This book is based on research into programme management competence conducted by Cranfield School of Management and SP Associates. It brings cutting-edge thinking on a subject of great relevance to professionals and senior managers, providing useful advice on the practice of programme management, and the performance of that role in organizations.
This second edition of the book reflects the authors' work to continually improve upon the model and to apply the methodology to a broader range of issues. The book includes: • An entirely new chapter on managing risk in programs, which is an important dimension in today's world of ever more complex initiatives • Updated material and methodology more closely aligned with relevant international standards • Emphasis on minimizing the threats and maximizing the opportunities to optimize achievement of your project goals Based on sound principles and best practices, this book guides any member of the project management team in conducting risk management in a real-world environment.
Based on practical applications of Program Management in different countries, as well as the leading standards, this book reflects the most recent developments in the area. It offers an understanding of program management's connection to business strategy and value realisation, beyond multiple-project management. Additionally it emphasizes the need for program specific processes, based on an iterative life cycle and the management of multiple stakeholders and their expected benefits. The book is grounded in a robust theoretical framework, complemented by a number of case studies.
Modern projects are all about one group of people delivering benefits to others, so it's no surprise that the human element is fundamental to project management. The Gower Handbook of People in Project Management is a complete guide to the human dimensions involved in projects. The book is a unique and rich compilation of over 60 chapters about project management roles and the people who sponsor, manage, deliver, work in or are otherwise important to project success. It looks at the people-issues that are specific to different sectors of organization (public, private and third sector); the organization of people in projects, both real and virtual; the relationship between people, their roles and the project environment; and the human behaviours and skills associated with working collaboratively. Thus this comprehensive and innovative handbook discusses all the important topics associated with employing, developing and managing people for successful projects. The contributors have been drawn from around the world and include experts ranging from practising managers to academics and advanced researchers. The Handbook is divided into six parts, which begin with management and project organization and progress through to more advanced and emerging practices. It benefits hugely from Lindsay Scott’s expert knowledge and experience in this field and from Dennis Lock’s contributions and meticulous editing to ensure that the text and illustrations are always lucid and informative.
This hugely informative and wide-ranging analysis on the management of projects, past, present and future, is written both for practitioners and scholars. Beginning with a history of the discipline’s development, Reconstructing Project Management provides an extensive commentary on its practices and theoretical underpinnings, and concludes with proposals to improve its relevancy and value. Written not without a hint of attitude, this is by no means simply another project management textbook. The thesis of the book is that ‘it all depends on how you define the subject’; that much of our present thinking about project management as traditionally defined is sometimes boring, conceptually weak, and of limited application, whereas in reality it can be exciting, challenging and enormously important. The book draws on leading scholarship and case studies to explore this thesis. The book is divided into three major parts. Following an Introduction setting the scene, Part 1 covers the origins of modern project management – how the discipline has come to be what it is typically said to be; how it has been constructed – and the limitations of this traditional model. Part 2 presents an enlarged view of the discipline and then deconstructs this into its principal elements. Part 3 then reconstructs these elements to address the challenges facing society, and the implications for the discipline, in the years ahead. A final section reprises the sweep of the discipline’s development and summarises the principal insights from the book. This thoughtful commentary on project (and program, and portfolio) management as it has developed and has been practiced over the last 60-plus years, and as it may be over the next 20 to 40, draws on examples from many industry sectors around the world. It is a seminal work, required reading for everyone interested in projects and their management.
This book is aimed at people who are involved in, or are about to become involved in, a project or programme. If you feel your project and programme management competences can be improved, 59 Checklists for Project and Programme Managers will undoubtedly offer you useful suggestions. The practical approach taken by Rudy Kor and Gert Wijnen makes this an easy book to dip into when you want to know what to do in a particular situation. The book covers a range of topics, including: choosing the right approach, organising for projects and programmes, team management, starting and executing projects, and programme management. For each topic, the book provides a series of checklists to lead you through the most important aspects of each subject. With such hands-on advice from acknowledged experts so easily available, this is a book which no project or programme manager should be without. The checklist approach provides readers with tools and techniques for this particular way of working and will enable new or experienced team members to plan, initiate, run and deliver whatever the output their organisations' programme or projects require.
From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.
This book is about the how of project management and about how you as a project manager can use a proactive attitude to stay in control, even during difficult situations. It shows you how to become an influencer of the path to the end result, of your environment, of your team and of your effectiveness. Today’s project managers have to meet high expectations. Challenging goals, a strong focus on cost management and lead times, serving the interests of different stakeholders and many dependencies between subprojects make project management an increasingly complex affair – especially in an environment where change and uncertainty have become the new norm. In addition, the creative abilities of knowledge workers have to be optimally utilised, which requires less hierarchical organisational structures and more multidisciplinary collaboration. Having the right project management skills is therefore essential at virtually every level of an organisation. As a result of these challenges, there is a growing demand for comprehensive methods and the popularity of Agile is on the rise. On the other hand, the increased complexity also results in a need for simplicity. That is what this book is about: going back to the basics, being able to combine useful elements from different methods and focusing on the most important aspect of all: the person behind the project manager! This book contains a wealth of practical descriptions with useful examples and anecdotes. Readers are constantly stimulated to internalise the essence and put it into practice in a manner that suits their own style and personality. That is the only way to keep at it, be successful and make others believe in you! The book consists of three parts. Part 1 (chapters 1 to 4) describes how to set up and manage a project. The focus is on the basic principles, the essence of taking control, creating structure and using Agile behavior. Part 2 (chapters 5 and 6) explains how to draw up a plan and schedule in small steps, which results in improved completeness, coordination and support. Finally, part 3 (chapters 7 to 10) covers how to manage the project execution: how to realize the path to the final goal with a strict PDCA rhythm, how to evaluate the quality of interim results and how to keep your team and environment motivated.
