| 청구기호 |
HD69.P75 M66 2015eb |
| 형태사항 |
1 online resource.
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| 언어 |
English |
| 내용 |
Machine generated contents note: About the author -- Preface -- About this book -- Acknowledgements Introduction -- Part One Principles -- Introduction to Part 1: the four principles of successful project sponsorship -- 01 The first principle: share the business case -- It's the business result that counts -- Focus -- Basis for communication -- One-liner -- Business case categories -- The business case is not a document -- How does a business case come about? -- Stage transitions and changes -- How is the business case maintained -- Yardstick for success -- Benefi ts realization -- Summary -- Note02 The second principle: organize ownership -- Business management is accountable for project success -- Individual contribution -- Complementary principles -- Stakeholder interaction -- The project sponsor: business case owner -- The steering group -- The senior user -- The senior supplier -- Link to line management accountabilities -- Behaviour -- Teamwork -- The steering group: small is beautiful -- Individual responsibilities -- Summary -- Notes03 The third principle: focus on deliverables -- Go for the result -- Clear scope -- Examples of deliverables -- Ambiguous deliverables -- Projects with an unclear end deliverable -- Ghost deliverables -- Users are interested in deliverables, not in projects -- Ensuring quality -- Getting a grip on progress -- Getting a grip on cost -- Consistency -- Summary -- Note04 The fourth principle: empower the project manager -- Balanced relationship -- The project manager's responsibilities -- Commitment -- Management stages -- Management by exception -- Stage plan -- Reporting -- Fewer meetings? -- Check the business case -- Which management stages? -- Summary -- NoteSummary of Part 1 Part two Details -- Introduction to Part 2 05 A closer look at the steering group -- Who has to fulfil the project sponsor role? -- Who represents the users? -- Who represents the suppliers? -- Should an external supplier be a member of the steering group? -- Other roles -- Summary06 Directing the project manager -- Who provides the project manager? -- How do you recognize a good project manager? -- How do you empower the project manager? -- How do you keep the project manager under control? -- How do you keep an external supplier's project manager under control? -- Summary -- Notes07 Realizing the benefits -- How do you create benefit ownership? -- How do you direct benefit realization? -- The motivating force of benefit management -- The advantages of benefit management -- Summary -- Notes08 Achieving quality -- What is quality? -- What are key responsibilities regarding quality? -- What instruments does the steering group have to achieve quality? -- How to engage users in realizing quality effectively and efficiently -- Summary09 Dealing with uncertainties -- How do you ensure that risks are properly managed? -- How do you deal with changes? -- Summary -- Note10 Assessing documents -- How do you assess a business case? -- How do you assess a plan? -- How do you assess a performance report? -- How do you assess a change request? -- Summary -- Note11 Why do projects exceed their budget and what can you do about this? -- Opimism bias -- Increase in user insight -- Excessive specialist influence -- Changes in the project environment -- Insufficient project control -- Blind spots in the schedule -- Technical issues -- Parkinson's law -- Decision-making delays -- Suppliers forcing up prices -- Summary -- NoteSummary of Part 2 Part three Advancing project sponsorship in organizations -- Introduction to Part 3 12 The challenge -- Conflicting interests -- Lower status of project management -- Performance measurement -- 'The project manager is responsible' -- Business schools -- Project management literature -- Professional organizations -- Suppliers -- Project managers -- Summary -- 13 The approach -- Align with existing context -- Start where the momentum is -- Include all target groups -- Address several levels of personal change -- Improve benefit management -- Practice what you preach -- Work with authoritative trainers -- Continuous effort -- Summary -- Note14 Tips for training courses and workshops -- Training the board of directors -- Training the project sponsors and steering group members -- Training the project managers -- Training the auditors -- Training the controllers -- Steering group start-up meetings -- Summary -- NotesSummary of Part 3 Epilogue Appendix 1: PMBOK overview -- Appendix 2: PRINCE2 overview -- Appendix 3: Agile overview -- Appendix 4: Responsibilities and accountabilities -- Glossary -- References -- Index.
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| 주제 |
Project management.
BUSINESS & ECONOMICS / Project Management. --bisacsh
BUSINESS & ECONOMICS / Management. --bisacsh
BUSINESS & ECONOMICS / Leadership. --bisacsh
Project management. --fast --(OCoLC)fst01078797
BUSINESS & ECONOMICS / Industrial Management --bisacsh
BUSINESS & ECONOMICS / Management Science --bisacsh
BUSINESS & ECONOMICS / Organizational Behavior --bisacsh
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| ISBN |
9780749474256qelectronic bk.
0749474254 |
