The Project Manager

The Project Manager : Mastering the Art of Delivery

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Description

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
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Product details

  • Paperback | 328 pages
  • 158 x 236 x 17mm | 500g
  • FINANCIAL TIMES PRENTICE HALL
  • Harlow, United Kingdom
  • English
  • 2nd edition
  • 0273723421
  • 9780273723424
  • 595,371

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

Constructively killing projects off

Just say 'no'

12 The wider context

Strategy and projects

Operations and projects

Programme management

Portfolio management

Change management

Benefits management

Governance

13 Closing thoughts

Quick reference guide summary contents

Index
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About Richard Newton

Richard Newton is an experienced executive who has worked both as a management consultant and a senior manager in a number of major corporations. Over the past twenty years he has built a superb track record in the successful delivery of projects and business change, the setting up and management of project and business improvement teams, and advising companies on how to ensure successful delivery on an ongoing basis. He is an advocate and successful practitioner of simple approaches to project and change management.
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Rating details

38 ratings
3.52 out of 5 stars
5 21% (8)
4 32% (12)
3 29% (11)
2 16% (6)
1 3% (1)
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