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Managing Project Integration
by Denis F. Cioffi PhDApply today's best practices for managing information, processes and people to maximize success within the constraints of project cost, scope and schedule. Benefit from the most effective real-world methods and new tools, such as resource breakdown structures and new treatment of optimum duration, earned value, and integration. Plus, you'll explore a conceptual approach that will help you integrate the most crucial element for project success: people.
Managing Project Quality
by Timothy J. Kloppenborg PhD Joseph A. Petrick PhD, SPHRMake breakthroughs in project quality by combining project management with quality management - this books shows you how. Guiding you from project initiation through closure, the book provides a detailed stage-specific flowchart of activities correlated with appropriate tools to give you new power to meet customer expectations and institutionalize project quality.
Managing Project Risks
by Michael Edwards Peter J. Edwards Paulo Vaz SerraA comprehensive overview of project risk management, providing guidance on implementing and improving project risk management systems in organizations This book provides a comprehensive overview of project risk management. Besides offering an easy-to-follow, yet systematic approach to project risk management, it also introduces topics which have an important bearing on how risks are managed but which are generally not found in other books, including risk knowledge management, cultural risk-shaping, project complexity, political risks, and strategic risk management. Many new concepts about risk management are introduced. Diagrams and tables, together with project examples and case studies, illustrate the authors’ precepts and ideas. Each chapter in Managing Project Risks begins with an introduction to its topic and ends with a summary. The book starts by providing an understanding and overview of risk and continues with coverage of projects and project stakeholders. Ensuing chapters look at project risk management processes, contexts and risk drivers, identification, assessment and evaluation, response and treatment options, and risk monitoring and control. One chapter focuses entirely on risk knowledge management. Others explore the cultural shaping of risk, political risk in projects, computer applications, and more. The book finishes by examining the current state and potential future of project risk management. In essence, this book: Effectively communicates a conceptual and philosophical understanding of risk Establishes the nature of projects and the stakeholders involved in them Presents a systematic and logically progressive approach to the processes of project risk management Demonstrates how to recognize the drivers of project risks and the factors which shape them Emphasizes the importance of capturing and exploiting project risk knowledge Provides guidance about implementing and building (or improving) project risk management systems in organizations Managing Project Risks will benefit practitioners and students of project management across a wide range of industries and professions.
Managing Project Risks
by Michael Edwards Peter J. Edwards Paulo Vaz SerraA comprehensive and highly practical overview of project risk management emphasising pragmatic solutions and user-friendly methods without advanced mathematical techniques Managing Project Risks provides a comprehensive treatment of project risk management, offering a systematic but easy-to-follow approach. This book explores critical topics that influence how risks are managed, but which are rarely found in other books, including risk knowledge management, cultural risk-shaping, project complexity, political risks, and strategic risk management. The book commences with foundational concepts, providing an overview of risk, project definitions, project stakeholders, and risk management systems. Subsequent chapters explore the core processes of project risk management, including risk identification, analysis, evaluation, response strategies, and risk monitoring and control. Additional topics include risk knowledge management, the influence of culture on risk, political risks in projects, and relevant software applications. Experienced readers may choose to navigate directly to the later chapters, which focus on strategic risk management and offer recommendations for planning, building, and maturing a project risk management system. Throughout, the authors impart a practical approach that does not rely on high level expertise or advanced mathematical techniques; the emphasis remains on pragmatic solutions, user-friendly techniques, and reliable communication, enabling readers to seamlessly integrate theory into practice. Updates to the newly revised Second Edition of Managing Project Risks include: Additional tools and techniques for risk identification and an expanded treatment of risk communication A new tool for early-stage project complexity assessment—the stage where uncertainties, and thus threat and opportunity risks, are at their highest level A more substantial treatment of planning for crisis response and disaster recovery, taking into consideration climate change and the increasingly prevalent impacts of severe weather phenomena More information on strategic risk management, now including public and organizational policy development with respect to risks in projects Managing Project Risks is an essential resource for practitioners of project management across architecture, construction, engineering, and technology disciplines, for undergraduate and postgraduate students, and for public and private sector stakeholders involved in decision-making and policy development. It is useful wherever project-driven activities are undertaken.
