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|Additional Physical Format:||Print version:
Guide to Project Management : Getting it Right and Achieving Lasting Benefit.
New York : Wiley, ©2013
|Material Type:||Document, Internet resource|
|Document Type:||Internet Resource, Computer File|
|All Authors / Contributors:||
|ISBN:||9781118421710 111842171X 9781118417423 1118417429 9781118607831 111860783X|
|Notes:||The business case.|
|Description:||1 online resource.|
|Contents:||Guide to Project Management: Getting It Right and Achieving Lasting Benefit; Copyright; Contents; Acknowledgements; Introduction to second edition; Introduction; 1: The components of effective project management; Selling the benefits; Avoiding the risks; What are a project's characteristics?; How can projects deliver change?; What is a project?; What is project management?; The components of effective project management; Project sponsors and owners; A systemised approach; Project oriented resources; Portfolio management and prioritisation; Strong initiation; Education and training. Competent project managersSupport, mentoring and coaching; Project assurance; Support/assurance function; Support tools; Benefits reviews; 2: Conceiving and prioritising projects; Project identification by department; Project identification by business objective; A portfolio; A programme; When are projects identified?; Articulating; Balancing; Balancing resource supply and demand; Balancing the selection of projects; Commissioning; The portfolio management team; Resource pool management; The free market; The regulated market; Matrix management; Head of project management. 3: Project roles and responsibilitiesWho should be involved in managing a project?; The stakeholder map; The stakeholder matrix; Project steering group; Project manager; Is the project organisation structure suitable?; Developing a project management structure; Development and implementation of a computer system; An office move; A conference; A time management solution; 4: Articulating the vision; Identify the stakeholders; Commercial/strategic managers; Users; Specialists; Articulate the vision; Ask the stakeholders what they are expecting; Ask the stakeholders what matters most. Identify contradictions and broker compromisesCapture and secure the vision; An example of a vision; Promote and share the vision; 5: Planning: risks and rewards; The principles of planning; Planning and control; Refining the plan; Breaking a project into stages; Building in contingency; Management by exception; Planning the benefits; Quantifying benefits; Cost/benefit analysis; Discounted cash flow; Internal rate of return; Financial dependency network; Planning for the unknown; Identify; Qualify; Evaluate; Mitigate; The risk register; 6: Planning: quality; The product breakdown structure. The product flow diagramThe product description; Title; Purpose; Composition; Derivation; Format; Audience; Quality criteria; Quality method; Using product-based planning; A means to an end; 7: Planning: time and cost; The link between products and tasks; Estimating techniques; Top down and bottom up; The Delphi technique; Analogy; Work distribution; Standard project/product; Productivity; Planning timescales and budgets; Using the flexibility of the plan; Resource levelling; Project evaluation and review technique; Ready to go?; 8: Initiating projects; The project life cycle.|