The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities

The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities

The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities

The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities

Synopsis

Drawing on more than twenty-five years experience consulting and training on project management in companies such as NCR, AT&T, and 3M, J. Davidson Frame updates and expands what he introduced in the first edition of The New Project Management in 1994-a set of core competencies for managerial success in a corporate climate where downsizing, outsourcing, and employee empowerment are a way of life. This new edition focuses on the hottest areas in project management today-augmenting and expanding the existing coverage of risk management and estimating, and including three all-new chapters on critical issues that did not even exist in 1994.

Excerpt

The New Project Management was written for men and women working in a broad range of fields who find themselves struggling to manage projects in a chaotic world. Whether undertaking conventional projects in construction or the defense industry or pursuing Information Age projects in such areas as information systems, finance, research and development, marketing, pharmaceuticals, or insurance, many of these men and women have discovered that conventional wisdom about project management is only marginally relevant to them in these turbulent times. They know that there is more to project management than mastering scheduling techniques (such as PERT), budgeting techniques (such as S-curves), or resource allocation techniques (such as resource histograms).

I wrote this book to explore concepts and techniques that are not generally covered in conventional project management texts. When I began, the book carried the working title Beyond PERT. I came up with that title in a frivolous moment. It has long bothered me that project management is so closely associated with a set of standard tools developed decades ago—PERT/CPM networks go back as far as 1957, and Gantt charts were first used during World War I! It has reached the point that when people ask, ”Do you know project management?” what they mean is “Do you know how to calculate the critical path on a PERT chart?” When I reflect on my own project management experiences , I sense that what is taught in conventional project management texts played a fairly small role in determining whether my projects succeeded or failed.

The New Project Management focuses on the key concerns project professionals face today. These men and women operate in an environment dominated by chaos and uncertainty. Their jobs are undergoing tremendous transformation as their employers undertake radical efforts at corporate reengineering. They can no longer function as mere implementers of projects but must assume the role of initiators. To help . . .

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