Managing Project Stakeholders
by Tres RoederThe keys to project management success delivered by one of the world's most respected experts in the fieldWhy do some project managers achieve their project goals while others fail? Drawing on his years of experience as a recognized global expert on project management and organizational change, author Tres Roeder answers that question, and lays out a proven path to project success.Focusing on the major differences between project management and other types of management--not least of them being the temporary nature of projects versus the repetitive nature of most managerial tasks--Roeder describes best practices in all key areas of managing project stakeholders.A recognized global expert on project management provides the foundational elements required for project management successContributes toward the fulfillment of the continuing education required every three years to maintain PMP accreditationUses real-world scenarios and relevant case studies to present project management concepts to beginning and intermediate PMPsContains chapters on Leadership, Buy In, and Negotiation for more advanced project managers
Managing Project Supply Chains (Advances in Project Management)
by Ron BasuThe success of any project relies on the punctual, accurate and cost-effective delivery of materials, systems and facilities. Typically, a major project involves several stakeholders working together with controlled resources to deliver a completed project. It has many suppliers, contractors and customers; it has procurement and supply, demand planning and scheduling; it often lasts several years and has long lead times. Managing Project Supply Chains demonstrates how customised supply chain management can be applied to project management, ensuring project resources are delivered as required, reducing delays and costs and promoting a successful outcome.
Managing Project Uncertainty (Advances in Project Management)
by David CledenDealing effectively with uncertainty requires today's project manager to be familiar with a broad spectrum of strategies, encompassing both 'hard' and 'soft' methods. This theme of unified thinking (i.e. the need to selectively draw upon a wide range of strategies in any given situation) will differentiate the book from its contemporaries. By picking up where traditional risk management techniques begin to fail, it brings together leading-edge thinking from a variety of disciplines and shows how these techniques can be used to conquer uncertainty in projects. The ability to make good decisions when faced with uncertainty is the real challenge. It is a universal truth that a decision is only as good as the information it is based on. But good information is often hard to come by, and all projects are vulnerable to the unknown and the unknowable. Thus, uncertainty becomes the sworn enemy of the project manager. Wherever we try to analyse, quantify, plan and act, uncertainty lies in wait to surprise us with its ambiguity and unpredictability. It lurks in every stage of the project lifecycle: in the planning (how long will this really take?), the initiation (this isn't the situation I expected!), the execution (who could have foreseen that happening?), and even the completion of a project (where are the expected benefits?). But managing uncertainty is a lot more than just applying risk management techniques. It requires a deep appreciation of how uncertainty arises and, by recognising its different guises, the appropriate strategies can be formulated. If we can learn how to reduce uncertainty, we can make better management decisions and increase the chances of the project succeeding. This book addresses five key questions: ¢ Why is there uncertainty in projects? ¢ How do you spot the symptoms of uncertainty, preferably at an early stage? ¢ What can be done to avoid uncertainty? ¢ What strategies can be used to deal with project uncertainty? ¢ How can both the individual and the organisation learn to cope more effectively in the future? The reader is assumed to be a either a project management professional, or a senior manager looking for ways to improve project management strategy within their organisation. As such, a foundation in project management basics is assumed, although not essential. The book then builds on this by exposing new ideas and concepts, and shows how these can be harnessed to tackle uncertainty in its many guises.
