The New Project Management
by Jossey-Bass
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Original price
$65.00
Original price
$65.00
$65.00
-
$65.00
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$65.00
Description
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.Jetzt erscheint das Standardwerk zum Projektmanagement in der 2. aktualisierten Auflage.
Das Unternehmensumfeld im 21. Jahrhundert ist geprägt von Komplexität, Chaos und Ungewissheit. Die althergebrachten und bewährten Methoden des Projektmanagement haben längst ihre Gültigkeit verloren.
Entsprechend den neuen Gegebenheiten, müssen neue Methoden, Verfahren und Prozesse entwickelt werden, die den Herausforderungen des modernen Projektmanagement gerecht werden.
"The New Project Management" bietet hierzu eine Fülle praktischer Lösungen:
- Konkrete Strategien für den Umgang mit der Komplexität
- neue Techniken zur Erkennung der Kunden und zur Maximierung der Kundenzufriedenheit
- ein leicht verständlicher Risikomanagement-Prozess, der auch funktioniert.
Mit Team Management Checklisten.
Mit einer Fülle neuer Beispiele.
"The New Project Management": Der ultimative Leitfaden für Projektmanagement im Zeitalter des rasanten unternehmerischen Wandels. Preface.
The Author.
1. The New Business Environment and the Need for a New Project Management.
Part One: Managing in the New Business Environment.
2. Managing Complexity: Techniques for Fashioning Order out of Chaos.
3. Engaging Change: Knowing When to Embrace, Accept, or Challenge.
4. Managing Risk: Identifying, Analyzing, and Planning Responses.
5. Satisfying Customers: Knowing Who They Are, What They Want, and When They Are Right or Wrong.
6. Defining Requirements That Bridge the Customer-Developer Gap.
Part Two: Tools for the New Project Management.
7. Acquiring Political Skills and Building Influence.
8. Building Teams with Borrowed Resources.
9. Selecting Projects That Will Lead to Success.
10. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success.
11. Scheduling Projects with New Tools: The Time-Boxed and Critical Chain Scheduling Techniques.
12. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources.
13. Integrating Cost and Schedule Control to Measure Work Performance.
14. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives.
15. Understanding and Using Performance Metrics: Measuring the Right Stuff.
16. Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities.
17. Carpe Diem: Seize the Day!
References.
Index. J. Davidson Frame is Dean of Academic Affairs at the University of Management and Technology (UMT) in Arlington, Virginia. Prior to joining UMT, he established the project management program at George Washington University. He also served as director of the Project Management Certification Program at the Project Management Institute (PMI) and has served on PMI's board of directors. Frame has authored more than forty articles and five books, including Project Management Competence (Jossey-Bass, 1999). In a business environment where complexity, chaos, and uncertainty dominate, the old tried-and-true methods of managing projects no longer work well. Whether undertaking conventional projects in construction or the defense industry or pursuing information --age projects in such areas as information systems, finance, or research and development, many project managers have discovered that conventional wisdom is only marginally relevant to them in these turbulent times. In this new revision of The New Project Management, J. Davidson Frame gets to the heart of the current realities of managing projects in the new millenium, offering concrete strategies for getting things done in today's complex business environment.
Frame demonstrates why today's project managers must transform themselves from implementors to initiators-and why they need to get up to speed on such key issues as ensuring customer satisfaction, managing complexity, accelerating schedules, coping with empowerment, managing contractors, managing managers, building team spirit, and more. This revised edition of the book focuses on the hottest topics in project management today, augmenting and expanding the existing coverage of risk management and estimating, and includes three all-new chapters on establishing and maintaining the project support office, new techniques for scheduling-including critical chain and time-boxed scheduling-and bridging the business-technology gap when developing project requirements.
The author provides a practical toolkit for today's project manager, offering strategies for identifying customers and maximizing their satisfaction; techniques to help managers evaluate and select products, personnel, and vendors; an easy-to-understand risk management process that really works; a user-friendly method of project evaluation that helps managers gauge progress; and a team management checklist. The book also includes new examples and an updated reference section. 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. Praise for the First Edition
Das Unternehmensumfeld im 21. Jahrhundert ist geprägt von Komplexität, Chaos und Ungewissheit. Die althergebrachten und bewährten Methoden des Projektmanagement haben längst ihre Gültigkeit verloren.
Entsprechend den neuen Gegebenheiten, müssen neue Methoden, Verfahren und Prozesse entwickelt werden, die den Herausforderungen des modernen Projektmanagement gerecht werden.
