LEADER 03948nam 2200577 450 001 9910151651003321 005 20210210023436.0 010 $a0-273-78880-9 035 $a(CKB)2670000000357972 035 $a(SSID)ssj0000877165 035 $a(PQKBManifestationID)12298705 035 $a(PQKBTitleCode)TC0000877165 035 $a(PQKBWorkID)10906759 035 $a(PQKB)11435061 035 $a(MiAaPQ)EBC5175414 035 $a(MiAaPQ)EBC5174067 035 $a(MiAaPQ)EBC5831758 035 $a(MiAaPQ)EBC5136247 035 $a(MiAaPQ)EBC6401342 035 $a(Au-PeEL)EBL5136247 035 $a(CaONFJC)MIL485124 035 $a(OCoLC)846529643 035 $a(CaSebORM)9780273785866 035 $a(EXLCZ)992670000000357972 100 $a20190812d2013 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe project management book /$fRichard Newton 205 $a1st edition 210 1$aHarlow, England :$cPearson,$d[2013] 210 4$dİ2013 215 $a1 online resource (297 pages) 300 $aIncludes index. 311 $a0-273-78586-9 327 $aCover -- 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. 327 $aBuilding a project delivery capability -- Glossary -- Index. 330 $aThe 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 jargon 606 $aProject management 615 0$aProject management. 676 $a658.4/04 700 $aNewton$b Richard$f1964-$01240999 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910151651003321 996 $aThe project management book$92882150 997 $aUNINA