{"product_id":"project-management-for-dummies-uk-isbn-9781394201884","title":"Project Management For Dummies - UK","description":"\u003cp\u003e\u003cb\u003eStay on track and within budget with this accessible guide to project planning\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eProject Management For Dummies \u003c\/i\u003eguides you to a thorough understanding of how to successfully manage projects—and the people who work on them—even if you’re brand new to the project management field. You’ll learn the basic concepts, key tips and tricks for making things go smoothly, and updated information relevant to today’s UK business practices. Even if you aren’t entering a project management role, you’ll need to learn project planning skills to stay competitive in today’s employment market. Now revised with fresh content on everything from a project’s start to its finish, this friendly Dummies title will teach you to manage projects large and small. \u003c\/p\u003e\u003cul\u003e \u003cli\u003eLearn the must-know concepts in project management\u003c\/li\u003e \u003cli\u003eDiscover planning techniques that will enhance your effectiveness\u003c\/li\u003e \u003cli\u003eManage projects with in-person or virtual teams\u003c\/li\u003e \u003cli\u003eAvoid common mistakes and know what to do when the unexpected happens\u003c\/li\u003e\n\u003c\/ul\u003e\u003cp\u003eThis guide is excellent for anyone in a project management role, students with an eye toward a career in project management, and anyone who needs to organize and complete large tasks. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eIntroduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbout This Book 2\u003c\/p\u003e \u003cp\u003eFoolish Assumptions 2\u003c\/p\u003e \u003cp\u003eIcons Used in This Book 3\u003c\/p\u003e \u003cp\u003eBeyond the Book 4\u003c\/p\u003e \u003cp\u003eWhere to Go from Here 4\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1: Understanding Projects and What You Want to Achieve 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Success in Project Management 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTaking on a Project 7\u003c\/p\u003e \u003cp\u003eAvoiding the Pitfalls 8\u003c\/p\u003e \u003cp\u003eDeciding Whether the Job is a Project 10\u003c\/p\u003e \u003cp\u003eUnderstanding the four control areas 10\u003c\/p\u003e \u003cp\u003eRecognising the diversity of projects 12\u003c\/p\u003e \u003cp\u003eUnderstanding the four stages of a project 13\u003c\/p\u003e \u003cp\u003eDefining the Project Manager’s Role 15\u003c\/p\u003e \u003cp\u003eLooking at the Project Manager’s tasks 16\u003c\/p\u003e \u003cp\u003eOpposing opposition 17\u003c\/p\u003e \u003cp\u003eAvoiding ‘shortcuts’ 18\u003c\/p\u003e \u003cp\u003eDeciding On Your Approach 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Thinking Through the Life of Your Project 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing a Set Approach 21\u003c\/p\u003e \u003cp\u003eBreaking the Project Down into Stages 22\u003c\/p\u003e \u003cp\u003eAppreciating the advantages of stages 23\u003c\/p\u003e \u003cp\u003eDeciding on the number of delivery stages 24\u003c\/p\u003e \u003cp\u003eUnderstanding the Four Main Stages 25\u003c\/p\u003e \u003cp\u003eStarting the project 25\u003c\/p\u003e \u003cp\u003eThe planning stage – organising and preparing 28\u003c\/p\u003e \u003cp\u003eThe delivery stages – carrying out the work 32\u003c\/p\u003e \u003cp\u003eThe closure stage 36\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Defining the Scope and Producing a Business Case 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining the Scope 38\u003c\/p\u003e \u003cp\u003eManaging expectations and avoiding disappointment 39\u003c\/p\u003e \u003cp\u003eChallenging the scope 39\u003c\/p\u003e \u003cp\u003eUnderstanding the dimensions of scope 40\u003c\/p\u003e \u003cp\u003eBeing clear 40\u003c\/p\u003e \u003cp\u003eConsidering the requirements 41\u003c\/p\u003e \u003cp\u003eProducing a Business Case 41\u003c\/p\u003e \u003cp\u003eGetting to grips with the basic contents 42\u003c\/p\u003e \u003cp\u003eKeeping the Business Case up to date 42\u003c\/p\u003e \u003cp\u003eFiguring out why you’re doing the project 43\u003c\/p\u003e \u003cp\u003eUnderstanding project justification 44\u003c\/p\u003e \u003cp\u003eUnderstanding benefits 45\u003c\/p\u003e \u003cp\u003eWriting