Creating an Environment for Successful Projects


Book Description

Since it was first published in 1997, Creating an Environment for Successful Projects has become a landmark work that shows how to develop project management as an organizational practice. This second edition offers solid, results-oriented advice on how upper management can create an environment that supports the success of special projects and the development of new products. The book also includes a wealth of examples from the authors' workshop participants and readers of the first edition who have successfully implemented these concepts within their organizations. New in the second edition: Ideas and practices about portfolio management to achieve greater overall success from a portfolio of projects Advice for helping project teams come together to become more effective Information for developing the chief project officer Suggestions for implementing project management information systems More descriptions about organizations and people who have used these principles to develop vastly improved environments




Creating an Environment for Successful Projects, 3rd Edition


Book Description

Now in its third edition, this project management classic has been updated with an array of field-tested tools to help upper management ensure the success of projects within organizations. For over twenty years, Creating an Environment for Successful Projects has been a staple for upper managers who want to help projects succeed. This new edition includes case studies from companies that have successfully applied the approach, along with practical tools such as templates, surveys, and benchmark reports for savvy leaders who want to ensure project success throughout their organizations. The insights in this book will help management speed projects along instead of getting in their way. All too often, well-intentioned managers put roadblocks in the team's way instead of empowering them with the tools they need to succeed. This approach to project environments, grounded in decades of research and practice, will help you make your organization the most project-friendly it's ever been. Organizational changes rarely work unless upper management is heavily involved. Although project managers are most closely responsible for the success of projects, upper managers are the ones who ultimately create an environment that supports those projects. The way upper managers define, structure, and act toward projects has an important effect on the success or failure of those projects and, consequently, the success or failure of the organization. This book helps all managers understand the need for project management changes and shows how to develop project management as an organizational practice.




Creating the Project Office


Book Description

Creating the Project Office is written for managers who are searching for ways to transform their organizations into more effective and efficient project-based workplaces. As this important book reveals, there is no more effective way to make that change than to create a project office tailored to the needs of the organization. While a project office model leads to better products from projects, it is also a vehicle for generating overall organizational change -- by transforming the organization from function-based to project-based. This model incorporates projects into the very fabric of the organizational strategy and revitalizes organizations, creates competitive advantage, and increases shareholder value.




The Portable MBA in Project Management


Book Description

Dies ist der Nachfolgetitel des erfolgreichen "The Fast Forward MBA in Project Management", von dem bislang über 70.000 Exemplare verkauft wurden. "The Portable MBA in Project Management" diskutiert die aktuellsten Themen im Projektmanagement und enthält Beiträge von allen führenden Autoritäten auf diesem Gebiet. Die Beiträge dieser Experten verknüpfen wichtige Ideen mit Originalmaterial und decken alle Trends, alle Themen und alle Aspekte des modernen Projektmanagement ab. Autor Eric Verzuh präsentiert eine Vielzahl von erprobten Techniken für das Managen einzelner Projekte und projektbasierter Unternehmen. Hier erfahren Projektmanager, wie sie die Kraft einzelner Projekterfolge miteinander verbinden können, um das Unternehmen so zu einem höheren Maß an Produktivität und Reaktionsfreudigkeit im Kundenkontakt anzuspornen. "The Portable MBA in Project Management" - der umfassende Ratgeber für erfolgreiches Projektmanagement und ein Muss für jeden ambitionierten Projektmanager. Eric Verzuh ist als Consultant für führende internationale Unternehmen tätig, darunter u.a. Adobe, Boeing, GE und Nordstrom.




The Complete Project Manager


Book Description

The Complete Project Manager: Integrating People, Organizational, and Technical Skills is the practical guide that addresses the “soft” project management skills that are so essential to successful project, program, and portfolio management. Through a storytelling approach, the authors explain the necessary skills—and how to use them—to create an environment that supports project success. They demonstrate both the “why” and the “how” of creatively applying soft project management skills in the areas of leadership, conflict resolution, negotiations, change management, and more. This guide has an accompanying workbook, The Complete Project Manager's Toolkit , sold separately.




Simultaneous Management


Book Description

Simultaneous Management blends classic project management theory with the experiences of successful practitioners in our real world. This revolutionary but highly practical book provides today's project managers with the tools and the confidence to deal with the conflicting demands and uncertainties that so often arise to undermine the most well thought-out plan. Written in plain English, Simultaneous Management is perfect managers who need to operate in the real world, as well as faculty and students in a classroom. You'll learn the 9 commonsense principles of project management (systematic and integrative planning, timely decisions adjusted to uncertainty, isolation and absorption, inward and outward leadership, teamwork, overlapping of phases, simple procedures, intensive communication, and systematic monitoring). Many project management texts are great when it comes to theory, but few succeed in converting industry experience into academic philosophy and principles the way Simultaneous Management does. The author shares dozens of case studies that illustrate key guiding principles, and how to apply them under the harsh glare of everyday project experience. He also provides a range of easy-to-use tools (such as the Decision Matrix and the Critical Assumptions Matrix) and clear instructions on implementing them when turbulence strikes your next project.




