Kentucky Christian University

The handbook of project management, a practical guide to effective policies, techniques and processes, Trevor L. Young

eng

Includes bibliographical references (pages 289-290) and index

illustrations

index present

non fiction

The handbook of project management

bibliographydictionaries

191802023

Trevor L. Young

a practical guide to effective policies, techniques and processes

Fully revised and updated, this new edition includes an introduction to the concept of programme management, an outline of the relationship between programmes and projects, and a revision of the dynamic life cycle to include new ideas and opportunities

Preface to the revised second edition -- Part 1. The programme and project environment -- 1 Introduction -- What is special about programmes and projects? -- Who is this book for? -- 2 Change : Programmes and projects -- Change and the programme and project manager -- What is a project? -- Projects and sub-projects -- What is a programme? -- An example programme -- Why programme management? -- What is programme management? -- What is project management? -- Why is programme management different from project management? -- What is different about programme and project management? -- How are programmes and projects derived? -- The dynamic life cycle -- The dynamic action cycle -- The programme and project process phase gates -- Is the phase gate a constraint? -- Is this control necessary? -- Summary -- 3 Organizing for programme management -- Organizing for ownership -- Establishing the programme steering team -- Continuous improvement and problem solving : are they projects? -- The programme register -- Operating a programme register -- The key responsibilities of the programme steering team -- Meetings of the programme steering team -- Managing the portfolio : selection of programmes and projects -- The inputs to effective selection -- The secondary screening -- The result of effective selection -- Summary -- 4 The key roles -- The project steering team administrator -- The sponsor -- The programme manager -- The project manager -- The functional manager -- The stakeholders -- Frequently used terms -- The programme and project manager as a leader -- The dimensions of leadership in the programme and project environment -- Dimension 1 : managing stakeholders -- Dimension 2 : managing the dynamic life cycle -- Dimension 3 : managing performance -- Programmes, projects and teamwork -- Building your team -- Customer satisfaction -- Summary -- Part 2. The programme and project processes and techniques -- 5 Starting up : ideas and opportunities for projects -- The fundamental data needs -- What are the constraints? -- What data does the programme steering team require? -- Preparing the initial business case -- Through gate zero to gate one -- Presenting the business case to the programme steering team -- The kick-off meeting -- Project documentation -- The project brief and specification -- Summary -- 6 Defining the project -- What is necessary to define a project? -- The stakeholder list -- The project brief -- The scope of work statement -- Risk management -- Risk assessment -- Quantifying identified risks -- Risk monitoring -- Getting your project definition approved -- Summary -- 7 Planning your project -- What is not going to be done? -- Who needs to be involved? -- Where does planning start? -- Identifying the key stages -- The project work breakdown structure -- Allocating responsibility -- What is an estimate? -- Avoid some classic pitfalls -- The golden rules -- Effort and duration -- Estimating the durations -- Contingencies -- Time-limited schedulng and estimates -- Identifying the critical path of your project -- The programme evaluation and review technique -- Analysing the logic diagram -- Using the pert analysis D

adult