The Definitive Guide to Project Management: The Fast Track to Getting the Job Done on Time and on BudgetPaperback Financial Times
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- Publisher: FINANCIAL TIMES PRENTICE HALL
- Format: Paperback | 376 pages
- Dimensions: 168mm x 238mm x 22mm | 640g
- Publication date: 26 August 2008
- Publication City/Country: Harlow
- ISBN 10: 0273710974
- ISBN 13: 9780273710974
- Edition: 2, Revised
- Edition statement: 2nd Revised edition
- Sales rank: 275,109
Successful project management is delivering your projects on time, to brief and within budget. The Definitive Guide to Project Management shows you step by step how to master the techniques of effective project management so that your projects deliver what you want, every time. Suitable for both beginners and more experienced project managers, The Definitive Guide to Project Management is the essential companion for anyone looking to develop their project management skills. Revised and improved to follow the presigious PMI certification scheme, its indispensable advice can be put to work immediately. Inside you will find key exam questions, templates and action checklists to help you at each stage of your well-executed project. Get the job done and on time with The Definitive Guide to Project Management The Definitive Business Series will ensure you get up to speed fast with all the business essentials you need to be a success. With their guided step-by-step approach the latest practical business techniques and concepts and their easy-to-read style, The Definitive Business Series cover every aspect of the topic from the business basics to the essential skills needed to progress in your career. The Definitive Business Series. Your fast-track to business success.
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Sebastian Nokes is a management consultant and has written and edited several management books. He regularly project-manages programmes of a range of sizes, from smaller projects to multi-million pound projects. He is a member of the PMI and has the Institute's PMP certification.
Back cover copy
CAN YOU MANAGE WITHOUT THIS TRIED AND TESTED GUIDE? If you could deliver your projects on time, within budget, and in-line with the customer's expectations, would you? Of course you would. This book shows you how to master the techniques of effective project management so that your projects deliver what you want, every time. The book is ideal for project managers to use as a ready reference and problem solver while engaged in managing projects. And this new edition now follows the world's most popular and most reliable methodology for project management from the Project Management Institute (PMI), and so it is an ideal companion for anyone preparing for the Institute's exams, both PMP and CAPM. "The Definitive Guide to Project Management" shows you, step by step, how to deliver your projects in the right way at the right time, from scoping the project through to risk management, quality control and prioritisation. As well as outlining all the processes and techniques you will need to become a successful project manager, it can help you gain that extra edge by showing you how to manage one of the most important components of any project, the people, and how to navigate the politics that often surround important projects. Since business operates in the real world, which is unpredictable, it also shows you how to spot potential problems and how to cope with any difficulties that do crop up.This is an extremely practical book and you can put its advice into practice immediately. Inside you will find key questions, templates and action checklists to help you at each stage of your well-executed project. This best-selling book provides a unique single reference source for project managers and anyone else who needs to know about project management. It provides top tips and easy-to-apply guidance in all key aspects of project management. With "The Definitive Guide to Project Management, " you can deliver results on time, every time.NOW FULLY COMPLIANT WITH THE PMI'S PMBOK EXAMS.
Table of contents
About the authors Acknowledgements Preface to the Second Edition List of figures An introductory case study 1 Introduction Aims of this chapter What's new about the new edition? What do project managers really want? Emerging standards for project management Project management is founded on common sense How readers can use this book What kinds of project is this book aimed at? Project management's nine knowledge areas Projects as a distinct class of activity Managing projects The project management lifecycle Summary Notes 2 Project organization, people and management Aims of this chapter Structure of this chapter First thoughts Main kinds of organization and consequences for project management Project management system Project organization and project roles Managing the project team Project lifecycle Summary Further reading Notes 3 Project management processes Aims of this chapter Process groups rationale and general principles The initiating process group The planning process group The executing process group The monitoring and controlling process group The closing process group Summary Notes 4 Project integration management Aims of this chapter What is project integration management? The role of integration in project management A first look at project integration management Processes and process groups of integration management Develop project charter Develop preliminary project scope statement Develop project management plan Project initiation Direct and manage project execution Other project integration management tools and techniques Summary Further reading Notes 5 Project scope management Aims of this chapter What is project scope management? Principles of project scope management Scope planning Scope definition Create work breakdown structure Scope verification Scope creep Scope control Scope management process in action Summary 6 Project time management Aims of this chapter What is time management? Time management in projects Trading time Activity definition Activity sequencing Activity resource estimating Activity duration estimating Schedule development Schedule control Meetings and time management 7 Cost management Aims of this chapter Costs matter Key concepts The importance of costs and financial knowledge Scope and cost Five rules of thumb for estimating costs A specialist task Cost management process groups Cost estimating Cost budgeting Cost control Summary Further reading Notes 8 Quality management Aims of this chapter An introduction to the concept of quality Quality management an overview of the knowledge area Quality and quality management defined Quality planning The difference between quality assurance and quality control Summary Further reading Notes 9 People management (human resources) &nbpter People matter HR planning Acquire the project team Develop the project team Manage the project team Summary Further reading 10 Project communications management Aims of this chapter Why communication is important in projects Some problems of project communication Ten principles of project communication A systematic approach to communications management Summary Further reading 11 Project risk management Aims of this chapter What is project risk management? Risk management principles Risk management planning Risk identification Qualitative risk analysis Quantitative risk analysis Risk response planning Risk monitoring and control Summary 12 Project procurement management Aims of this chapter What is project procurement management? Why bother with procurement management? How does procurement management fit in the process groups? Critical factors in procurement Steps in project procurement management Contracts Contract statement of work Contract administration Contract change control system The project manager's role The special problems of IT procurement Centralized/decentralized contracting Summary Notes 13 Professional responsibility Aims of this chapter What is a profession? What is professional responsibility? The business case for professional responsibility The PMI and professional responsibility Codes of ethics Summary Note Appendix A: The critical chain method Understanding activity durations Critical chain and activity durations Focus on critical activities The project buffer as a diagnostic Action summary Notes Appendix B: Benefits management The problem Benefits management Business benefits Conclusion Appendix C: PMI exam preparation Aims of this appendix What are the credentials offered by the PMI? PMP or CAPM? Exam structure Preparing for and sitting the exam Examples of questions Afterword: Ten top tips for managing projects Index