Creating an Environment for Successful Projects, 3rd Edition


Book Description

Now in its third edition, this project management classic has been updated with an array of field-tested tools to help upper management ensure the success of projects within organizations. For over twenty years, Creating an Environment for Successful Projects has been a staple for upper managers who want to help projects succeed. This new edition includes case studies from companies that have successfully applied the approach, along with practical tools such as templates, surveys, and benchmark reports for savvy leaders who want to ensure project success throughout their organizations. The insights in this book will help management speed projects along instead of getting in their way. All too often, well-intentioned managers put roadblocks in the team's way instead of empowering them with the tools they need to succeed. This approach to project environments, grounded in decades of research and practice, will help you make your organization the most project-friendly it's ever been. Organizational changes rarely work unless upper management is heavily involved. Although project managers are most closely responsible for the success of projects, upper managers are the ones who ultimately create an environment that supports those projects. The way upper managers define, structure, and act toward projects has an important effect on the success or failure of those projects and, consequently, the success or failure of the organization. This book helps all managers understand the need for project management changes and shows how to develop project management as an organizational practice.




PMP PMBOK 7 Made Easy


Book Description

How can effective project management transform not just outcomes, but entire organizations? In a world where change is the only constant, mastering the art and science of project management has never been more crucial. This comprehensive guide delves into the essential principles and practices of project management, empowering professionals to lead projects with confidence and precision. From the foundational elements of the Project Management Body of Knowledge (PMBOK) to the latest Agile methodologies, this book offers a deep dive into the core concepts that drive successful project delivery. Readers will discover the significance of the triple constraint—scope, time, and cost—and how balancing these elements can make or break a project. The importance of stakeholder engagement is also emphasized, revealing how effective communication and collaboration can foster a culture of trust and commitment, ultimately leading to greater project success. One of the standout features of this guide is its focus on the twelve key principles outlined in the PMBOK 7, designed to enhance decision-making and problem-solving in real-world scenarios. Each principle is not only explained in detail but also accompanied by practical applications, ensuring readers can immediately implement these strategies in their own projects. The book also explores how to tailor approaches to fit various project contexts, equipping professionals with the tools needed to adapt to the ever-changing landscape of project management. A special emphasis is placed on performance domains, including stakeholder management, team dynamics, and risk management, providing readers with a holistic view of the project lifecycle. Strategies for building high-performing teams, managing uncertainty, and delivering value to stakeholders are discussed in depth, illustrating the multifaceted nature of effective project leadership. As readers progress through the chapters, they will find valuable insights into planning, execution, and continuous improvement. Practical examples and real-life case studies enrich the learning experience, making complex concepts accessible and relatable. Finally, the guide offers tips for preparing for the PMP exam, including sample questions and strategies for managing exam day stress. This comprehensive approach ensures that readers are not only well-prepared for the certification but also equipped to excel in their project management careers. Embark on a transformative journey that will elevate your project management skills and empower you to lead with confidence, ensuring that every project you undertake is a success.




Neal Whitten's No-Nonsense Advice for Successful Projects


Book Description

Learn the Best Practices That Make the Difference Between Troubled Projects and Consistently Successful Projects There's no better way to learn the nuts and bolts of a profession than by having a mentor at your side. But most project managers and leaders don't have that advantage — and that's why Neal Whitten wrote this book. Having Neal Whitten's No-Nonsense Advice for Successful Projects on hand is like having a mentor to guide you at every turn in the road. Neal shows you how to avoid a painful learning curve with a set of best practices for leading consistently successful projects. In this book, Neal distills his 30 years of experience into tips and strategies that are easy to learn and apply to your projects. These strategies will give you a decisive competitive edge in leading projects and working with stakeholders, clients, and team members. Learn How to: • Run your project like you'd run your own business • Become a “benevolent dictator” for the most effective leadership • Recognize and deal with professional immaturity • Deal with difficult people • Master behaviors that will make your team leaders' jobs easier and benefit your own career • Assess if you're too soft — and learn to make unpopular decisions if they're necessary to project success • Create a culture that fosters the success of your project • Gain the respect of your team members • Avoid making long-term project commitments • Manage to your top three problems




Creating Successful Acquisition and Joint Venture Projects


Book Description

Acquisitions and joint ventures can be difficult, costly, and risky, but if a company uses the right teams and processes and is adequately prepared, the chance of success can be significantly increased. Dr. Triantis, a practitioner with extensive experience in M&A planning and implementation and business strategizing, discusses the resources and preparation that are needed before an acquisition or joint venture should even be started, and the various roles and responsibilities of project participants once it is underway. His book examines the sequence of steps, and the events involved in conducting an acquisition or joint venture and shows how the screening and opportunity assessment process, along with proper planning and transfer of responsibilities, can go a long way toward creating the conditions necessary for success. The book provides guidelines, advice, and recommendations that project teams in key areas must focus on, and by doing so it introduces much needed discipline into the M&A decision making process. It treats important issues and ingredients in project financial analysis, valuation, risk management, negotiations, due diligence and legal agreements. In addition, by examining M&A and joint venture project financing, implementation, the creation and harnessing of synergies, and the need for monitoring and control, the book gives readers greater confidence in their own M&A decision making. Readers will find instruction on how to obtain corporate approvals, deal with project impediments, assess the performance of project teams, distill lessons learned in conducting acquisitions and joint ventures, and how to institutionalize their knowledge after the project is completed. Highly detailed, with a unique viewpoint that challenges prevailing orthodoxies of M&A management, Dr. Triantis's step-by-step approach will be valuable not only for corporate M&A staffers but also for college-level teachers and students.