Managing Projects
by Lou RussellManaging Projects offers a hands-on resource for building practical competencies for anyone who must manage one or more small- to mid-size projects. The book is filled with targeted processes, tools, techniques, and influencing skills that address the more difficult "people" side of project management. The author shows how to: influence stakeholders 360 degrees around you; encourage accountability from others who do not work for you and have plenty of projects to juggle without adding your priority; negotiate time, cost, quality, and scope with executives; and courageously tell the truth and get the help you need early enough. Praise for Managing Projects"No one knows more about project management than Lou Russell. Her easy coaching style paired with specific methods makes this book a real winner. This is one book all leaders, managers, supervisors, and project leads will use as their essential 'go to' resource."-Elaine Biech, ebb associates inc.; bestselling author, The Business of Consulting"Lou Russell has done it again! Managing Projects is comprehensive, practical, and easy to understand and apply to your projects, big or small. The book gives helpful tips and definitions that will enable the reader to move through the project management process with ease. Thanks, Lou, for creating such a great resource." -Amy L. Dinning, manager of Leadership and Talent Development, Saint-Gobain North America"Managing Projects is more than a book. It is a workshop between the covers, with one of the finest learning facilitators as your guide. If you find yourself dealing with projects in your work (and whether you know it or not, this is you), using the techniques in this book will make you less stressed and more successful." -Kevin Eikenberry, bestselling author, Remarkable Leadership "As the leader of an international logistics company, I know how critical project management is to meeting the needs of our customers. To hit their due dates we have to hit our own, with no excuses. Lou's practical approach to project management fits well into our time-constrained, date-focused workplace. It's simple, it's real, and it works." -Cathy Langham, CEO, Langham Logistics
Managing Projects (20-Minute Manager Series)
by Harvard Business ReviewYou've been asked to manage a key project-or perhaps you've volunteered for an assignment that could advance your career. So how do you make sure the project succeeds? Managing Projects walks you quickly through the basics, including: Drawing up a realistic schedule and project plan Monitoring key tasks and benchmarks Communicating with stakeholders Bringing the project to a closeAbout HBR's 20-Minute Manager Series:Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic.Advice you can quickly read and apply, for ambitious professionals and aspiring executives-from the most trusted source in business. Also available as an ebook.
Managing Projects (Institute of Learning & Management Super Series)
by Institute of Leadership & ManagementSuper series are a set of workbooks to accompany the flexible learning programme specifically designed and developed by the Institute of Leadership & Management (ILM) to support their Level 3 Certificate in First Line Management. The learning content is also closely aligned to the Level 3 S/NVQ in Management. The series consists of 35 workbooks. Each book will map on to a course unit (35 books/units).
Managing Projects (Management Practice Essentials)
by Alec Waterworth Carl GavinManaging Projects serves as a comprehensive guide to the practice of project management, offering insights and methodologies useful to both novices and seasoned practitioners.Each chapter is dedicated to a key component of project management, taking the reader through each stage involved in successful project delivery, from project initiation and planning to execution and closure. It also delves into the history of project management, acknowledging how the field has adapted to modern methods of working and the impact of this evolution on contemporary practices.The book aims to: Provide a clear and comprehensive understanding of project management principles, especially for those new to the field Examine various project management methodologies, including both traditional and modern approaches, to give readers a broad perspective Offer case studies and practical examples to demonstrate the application of project management principles in various scenarios Emphasise the importance of balancing technical skills with the socio-cultural dynamics and leadership that influence project success Suitable for professionals as well as postgraduate and executive education students, Managing Projects serves as an invaluable resource for anyone looking to deepen their knowledge in the field of project management.
Managing Projects Well: What They Don't Teach You In Project Management School
by Stephen BenderFew people realise how many projects people actually manage. Or how many of the theoretical approaches to Project Management do not meet the test of the real world. This intensive look at Project Management teaches people what they need to know to lead, or be a member of, a project team. Most Project Management texts deal predominantly with technical areas, leaving readers ill-prepared for the real world. Managing Projects Well looks closely at the behavioural aspects of project management and project team participation. Managing Projects Well shows:What happens when your boss decides the project's schedule and budget, and you have to work backwards to make things fitHow to communicate and present effectively within and beyond the teamHow to cope when you do all the work, and have to manage multiple projects and non-project time as wellHow to organise people for success , and develop ideal methods for team member motivationHow to change your own bad habits quicklyWhat to do when things go wrong More traditional areas of project management, such as planning, organising, leading, and controlling a project, are also covered.Stephen Bender has many years experience managing projects, both small and large. He specialises in teaching professional, technical and clerical staff the techniques of workflow management and project management.
Managing Projects Within the Existing Organization
by Aaron J. Shenhar Dov DvirThis chapter shows you how to apply the diamond model for project management in your organization and how to include this adaptive approach as part of your existing project management procedures. It also covers how to perform project planning, handle project uncertainty and risk, and improve overall project activity efficiency.
Managing Projects as Investments: Earned Value to Business Value (Systems Innovation Book Series)
by Stephen A. DevauxDue to a lack of appreciation of the true economic identity of projects, techniques and metrics that could hugely improve project selection and performance are not being used. This book provides insights and innovative techniques drawn from more than a quarter century of experience. These techniques have the potential to transform program and project management from the current haphazard application of various techniques and metrics to an incisive and integrated approach where programs and projects are managed for the crucial economic and financial implications that are at the essence of every project investment.
