Project Management Book, The

 

 

Preface

 

Introduction

 

PART 1: THE FOUNDATIONS

Projects

Project management

The role of the project manager

Customers, clients and users  

 

PART 2: SETTING UP YOUR PROJECT

Defining your project

Objectives, deliverables and tasks

Building a plan

Estimating and resourcing

 

PART 3: UTILISING THE TEAM, SPONSOR AND STAKEHOLDERS

The high-performance project team

Global and offshore teams

The effective sponsor

A productive stakeholder community

 

PART 4: DELIVERING THE PROJECT

Managing progress: perform, deliver, accomplish

What project managers need to know

Understanding project risk

Value-added project reporting

 

PART 5: PRACTICAL PROJECT MANAGEMENT

Making risk management real

The temptations and costs of multi-tasking

The right and wrong uses of the plan on a page

Audit, assure, control or coach the project?

 

PART 6: THE PROJECT ENVIRONMENT

Prioritisation

The culture of delivery

The limits to planning and prediction

Dealing with external problems

 

PART 7: INTEGRATED PROJECT MANAGEMENT

The strengths and limits of project management

Bridging the divide: project and change managers

From delivery to benefits realisation

The lessons from lean and six sigma

 

PART 8: ALIGNING PROJECTS TO BUSINESS  NEEDS

High-speed project management

Delivering in a cost-constrained environment

Optionality in projects

Who has a valid interest in the project?

 

PART 9: CHALLENGING PROJECTS

Taking over the project no-one is running

Not seeing the wood for the trees

The customers who do not know what they want

Delivering in times of change

 

PART 10: THE IMPROVING PROJECT MANAGER

Learning from projects

Best practice, continuous improvement and accreditation

Adopting a new project management approach

Building a project delivery capability

 

GLOSSARY

INDEX