Project Management Book, The

 Richard Newton is a consultant, author and company director. His specialist expertise is helping companies improve their capabilities in project and change management. For the last 8 years he has run his own specialist consultancy, working with a range of blue chip clients, with whom he works worldwide. He has worked in the public sector, telecoms and media, mining, oil and gas, and financial services. Richard regularly speaks at conferences and public events and posts articles in a variety of journals and online sites.  

 

 

Preface

 

Introduction

 

PART 1: THE FOUNDATIONS

Projects

Project management

The role of the project manager

Customers, clients and users  

 

PART 2: SETTING UP YOUR PROJECT

Defining your project

Objectives, deliverables and tasks

Building a plan

Estimating and resourcing

 

PART 3: UTILISING THE TEAM, SPONSOR AND STAKEHOLDERS

The high-performance project team

Global and offshore teams

The effective sponsor

A productive stakeholder community

 

PART 4: DELIVERING THE PROJECT

Managing progress: perform, deliver, accomplish

What project managers need to know

Understanding project risk

Value-added project reporting

 

PART 5: PRACTICAL PROJECT MANAGEMENT

Making risk management real

The temptations and costs of multi-tasking

The right and wrong uses of the plan on a page

Audit, assure, control or coach the project?

 

PART 6: THE PROJECT ENVIRONMENT

Prioritisation

The culture of delivery

The limits to planning and prediction

Dealing with external problems

 

PART 7: INTEGRATED PROJECT MANAGEMENT

The strengths and limits of project management

Bridging the divide: project and change managers

From delivery to benefits realisation

The lessons from lean and six sigma

 

PART 8: ALIGNING PROJECTS TO BUSINESS  NEEDS

High-speed project management

Delivering in a cost-constrained environment

Optionality in projects

Who has a valid interest in the project?

 

PART 9: CHALLENGING PROJECTS

Taking over the project no-one is running

Not seeing the wood for the trees

The customers who do not know what they want

Delivering in times of change

 

PART 10: THE IMPROVING PROJECT MANAGER

Learning from projects

Best practice, continuous improvement and accreditation

Adopting a new project management approach

Building a project delivery capability

 

GLOSSARY

INDEX