Managing Projects at Work
by Gordon WebsterThis book is written for all managers, in any function, who are tasked with delivering projects at work. It is of particular interest to those managers who have to deal with small- to medium-sized projects in addition to their usual responsibilities. Straightforward and user friendly, this book takes the reader through a series of steps which results in the effective delivery of a project. Managing Projects at Work breaks down into two stages. By the end of stage one the reader will know how to build a ’Defensible Plan’ for successful project implementation. This process, which follows a step-by-step sequence, draws out in a unique way all the resources and support needed for an effective project delivery. The outcome is a confident project manager who can justify and secure what is needed for the stress-free implementation of the project. Stage two deals with implementing the ’Defensible Plan’ under proper control, through motivated and well-led people. Gordon Webster’s approach suits projects as diverse as introducing new systems or procedures, launching a new product, opening a new branch, factory or department; even organizing a conference or moving offices. Its practical methodology has been developed as a result of working over many years with managers whose projects had gone off track, usually for the same reasons. From these observations the unique and entirely effective ’Defensible Plan’ and its implementation were born. By adopting this approach readers can build in success from the beginning and see consistent project delivery, along with control of their working life.
Managing Projects for Value
by John C. Goodpasture PMPWith a clear focus on how business objectives determine project value, this book explains how to use an "investment-based" perspective to integrate finance, risk management and strategic planning. You'll develop workflows that overcome constraints of time, cost and scheduling as you benefit from new tools that relate processes directly to business goals: the project balance sheet and the time-centric earned value system. In addition, a new goal decomposition methodology gives you the best chance of getting projects started - and getting them accomplished successfully.
Managing Projects in Africa: Essentials from the Project Management Journal (Project Management Journal)
by Project Management JournalThis special issue of the Project Management Journal presents a collection of six articles on managing projects in Africa. Providing a window into the important project activity taking place there, these articles extend both the empirical and theoretical understanding of the African project context and contribute to improving practice. Each article makes a unique contribution to either our understanding of the African project context or project management in general, and sometimes to both. After an introduction to the African project context at the start of the 21st century, the articles explore: three different countries as well as multinational projects; for-profit, public sector, and development aid projects; infrastructure and information and communication technology; project governance as well as project management; and partnering challenges.
Managing Projects in Developing Countries
by John W. Cusworth T. R. FranksCovers the concepts, systems and skills of project management, identifying the three major elements of organisations: implementation, planning and procurement.
Managing Projects in Research and Development
by Ron BasuResearch and Development is the vehicle by which organizations and economies create opportunity, innovation and secure a stream of future products and services.These outcomes are all critically important sources of sustainability in a world that is changing faster than most companies can keep up.The challenge behind them is the fundamental unpredictability of R&D; which is why effective project management is so important. Ron Basu's Managing Projects in Research and Development explains how and why project management can provide a means of helping to plan, organise and control multi-disciplinary research activities without stifling innovation. Combining research with practical examples and experience from a career that has included blue chip organizations such as GSK, GlaxoWellcome and Unilever, Ron Basu offers a rigorous guide to the fundamentals of R&D project management including project lifecycle management, risk management, cost, time quality and other success measures as well as the keys to operational excellence in this complicated world.
Managing Projects in Trouble: Achieving Turnaround and Success (Systems Innovation Book Ser.)
by PMP, Ralph KliemWhether you use budget, schedule, quality, or other criteria, the statistics by think tanks, institutes, associations, and other trade organizations all point to one inescapable conclusion: your project has a greater chance of getting into trouble than staying out of it.Based on the lessons learned by the author during a quarter of a century of lea
Managing Projects in a World of People, Strategy and Change (Advances in Project Management)
by Darren DalcherProject management is at a crossroads: There is a pressing need to rethink the approaches used in initiating, managing and governing projects, programmes and change initiatives. The aim of this book is to progress the dialogue around project practice by shifting the focus from instrumental methods and prescriptive techniques towards a context-sensitive consideration of people, strategy and change. Projects are initiated to deliver agreed outputs that can be translated into meaningful outcomes capable of satisfying the wishes and expectations for improvement and development. Yet, people, strategy and change, which are largely ignored by the conventional bodies of knowledge, are clearly central to the sustainable and enduring success of projects, efforts and initiatives. The volume brings together some of the best writing by leading authorities on key topics including trust, ethics, people, psychology, requirements, project performance, audits, uncertainty, anti-fragility, strategic initiatives, governance, change management and commercial management. The collection offers an invaluable new resource for informed managers looking to engage with the latest thinking and research.
