Making it happen a non-technical guide to project management
Making It Happen: A Non-Technical Guide to Project Management provides a fresh and clear approach to project management. Written in the form of a novel, it covers the basics of project management in a friendly, interesting, and memorable way. Will Campbell, a reasonably competent middle manager, is...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Toronto ; New York :
J. Wiley
1998.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627655006719 |
Tabla de Contenidos:
- Title; Copyright; Contents; Preface; PART ONE: Genesis; Chapter 1: Sink or Swim; The Company; The New Product; The Project Manager; Chapter 2: Grasping the Scope; The First Cost Estimate; Gathering Courage; What is the Problem?; Chapter 3: What is a Project?; Discovering Perspective; Chapter 4: The Team Meets; Trying to Set Goals; A Variety of Answers; Chapter 5: Sifting Through the Mess; Chapter 6: Asking the Right Questions; Chapter 7: Writing the Objective Statement; Chapter 8: The Project Manager Faces the Board; The Board Has Questions; The Project Has a Sponsor; Setting the Schedule
- PART TWO: The Project TeamChapter 9: The Team's Roles; The Sponsor; The Feasibility Analyst; The Project Manager; The Designer, Implementer, User's Representative, and Project Administrator; A Contest of Convictions; Assigning the Roles; Chapter 10: Company Politics; Keeping the Sponsor Happy; PART THREE: The Design Phase; Chapter 11: What is Design, and How Long Does it Take?; Chapter 12: Organizing the Design Process; Design Steps and the Schedule; When is the Design Complete?; Keeping the Sponsor Informed; Chapter 13: The User's Needs; The Revised Objective Statement
- Chapter 14: Charts, Costs, and Other PuzzlesCoping with Delays; Making Adjustments; Chapter 15: More Problems with Schedules; Completing the Design; PART FOUR: Execution Planning; Chapter 16: Tasks; A Simple Set of Tasks; Grasping the Logic; Chapter 17: A Dependency Chart; Changing Perspective; A Float; The Critical Path; When is a Task a Task?; As Complicated as it Needs to Be; Chapter 18: Finding and Fixing Mistakes; Delivering What's Wanted; Rearranging the Information; Signing Off the Execution Plan; PART FIVE: Execution; Chapter 19: Altering Plans; Scope, Schedule, Costs, and Quality
- CrashingChapter 20: On a Crash Course; The New Schedule, the New Budget; A Contractor with an Opinion; Who Gets Rewarded?; Chapter 21: A New Assignment; Doing this One Right; The Launch; PART SIX: The Review Process; Chapter 22: Assessing Assignments; Another Assignment?; The Team Wraps Up; PART SEVEN: The Project Manager's Survival Manual; Chapter 23: Recording the Fundamentals; This is a Manual?; The Survival Manual for Project Managers; PART EIGHT: New Frameworks; Chapter 24: Checking Assumptions; Defining Quality; Other Techniques; Epilogue
