Project Management Demystified

Project Management Demystified

Project Management Demystified

Project Management Demystified

Synopsis

Concise, practical and entertaining to read, this excellent introduction to project management is an indispensable book for professionals and students working in or studying project management in business, engineering or the public sector.

This third edition contains expanded sections on programme management, portfolio management, and the public sector. An entirely new chapter covers the evaluation, analysis and management of risks and issues. A much expanded section explores the rise and utilization of methodologies like Prince2.

Excerpt

When my old grandfather came back from a long night watching over the local sardine factory he would often say ‘You can never do well as a nightwatchman, my boy’. It took many years of hearing this seven times a week before I realized what he meant. If he did his nightwatchman job perfectly by staying awake all night, if no one broke in and there were no fires the result was that no one took any notice of him at all. One little problem, a minor break in, and he was to blame. He could easily do badly, he could never do well. He only got noticed if something went wrong.

Project management is a lot like that. The perfect project manager uses all the right techniques and tools to avoid problems so that nothing surprising happens and the project comes out well. No one, of course, takes any notice of the manager who achieved all that. Every problem, every delay, every overspend and everyone points the fickle finger of blame at the project manager.

For this reason Project Management Demystified aims to achieve two things. Firstly, you will get a peek into the project management toolbox – you will learn about critical path analysis, work breakdown structures, team building, cost control and a whole host of other simple, common sense techniques that help people bring projects in on time and to budget.

Successful projects do not always mean successful project managers, so the second aim of this book is to make you aware of opportunities to blow your own trumpet. It tells you how to make sure people recognize what a great project management person you really are!

You might be a manager, an engineer, a scientist or a student who thinks that project management has something to offer. You might have just been promoted to project manager when your boss dropped a project management software package in your lap. If you are in any of these categories read on, run good projects and have a successful career.

By the way, my grandfather was a tailor.

Geoff Reiss . . .

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