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An excellent resource for practitioners, reflecting good practice in managing projects.
– Prof. Darren Dalcher, Director, National Centre for Project Management; Professor, University of Hertfordshire Business School
This book will get experienced project managers to the next level.
– Charles Chang FBCS CITP
Clear guidelines for decision-making at critical times. Readers will gain much by reading this book before, during and after a project journey.
– W. G. (Bill) Hewett FACS CP, Independent IT and Services Professional
Description: Project set-up and a thorough understanding of the business context are vital to project success. This book will empower experienced project managers and their business counterparts to understand and manage the risks of challenging business change projects. Providing principles and guidance that can be adapted and applied to different situations, it will show project managers and owners how to guide difficult projects home when mere excellence of technique or blind adherence to procedures would leave them at sea.
The book’s primary focus is large business change projects that have a core IT component and a significant dependency on team competence.
Follows the process from planning to successful completion
Success and failure – what they really mean in business change projects
Covers discipline in preparation, execution and completion
Solid advice on consent, stakeholder participation and risk management
Contents: INTRODUCTION • Who this book is for • Definitions • Our main themes • What to expect in the following chapters • In summary
THE BUSINESS CONTEXT FOR SUCCESS • Defining success • How business context characterises success • The nature of success • Benefits: tests of success • Planning for risks • Managing expectations • Making a success out of necessity
ENABLING SUCCESS • Project objectives
DESIGNING THE PROJECT • Scope and deliverables • Choosing the project manager and senior staff • Assessing the working environment • Project discipline • Communications • Standards and their effect on business consent • Planning for failure • In conclusion
MAKING A START • Business case sensitivity, assumptions and risks • Project pace • Standards, methods and tools • Staffing and resourcing • Acceptance • Project processes
PLAN, PLAN AND PLAN AGAIN • A plan as the ‘path to success’ • Layering of plans • Understanding a plan • Creating a project management plan (PMP) • The communications plan • Completion plan • Detailed planning • Re-planning: plan, plan and plan again
CHECK WHERE YOU ARE • Keeping time • Communication • Checking and acting on risks • Checking and acting on issues • What’s coming up?
DO UNTIL FINISHED • The critical aspects of execution • Other tasks you may have to do
DEALING WITH TROUBLE • Our knowledge of trouble • First indications of trouble • Lines of defence • Lessons learned • Severe trouble • Sources of trouble • Dealing with the consequences
CAPTURING SUCCESS AND MOVING ON • Completing and closing the project • Learning the lessons
CONCLUDING LESSONS • How can projects succeed? • Why do projects fail? • The lessons
APPENDIX A: WORK BREAKDOWN STRUCTURE • Work Breakdown Structure example • Brief description of WBS entries – budgets allocated by category
APPENDIX B: A NOTE ABOUT PROJECT PLANS • Other management plans
APPENDIX C: THE MOSCOW RULES FOR CATEGORISING REQUIREMENTS • Cost-plus contracts • References • Index ISBN - 9781780171609
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Pages : 238
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