Project Manager, 2nd edition
Mastering the Art of Delivery
By Richard Newton
Financial Times (Division of Pearson Education)
$62.50 Paper Original
“ … [shows what] what really makes projects and project managers successful. A must read for everyone interested in understanding what levers to pull to improve their delivery capability.”Perry Childs, Director, Childs Consulting.
'A simply written and well structured book that is a crucial support for both experienced project / programme managers and people new to the project management environment.” Paul Gilhooley, Project Director, Openreach (a BT Group business)' If you are serious about your project management career, put down your PRINCE2 manual and read this ' Vince Hines BSc MAPM MACostE MIoD Managing Director, Wellingtone Ltd
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
Consistently deliver exceptional projects on time and to budget
Whether you are just starting out in project management, or have a few years under your belt and want to achieve real mastery, The Project Manager will deliver.
This fully updated second edition covers:
- The most important project management tools and techniques – a concise survey of the critical methods
- How to get your project started
- What actually is your project? Understanding the importance of scope and how best to define it
- Getting the best out of your project team
- Communications – learning to understand who your customers and stakeholders are; what they want; and how best to communicate with them
- Managing your project effectively
- What is successful delivery?
- When to constructively kill a project
- Change management
Richard Newton specialises in complex change problems, helping companies to improve change and project management capabilities. Through his work, whether in strategic, operational or project roles, Richard advocates simple yet highly structured approaches. Richard splits his time between running his company, Enixus Ltd, and writing. Richard has also written Managing Change, Step by Step and The Project Manager’s Book of Checklists
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
Thinking about contingency and risk
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
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
13 Closing thoughts
Quick reference guide – summary contents
Return to Businesstitles.com main page