No-Drama project management avoiding predictable problems for project success
No-Drama Project Management: Avoiding Predictable Problems for Project Success is a book for project managers who want or need to be more effective. Having a project crash and burn is never a great situation, author Bart Gerardi explains, but it’s not a career buster—unless the failure appears on th...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New York :
Apress
2011.
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| Edición: | 1st ed. 2011. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628666906719 |
Tabla de Contenidos:
- Title page; Copyright page; Table of contents; About the Author; Acknowledgments; Preface; CHAPTER 1 The No-Drama Project Manager; Why We Run Projects; Why Roles Are Necessary; Role of the Project Manager; Role of the Project Team; Role of the Program Manager; Role of the PMO; Role of the Project Sponsor and/or Client; Summary; CHAPTER 2 Project Management Success; How to Irritate Your Program Manager; Failing at the Obvious; Being a Headache; Expected Problems in Client Management; Requirements; Prioritization; Change; Alignment; Assumptions; Identifying Stakeholders
- Expected Problems in Team ManagementCommunication; Planning; Preparing; Establishing Metrics; Project Roles; Not All Problems Are Expected; No-Drama Project Management; CHAPTER 3 Identify Requirements; Customer Identification; Top-Down Thinking vs. Bottom-Up Thinking; Outside-In Requirements Gathering; The Value of Focus; Communication Strategy; Sign-off; Formal Sign-off; Informal Sign-off; Following up; Summary; CHAPTER 4 Prioritize; The Importance of Prioritization; The True Critical Path; Prioritization Games; Pairwise Prioritization; The Value of Deprioritization; How to Deprioritize
- SummaryCHAPTER 5 Manage Change; The Importance of Change Management; Drivers of Change; The Business or Client Organization Has Changed; New Advances Make Your Project Obsolete; Changing Priorities of Your Client orOrganization; New Sales Channels; New Legislation; The Impact of Other Projects; Failure in Execution; Be Aware of the Situation; Be Aware of the People; Be Aware of the Project; Keeping Aligned; Summary; CHAPTER 6 Align with the Client; Why Alignment Is Important; Aligning with the Client; Aligning with the Team; Communicating Alignment; Understanding Differences
- Amount of AggressivenessRemaining Aligned; Summary; CHAPTER 7 Testing Assumptions; What Is an Assumption?; The Importance of Assumptions; How to Identify Assumptions; Pre-Project Assumptions; Assumptions Made by the Project Team; Level of Confidence; Avoiding Standard or Implicit Assumptions; Assumptions vs. Risk; Continually Testing and Tracking Assumptions and Risks; What to Do When an Assumption Is Wrong; Summary; CHAPTER 8 Identify DecisionMakers; Who Is Paying the Bill?; Who Is the Customer?; Who Has Signature Authority?; Any Other Influencers?; Does Anyone Want This to Fail?
- How to Manage StakeholdersSummary; CHAPTER 9 Communicate Effectively; The Importance of Communication; Differentiating Communication for Different Audiences; Communicating with the Internal Team; Communicating with the Extended Team; Communicating with Other Departments and Functions; Communicating with Executives and Clients; Challenges of Different Audiences; Treat Communication as a Project Deliverable; Communication Channels; Broadcast Communications; Individual Communications; Closed-Circuit Communication; Determining Whether You're Being Effective
- Other Benefits of Effective Communication
