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Project Workout : the ultimate handbook of project and programme management.

Author: Robert Buttrick
Publisher: Pearson Education UK, 2011.
Edition/Format:   eBook : Document : English : 4th edView all editions and formats
Summary:
""An important book, taking a lead role in growing a new generation of professional project managers."" Oded Cohen, The Goldratt Institute. Put yourself and your business through the Project Workout #x96; learn to direct and manage the programmes and projects that will deliver results, drive change and improve the health of your business. Project Workout shows you how to:Identify and overcome common  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Buttrick, Robert.
Project Workout : The ultimate handbook of project and programme management.
: Pearson Education UK, ©2011
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Robert Buttrick
ISBN: 9780273723905 0273723901
OCLC Number: 1015864654
Description: 1 online resource (557 pages)
Contents: 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.

Abstract:

""An important book, taking a lead role in growing a new generation of professional project managers."" Oded Cohen, The Goldratt Institute. Put yourself and your business through the Project Workout #x96; learn to direct and manage the programmes and projects that will deliver results, drive change and improve the health of your business. Project Workout shows you how to:Identify and overcome common challengesMeasure critical success factors in any project Master a staged framework for managing a project Set up your project and manage the team, the schedule, the finances and the risks Develop the s.

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