03948nam 2200577 450 991015165100332120210210023436.00-273-78880-9(CKB)2670000000357972(SSID)ssj0000877165(PQKBManifestationID)12298705(PQKBTitleCode)TC0000877165(PQKBWorkID)10906759(PQKB)11435061(MiAaPQ)EBC5175414(MiAaPQ)EBC5174067(MiAaPQ)EBC5831758(MiAaPQ)EBC5136247(MiAaPQ)EBC6401342(Au-PeEL)EBL5136247(CaONFJC)MIL485124(OCoLC)846529643(CaSebORM)9780273785866(EXLCZ)99267000000035797220190812d2013 uy 0engurcnu||||||||txtccrThe project management book /Richard Newton1st editionHarlow, England :Pearson,[2013]©20131 online resource (297 pages)Includes index.0-273-78586-9 Cover -- Contents -- About the author -- 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 temptaions 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 -- Hight-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.The Project Management Book addresses the real-life scenarios and issues that anyone responsible for managing a project is likely to face on a day to day basis.  It provides solutions to the everyday issues involved in managing projects, including: Defining your project Understanding your role as a project manager Dealing with external problems Learning from Lean and Six Sigma Delivering projects in times of change It also includes a handy glossay of project management jargonProject managementProject management.658.4/04Newton Richard1964-1240999MiAaPQMiAaPQMiAaPQBOOK9910151651003321The project management book2882150UNINA