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THE PROJECT MANAGER MASTERING THE ART OF DELIVERY 2ND EDITIONNEWTON R.wydawnictwo: FT/PH , rok wydania 2009, wydanie IIcena netto: Successful project management is ultimately about effective communication, and more broadly, effective people management. Most books, however, deal largely with process - the mechanical, methodological side, and play down the human side. The Project Manageris a fresh approach to project management: it moves beyond the formal methodologies and techniques to shed light on the core skills that will make you a great project manager. It puts the project manager centre stage and provides you with an invaluable set of experience-based lessons, tips, and advice to help you consistently deliver the results you want. Whether you are a project manager yourself, or someone who works with or recruits project managers, this book will be essential reading. DISCOVER WHAT YOU NEED TO KNOW AND DO TO BE A GREAT PROJECT MANAGER Consistently deliver exceptional projects on time and to budget Whether you are just starting out in project management, or have a few years under your belt and want to achieve real mastery, The Project Manager will deliver. This fully updated second edition covers:
Richard Newton specialises in complex change problems, helping companies to improve change and project management capabilities. Through his work, whether in strategic, operational or project roles, Richard advocates simple yet highly structured approaches. Richard splits his time between running his company, Enixus Ltd, and writing. Richard has also written Managing Change, Step by Step and The Project Manager’s Book of Checklists Table of Contents Preface ix Introduction The secret art Why read this book? A brief word on job titles Work-streams, projects, programmes and portfolios A short overview of the contents 1 Some basics What is a project? What is project management? What is a project manager? Who are projects for? What is success? 2 Listening and talking The most important chapter in the book Your audience – whom you must listen and talk to Listening – learning to understand what the customer wants Communicating with your audience 3 What actually is your project? The importance of understanding scope The key scoping questions 4 Some key traits The sense of ownership and involvement Good judgement – project management style Project management judgements – summary A touch of creativity 5 Getting your project started Planning Estimating Resourcing Budgeting Thinking about contingency and risk Mobilising Projects in the real world – common practical issues to overcome 6 Personal styles Styles to avoid Styles to encourage 7 Managing your project What should you manage? How do you know to take management action? How should you manage? Change control and management Decision making 8 The team Getting the best from the project team 9 The limits of knowledge The generalist vs the specialist What should project managers not do? Specialist skills that should be recognised as not being the project manager’s job 10 The mechanics of project management The project manager’s toolkit What more can you learn? 11 Knowing when to say ‘no’ When do you actually need a project manager? Knowing the danger signals Constructively killing projects off Just say ‘no’ 12 The wider context Strategy and projects Operations and projects Programme management Portfolio management Change management Benefits management Governance 13 Closing thoughts Quick reference guide – summary contents Index 328 pages, Paperback
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