"The New Project Management" bietet hierzu eine Fülle praktischer Lösungen:
- Konkrete Strategien für den Umgang mit der Komplexität
- neue Techniken zur Erkennung der Kunden und zur Maximierung der Kundenzufriedenheit
- ein leicht verständlicher Risikomanagement-Prozess, der auch funktioniert.
Mit Team Management Checklisten.
Mit einer Fülle neuer Beispiele.
"The New Project Management": Der ultimative Leitfaden für Projektmanagement im Zeitalter des rasanten unternehmerischen Wandels. Preface.
The Author.
1. The New Business Environment and the Need for a New Project Management.
Part One: Managing in the New Business Environment.
2. Managing Complexity: Techniques for Fashioning Order out of Chaos.
3. Engaging Change: Knowing When to Embrace, Accept, or Challenge.
4. Managing Risk: Identifying, Analyzing, and Planning Responses.
5. Satisfying Customers: Knowing Who They Are, What They Want, and When They Are Right or Wrong.
6. Defining Requirements That Bridge the Customer-Developer Gap.
Part Two: Tools for the New Project Management.
7. Acquiring Political Skills and Building Influence.
8. Building Teams with Borrowed Resources.
9. Selecting Projects That Will Lead to Success.
10. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success.
11. Scheduling Projects with New Tools: The Time-Boxed and Critical Chain Scheduling Techniques.
12. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources.
13. Integrating Cost and Schedule Control to Measure Work Performance.
14. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives.
15. Understanding and Using Performance Metrics: Measuring the Right Stuff.
16. Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities.
17. Carpe Diem: Seize the Day!
References.
Index. J. Davidson Frame is Dean of Academic Affairs at the University of Management and Technology (UMT) in Arlington, Virginia. Prior to joining UMT, he established the project management program at George Washington University. He also served as director of the Project Management Certification Program at the Project Management Institute (PMI) and has served on PMI's board of directors. Frame has authored more than forty articles and five books, including Project Management Competence (Jossey-Bass, 1999). In a business environment where complexity, chaos, and uncertainty dominate, the old tried-and-true methods of managing projects no longer work well. Whether undertaking conventional projects in construction or the defense industry or pursuing information --age projects in such areas as information systems, finance, or research and development, many project managers have discovered that conventional wisdom is only marginally relevant to them in these turbulent times. In this new revision of The New Project Management, J. Davidson Frame gets to the heart of the current realities of managing projects in the new millenium, offering concrete strategies for getting things done in today's complex business environment.
Frame demonstrates why today's project managers must transform themselves from implementors to initiators-and why they need to get up to speed on such key issues as ensuring customer satisfaction, managing complexity, accelerating schedules, coping with empowerment, managing contractors, managing managers, building team spirit, and more. This revised edition of the book focuses on the hottest topics in project management today, augmenting and expanding the existing coverage of risk management and estimating, and includes three all-new chapters on establishing and maintaining the project support office, new techniques for scheduling-including critical chain and time-boxed scheduling-and bridging the business-technology gap when developing project requirements.
The author provides a practical toolkit for today's project manager, offering strategies for identifying customers and maximizing their satisfaction; techniques to help managers evaluate and select products, personnel, and vendors; an easy-to-understand risk management process that really works; a user-friendly method of project evaluation that helps managers gauge progress; and a team management checklist. The book also includes new examples and an updated reference section. 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. Praise for the First Edition
"An invaluable reference for the modern project manager. It represents a sharp break with the 'PERT-only' era, capturing the latest theory and practice of the project management art."
--William W. Bahnmaier, Col., USMC (retd), former department chair, Principles of Project Management Division, Defense Systems Management College
"Experienced project managers, newly appointed managers, and professionals of any kind who work in modern organizations where business reengineering, cross-functional teams, and customer satisfaction are key to their success will appreciate the insights and practical project management experience shared in Dr. Frame's book."
--Gus Crosetto, director of training and development, Fannie Mae
"Dr. Frame is again right on target. Dealing effectively with rapid change, possessing a strong customer orientation, and the ability to know what to do and then to do it. These are all key elements to be a successful project manager today. A recommended read for all those in project management."
--Carmen Quatrochi, Wireless Project, AT&T Network Systems, Management Director
PUBLISHER:
Wiley
ISBN-13:
9780787958923
BINDING:
Hardback
BISAC:
BUSINESS & ECONOMICS
BOOK DIMENSIONS:
Dimensions: 159.00(W) x Dimensions: 235.50(H) x Dimensions: 31.10(D)
AUDIENCE TYPE:
General/Adult
LANGUAGE:
English