The project workout : the ultimate handbook of project and programme management

The project workout the ultimate handbook of project and programme management

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 a business forward.

Detalles Bibliográficos
Otros Autores: Buttrick, Robert, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Harlow, England : FT Prentice Hall [2009]
Edición:4th ed
Materias:
Project management.
Libros electrónicos.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627583106719
Tabla de Contenidos:
  • 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.

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