of the others and there is no mechanism to allow communication across divisions other than by going up the hierarchy to senior management who would then have to pass the decision down to the other divisions.
This type of structure makes producing a limited amount of products or services eficient and predictable, but would make it almost impossible to run a project that cut across divisional boundaries. A reinement of this structure is shown below and is referred to as a weak matrix. This is because although each division operates independently, they no longer have direct control over support functions like IT, inance, and human resources. This type of structure makes sense because these support functions do not need to be duplicated and can be shared between the divisions.
This saves money and enables the support departments to be bigger and employ more specialist staff. Books By Language. Books in Spanish. The Principles of Project Management. Edited by John R. Notify me. Description Features eight handbooks, published previously by the Project Management Institute PMI R , that have had significant impact on the project management profession and continue to have enduring value for today's project manager. These handbooks are collected in this one economical volume that belongs on every project manager's bookshelf.
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