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"an important book, taking a lead role in growing a new generation of professional project managers." Oded Cohen, The Goldratt Institute.
Put yourself and your business through the Project Workout learn to direct and manage the programmes and projects that will deliver results, drive change and improve the health of your business.
Project Workout shows you how to:
This book is supported by the Project Workout Live online resource (go to www.live.projectworkout.com),
A STEP-BY-STEP GUIDE TO THE ART OF PROJECT AND PROGRAMME MANAGEMENT
Projects are an important strategic management tool and a way of life for every business person. But how do you get started and how do you ensure a successful outcome?This 4th edition of the definitive book on business-led project management offers help at every stage, from building a project team right up to reaping the rewards of a timely and successful project. Project Workoutgives you practical, immediately usable methods for directing and managing complete portfolios of projects as well as individual projects.
Throughout the books is a collection of Workouts for you to use: exercises, problem posers, and techniques to help you put the book's advice into practice straightaway. These are also provided on the enclosed CD-ROM, ready for you to print out and use with your team. The CD also contains handy templates including a Health Check, MS Project views and project logs, which can be downloaded to your desktop ready for use.
Project Workoutis a valuable companion for project managers and executives at any level and a comprehensive resource for students of project management.
About the author
Robert Buttrickhas worked in project and programme management in many of the world's most turbulent industrial sectors,includingtelecommunicationsand system engineering. Recently he has been engaged on a GBP1bn program to implement health systems in the UK. Before taking up his corporate career in 1993, Robert was with PA Consulting Group, a management and technology consultancy. There, he specialized in business-led project management, advising clients such as Lloyds TSB Bank, National Rivers Authority, Property Services Agency, Avon Industrial Polymers, National Westminster Bank, and RHM.
Robert is a Master of Business Administration (Henley Management College), a Member of the Chartered Institute of Marketing, and a Member of the Institution of Civil Engineers. His main pastime is watercolor painting. His one, unknown, claim to fame is that he once stopped a column of Russian tanks dead in its tracks.
Robert can be contacted via his website, www.projectworkout.com.
Robert Buttrick is an international authority on business-led, strategic programme and project management with a successful track record for building strategic project management centres of excellence, in a wide variety of blue-chip companies.
He is a published author (The Project Workout) and an active contributor to project management methods, best practice, professional journals and conferences.
Robert received a Distinguished Service Certificate from BSI for services to national and international project management standards; he is a Member of the Chartered Institute of Marketing, is a Chartered Engineer and an Honorary Fellow of the Association for Project Management. He currently works as a consultant and is a Visiting Teaching Fellow at the University of Warwick.
List of Project Workouts
Foreword by Robert Heller
Preface to the Third Edition by Peter Ellwood
Part One: Challenges To Be Faced
1 Challenges We Need to Face
Problems, more problems
Initiatives fail, are canceled, or never get started why?
2 Advice the Best Companies Give Us
The lessons and their implications
But we're different!: organization context
Part Two: A Walk Through a Project
3 The Project Framework: an Overview of its Gates and Stages
Projects as vehicles of change
Stages and gates
The project framework
Some key questions
How can I apply the framework?
4 Who Does What?
5 The Proposal: Identify the Need
6 The Initial Investigation Stage: Have a Quick Look at It!
7 The Detailed Investigation Stage: Promising . . . Let's Have a Closer Look
8 The Develop and Test Stage: Do It!
9 The Trial Stage: Try It Out
10 The Release Stage: Let's Get Going!
11 The Post-Implementation Review: How Did We Do?
12 Applying the Staged Framework
Four types of project
Fitting into the staged framework ;
Small stuff, or "simple" projects
"Just do it" projects: loose cannons
Big stuff, or projects and subprojects
13 A Few Related Projects: Programs
Sharing projects: interdependencies
Part Three: Dealing With Many Projects
14 Portfolios of Projects
The Business Program
What's different about business program management?
Managing the portfolio
Prerequisites for effective portfolio management
15 There Are Too Many Projects to Do!
Principles for selecting projects
Selecting the right projects
Far too many projects!
Putting the brakes on
16 Have I Got the Resources?
Conditions for total resource planning
White space: the freedom to change
How can I meet the three conditions?
How detailed does resource forecasting need to be?
17 An Environment for Managing Your Portfolio
New structures for old
The tools to help it work: systems
Lists: keeping tabs on your projects
Harnessing web technology
What would such a system look like?
Management accounting systems
Putting your systems together
Part Four: Making Projects Work For You
18 Project Teams and Style
Culture: the way we do things around here
Leadership and influence
I thought you were doing that!: accountability
19 Project Setup
How to go about it
Set up the project team
Prepare a project definition
Prepare the project plan
Define your project organization
Engage your stakeholders
20 Managing Benefits
Benefits and drivers
Timing of benefits
21 Managing the Schedule
The project schedule
Summary and detailed schedule plan
Tracking progress toward your objectives
Reports used when drafting a plan
Report used to update the forecast
Reports used for progress reporting
So why are we nearly always late?
22 Managing the Finances
The financial plan
Financial management controls
Estimating the costs
Authorization to spend funds
Recording actual costs and committed costs
23 Managing What Might Go Wrong (or Right): Risks and Opportunities
Considering possible risks and opportunities
Addressing risk at the start of the project
Addressing opportunities at the start of the project
Monitoring once the project is in progress
Tips on using the risk and opportunity log
More sophisticated risk evaluation techniques
24 Managing What Has Gone Wrong (or Right!): Issues
What do we mean by "issues?"
When an issue is identified
Tips on using the issues log
25 Let's Do It Differently!: Change Control
The change control process
Accountabilities for change decisions
The change request form &nbs
26 Reviews and More Reviews
Keeping sight of the objectives
Review when a proposal is raised
Review at the Detailed Investigation Gate
Reviews during the project
Project Closure Review
Recording agreement quality reviews
27 Closing the Project
The closure report
The closure meeting
Closure actions &bsp;
Part Five: Implementing the Framework
28 Implementing the Framework
Advice from other companies
Finding help in implementing a projects approach
A strategy for implementation
Appendix A Glossary
Appendix B A project process framework