Managing Projects with Smart Technologies: Developing Technological Competency for Project Managers (ISSN)
by Bon-Gang Hwang Jasmine Ngo Hanjing ZhuWith a focus on project managers (PMs) in the construction industry, this book addresses the impact of smart technology applications on project management and examines how technologically competent PMs can be developed for successfully managing and delivering projects with smart technologies.The book assesses the changes to the knowledge and skillsets required to manage projects with smart technologies; develops a Technological Competency Framework to improve PM competency when managing projects with smart technologies; and develops a Knowledge-Based Technological Competency Analytics and Innovations System to assess and improve the technological competency of PMs and provide recommendations to improve their competency.Managing Projects with Smart Technologies is ideal for PMs and academics in the areas of construction project management, engineering, architecture, and infrastructure and anyone involved in the technical training of professionals in these areas.
Managing Projects with Uncertain Outcomes: Employing an Entrepreneurial Mindset
by Rita Gunther Mcgrath Ian MacmillanOnce you have made the decision to pursue a strategic opportunity, the danger isn't over--new and changing business models imply new customers, competitors, and competences. For example: how do you assess and manage a project's progress when the outcomes are highly uncertain? This chapter outlines an approach to developing leading indicators of the progress of your project, to help you figure out where things are going at the earliest possible time, when the least amount of resources have been expended. This chapter is excerpted from "The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty."
Managing Psychosocial Hazards and Work-Related Stress in Today’s Work Environment: International Insights for U.S. Organizations
by Ellen Pinkos CobbToday’s evolving world of work makes it imperative for employers to manage psychosocial hazards (PSH) and risks leading to work-related stress. This book contains essential, general and country-specific information and templates for the successful management of hazards so as to prevent psychological harm in the workplace. Acknowledged as global issues affecting all workers and industries, PSHs are work factors that have the potential to lead to physical or psychological injury and stress, relating to how work is designed, organized, and managed, and to work relationships and interactions. This book advances the idea that management of PSH and psychological health and safety is part of today’s responsible and ethical employers’ duty of care for employees, and that United States employers should recognize this responsibility. Easy to follow, this guide presents comprehensive information on addressing PSH, discussing measures taken internationally (laws, guidance, and resources from Europe, Canada, Mexico, Australia, and Japan), as well as a new global standard on psychological health and safety at work. Practitioners and students in the fields of management, occupational health and safety, human resource management, ethics and compliance, occupational health psychology, and organizational psychology will come away with a deeper understanding of the importance of PSH and their management.
Managing Public Pension Plans: Decisions, Challenges, and Reforms (Routledge Public Budgeting and Finance)
by Gang Chen Trang Hoang Carol EbdonThis book provides an in-depth explanation of public pension plan management and the decision-making processes surrounding pension policies within state and local governments in the United States. It addresses the intricate balance between securing retirement benefits for public employees and ensuring the fiscal sustainability of pension systems and their sponsoring governments. The book begins with an introduction to the purpose and significance of public pension systems, establishing a foundation for understanding key pension decisions. Using a logic model framework, the authors assess how environmental factors, stakeholders, and legal constraints shape decisions in pension management. The book identifies five core goals for public pension management — benefit sufficiency, cost affordability, funding sustainability, asset management efficiency, and governance quality — emphasizing the relationships among these objectives.Detailed chapters cover investment policies, actuarial processes, and the design of benefits and contributions, explaining the financial and actuarial bases necessary for sound pension decisions. Pension reform efforts, including the transition from defined benefit plans to defined contribution, cash-balance, and hybrid plans, are examined in depth, highlighting the reasons for reforms and analyzing their impacts on the employees and employers. The book concludes with ten takeaways for effective pension plan management and addresses emerging challenges such as fiscal pressures, inflation, and changing demographics. With practical implications grounded in research, this book serves as an essential resource for pension board members, pension system administrators, government officials, legislators and their staff, professionals, researchers, and students involved in public pension plan management.