The project workout : the ultimate handbook of project and programme management /
Robert Buttrick.
Bok Engelsk 2009 · Electronic books.
| Annen tittel | |
|---|---|
| Omfang | 1 online resource (xxvi, 530 p.) : : ill.
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| Utgave | 4th ed.
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| Opplysninger | Includes index.. - Cover -- The Project Workout -- Contents -- List of Project Workouts -- Foreword by Robert Heller -- Acknowledgments -- Preface to the Fourth Edition by Ian Livingston -- Introduction -- Part One: Challenges To Be Faced -- Challenges We Need to Face -- Problems, more problems -- Initiatives fail, are cancelled or never get started - why? -- Advice the Best Organisations Give Us -- The study -- The lessons and their implications -- But we're different! - organisational context -- Conclusion -- Part Two: A Walk Through a Project -- The Project Framework: An Overview of its Gates and Stages -- Projects as vehicles of change -- Internal and customer-facing projects -- Stages and gates -- The project framework -- Some key questions -- How can I apply the framework? -- Who Does What? -- The players -- The Proposal: Identify the Need! -- Overview -- Key deliverable -- Process steps -- The Initial Investigation Stage: Have a Quick Look at It! -- Overview -- Key deliverables -- Process steps -- The Detailed Investigation Stage: Promising... Let's Have a Closer Look -- Overview -- Key deliverables -- Process steps -- The Develop and Test Stage: Do It! -- Overview -- Key deliverables -- Process steps -- The Trial Stage: Try It Out -- Overview -- Key deliverables -- Process steps -- The Release Stage: Let's Get Going! -- Overview -- Key deliverable -- Process steps -- The Post-Implementation Review: How Did We Do? -- Overview -- Key deliverable -- Applying the Staged Framework -- Four types of project -- Fittingin to the staged framework -- Small stuff, or 'simple' projects -- Agile or rapid projects -- 'Just do it' projects - loose cannons -- Big stuff, or projects and subprojects -- Work packages -- The extended project life cycle -- A Few Related Projects: Simple Programmes -- Simple programmes -- Sharing projects - interdependencies.. - Part Three: Dealing with Many Projects -- Portfolios of Projects -- The Business Programme -- What's different about Business Programme management? -- Managing the portfolio -- Prerequisites for effective portfolio management -- There are Too Many Projects to Do! -- Principles for selecting projects -- Project authorisation -- Selecting the right projects -- Far too many projects! -- Putting the brakes on -- Have I Got the Resources? -- Conditions for total resource planning -- White space - the freedom to change -- How can I meet the three conditions? -- How detailed does resource forecasting need to be? -- An Environment for Managing Your Portfolio -- New structures for old -- Support offices -- The tools to help it work - systems -- Lists - keeping tabs on your projects -- Harnessing web technology -- What would such a system look like? -- Management accounting systems -- Putting your systems together -- Part Four: Making Projects Work for You -- Project Teams and Style -- Culture - the way we do things around here -- Project teams -- Leadership and influence -- I thought you were doing that! - accountability -- Project Setup -- How to go about it -- Set up the project team -- Prepare a project definition -- Prepare the project plan -- Define your project organisation -- Engage your stakeholders -- Managing Benefits -- Benefits and drivers -- Forecasting benefits -- Timing of benefits -- Managing the Schedule -- The project schedule -- Summary and detailed schedule plan -- Tracking progress toward your objectives -- Schedule reports -- Reports used when drafting a plan -- Report used to update the forecast -- Reports used for progress reporting -- So why are we nearly always late? -- Managing the Finances -- The financial plan -- Financial management controls -- Estimating the costs -- Authorisation to spend funds.. - Recording actual costs and committed costs -- Financial reporting -- Earned value -- Managing What Might Go Wrong (Or Right): Risks and Opportunities -- Considering possible risks and opportunities -- Addressing risk at the start of the project -- Addressing opportunities at the start of the project -- Monitoring once the project is in progress -- Tips on using the risk and opportunity log -- More sophisticated risk evaluation techniques -- Managing What Has Gone Wrong (or Right!): Issues -- What do we mean by 'issues'? -- When an issue is identified -- Tips on using the issues log -- Let's Do it Differently!: Change Control -- Controlling change -- The change control process -- Accountabilities for change decisions -- The change request form -- Reviews and More Reviews -- Keeping sight of the objectives -- Review when a proposal is raised -- Review at the Detailed Investigation Gate -- Reviews during the project -- Project closure review -- Post-Implementation Review -- Recording agreement - quality reviews -- Closing the Project -- Project closure -- The closure report -- The closure meeting -- Closure actions -- Part Five: Implementing the Framework -- Implementing the Framework -- Advice from other organisations -- Corporate maturity -- Finding help in implementing a project's approach -- Justifiably different - tailoring -- A strategy for implementation -- Appendix A: Glossary -- Appendix B: A project process framework -- Index.. - This interactive text takes the reader step-by-step through project management, acting as a valuable executive companion to delivering successful projects and managing portfolios of projects to drive a business forward.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 0-273-72390-1. - 0-273-74527-1. - 1-282-52982-X. - 9786612529825
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| Hylleplass | HD69.P75 B885 2009
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