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The Project Manager: Mastering the Art of Delivery, 2nd Edition
- By Richard Newton
- Published Apr 23, 2009 by FT Press.
Book
- This product currently is not for sale.
Description
- Copyright 2009
- Pages: 328
- Edition: 2nd
- Book
- ISBN-10: 0-273-72342-1
- ISBN-13: 978-0-273-72342-4
Processes don't drive projects; people do.
Successful project management is ultimately about effective communication, and more broadly, effective people management. Most books, however, deal largely with process - the mechanical, methodological side, and play down the human side.
The Project Manageris a fresh approach to project management: it moves beyond the formal methodologies and techniques to shed light on the core skills that will make you a great project manager. It puts the project manager centre stage and provides you with an invaluable set of experience-based lessons, tips, and advice to help you consistently deliver the results you want.
Whether you are a project manager yourself, or someone who works with or recruits project managers, this book will be essential reading.
DISCOVER WHAT YOU NEED TO KNOW AND DO TO BE A GREAT PROJECT MANAGER
Sample Content
Table of Contents
Contents
Preface ix
Introduction
The secret art
Why read this book?
A brief word on job titles
Work-streams, projects, programmes and portfolios
A short overview of the contents
1 Some basics
What is a project? What is project management?
What is a project manager?
Who are projects for?
What is success?
2 Listening and talking
The most important chapter in the book
Your audience – whom you must listen and talk to
Listening – learning to understand what the customer wants
Communicating with your audience
3 What actually is your project?
The importance of understanding scope
The key scoping questions
4 Some key traits
The sense of ownership and involvement
Good judgement – project management style
Project management judgements – summary
A touch of creativity
5 Getting your project started
Planning
Estimating
Resourcing
Budgeting
Thinking about contingency and risk
Mobilising
Projects in the real world – common practical issues to overcome
6 Personal styles
Styles to avoid
Styles to encourage
7 Managing your project
What should you manage?
How do you know to take management action?
How should you manage?
Change control and management
Decision making
8 The team
Getting the best from the project team
9 The limits of knowledge
The generalist vs the specialist
What should project managers not do?
Specialist skills that should be recognised as not being the project manager’s job
10 The mechanics of project management
The project manager’s toolkit
What more can you learn?
11 Knowing when to say ‘no’
When do you actually need a project manager?
Knowing the danger signals<