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The project workout.

Author: Robert Buttrick
Publisher: Harlow : Financial Times Prentice Hall, 2009.
Edition/Format:   Print book : English : 4th edView all editions and formats

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  Read more...


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Document Type: Book
All Authors / Contributors: Robert Buttrick
ISBN: 0273723898 9780273723899 0273723901 9780273723905
OCLC Number: 919571862
Notes: This interactive text takes the reader step-by-step through project ma.
Description: xxvi, 530 pages
Contents: List of Project Workouts Foreword by Robert Heller Acknowledgments Preface to the Third Edition by Peter Ellwood Introduction Part One: Challenges To Be Faced1 Challenges We Need to Face Problems, more problems Initiatives fail, are canceled, or never get started why? 2 Advice the Best Companies Give Us The study The lessons and their implications But we're different!: organization context Conclusion Part Two: A Walk Through a Project3 The Project Framework: an Overview of its Gates and Stages Projects as vehicles of change Stages and gates The project framework Some key questions How can I apply the framework? 4 Who Does What? The players 5 The Proposal: Identify the Need Overview Key deliverable Process steps 6 The Initial Investigation Stage: Have a Quick Look at It! Overview Key deliverables Process steps 7 The Detailed Investigation Stage: Promising . . . Let's Have a Closer Look Overview Key deliverables Process steps 8 The Develop and Test Stage: Do It! Overview Key deliverables Process steps 9 The Trial Stage: Try It Out Overview Key deliverables Process steps 10 The Release Stage: Let's Get Going! Overview Key deliverable Process steps 11 The Post-Implementation Review: How Did We Do? Overview Key deliverable 12 Applying the Staged Framework Four types of project Fitting into the staged framework ; Small stuff, or "simple" projects Rapid projects "Just do it" projects: loose cannons Big stuff, or projects and subprojects Work packages 13 A Few Related Projects: Programs Programs Sharing projects: interdependencies Part Three: Dealing With Many Projects14 Portfolios of Projects The Business Program What's different about business program management? Managing the portfolio Prerequisites for effective portfolio management 15 There Are Too Many Projects to Do! Principles for selecting projects Project authorization Selecting the right projects Far too many projects! Putting the brakes on 16 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? 17 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 You18 Project Teams and Style Culture: the way we do things around here Project teams Leadership and influence I thought you were doing that!: accountability 19 Project Setup How to go about it Set up the project team Prepare a project definition Prepare the project plan Define your project organization Engage your stakeholders 20 Managing Benefits Benefits and drivers Forecasting benefits Timing of benefits 21 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? 22 Managing the Finances The financial plan Financial management controls Estimating the costs Authorization to spend funds Recording actual costs and committed costs Financial reporting Earned value 23 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 24 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 25 Let's Do It Differently!: Change Control Controlling change The change control process Accountabilities for change decisions The change request form &nbs26 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 27 Closing the Project Project closure The closure report The closure meeting Closure actions Part Five: Implementing the Framework28 Implementing the Framework Advice from other companies Corporate maturity Finding help in implementing a projects approach A strategy for implementation Appendix A Glossary Appendix B A project process framework Index


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