the Business Case 49\u003c\/p\u003e \u003cp\u003eComplying with organisational standards 50\u003c\/p\u003e \u003cp\u003eGoing Back to the Scope 50\u003c\/p\u003e \u003cp\u003eChallenging the existing scope 51\u003c\/p\u003e \u003cp\u003eGoing the second mile 51\u003c\/p\u003e \u003cp\u003eGetting to Grips with Techniques 52\u003c\/p\u003e \u003cp\u003eCalculating return on investment 52\u003c\/p\u003e \u003cp\u003eUnderstanding cost–benefit analysis 52\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Knowing Your Project’s Stakeholders 55\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManaging Stakeholders 56\u003c\/p\u003e \u003cp\u003eIdentifying stakeholders – the ‘who’ 57\u003c\/p\u003e \u003cp\u003eAnalysing the stakeholders – the ‘where’ 60\u003c\/p\u003e \u003cp\u003eUnderstanding positions – the ‘why’ 62\u003c\/p\u003e \u003cp\u003eDeciding action – the ‘what’ 63\u003c\/p\u003e \u003cp\u003eWorking with stakeholders – the ‘how’ 65\u003c\/p\u003e \u003cp\u003ePlanning the work – the ‘when’ 66\u003c\/p\u003e \u003cp\u003eHandling Opposition 67\u003c\/p\u003e \u003cp\u003eSolving the problems 67\u003c\/p\u003e \u003cp\u003eFocusing on the common areas 67\u003c\/p\u003e \u003cp\u003eUnderstanding that you’re a threat 67\u003c\/p\u003e \u003cp\u003eSpotting facts and emotions 69\u003c\/p\u003e \u003cp\u003eOverriding the opposition 70\u003c\/p\u003e \u003cp\u003eHandling Multiple-Stakeholder Projects 71\u003c\/p\u003e \u003cp\u003eGetting multiple approvals 71\u003c\/p\u003e \u003cp\u003eDeveloping management strategies 71\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2: Planning Time: Determining What, When and How Much 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Planning with Deliverables First 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSeeing the Logic of Product Planning 76\u003c\/p\u003e \u003cp\u003eThinking ‘product’ before thinking ‘task’ 76\u003c\/p\u003e \u003cp\u003eUnderstanding the problems of an activity focus 78\u003c\/p\u003e \u003cp\u003eKnowing What a Product Is – and Isn’t 79\u003c\/p\u003e \u003cp\u003eFinding Good Product Names 80\u003c\/p\u003e \u003cp\u003eUsing a Business Project Example 81\u003c\/p\u003e \u003cp\u003eIdentifying the products 81\u003c\/p\u003e \u003cp\u003eDeveloping a sequence 82\u003c\/p\u003e \u003cp\u003eDefining the products 87\u003c\/p\u003e \u003cp\u003eUsing a Structured Product List 88\u003c\/p\u003e \u003cp\u003eUnleashing the Power of the Work Flow Diagram 91\u003c\/p\u003e \u003cp\u003eUsing the Work Flow Diagram for risk 92\u003c\/p\u003e \u003cp\u003eUsing the Work Flow Diagram for control 92\u003c\/p\u003e \u003cp\u003eUsing the Work Flow Diagram to show stages 93\u003c\/p\u003e \u003cp\u003eUsing the Work Flow for progress reporting 93\u003c\/p\u003e \u003cp\u003eGetting a picture of the project 95\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Planning the Activities 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMoving From Products to Activities 98\u003c\/p\u003e \u003cp\u003eHaving multiple tasks to build a product 98\u003c\/p\u003e \u003cp\u003eListing the activities or tasks 99\u003c\/p\u003e \u003cp\u003eDrawing Up a First Activity Network 101\u003c\/p\u003e \u003cp\u003eSeeing how you build up an Activity Network 101\u003c\/p\u003e \u003cp\u003eUsing the Work Flow Diagram 103\u003c\/p\u003e \u003cp\u003ePutting in the time durations 105\u003c\/p\u003e \u003cp\u003eCalculating the length of the project 107\u003c\/p\u003e \u003cp\u003eUnderstanding Float and Its Impact 109\u003c\/p\u003e \u003cp\u003eIdentifying the Critical Path 111\u003c\/p\u003e \u003cp\u003eWatching the critical path 112\u003c\/p\u003e \u003cp\u003eFinding a split critical path 113\u003c\/p\u003e \u003cp\u003eBeing More Precise with Dependencies 114\u003c\/p\u003e \u003cp\u003eUnderstanding dependency types 114\u003c\/p\u003e \u003cp\u003eStaying in touch with reality 117\u003c\/p\u003e \u003cp\u003eThinking a bit more about sequences 118\u003c\/p\u003e \u003cp\u003eWorking with the Activity Network 120\u003c\/p\u003e \u003cp\u003eWorking back to meet end dates 121\u003c\/p\u003e \u003cp\u003eAvoiding backing into your schedule 122\u003c\/p\u003e \u003cp\u003eGoing for Gantt 123\u003c\/p\u003e \u003cp\u003eEstimating Activity Durations 125\u003c\/p\u003e \u003cp\u003eGetting the best information 126\u003c\/p\u003e \u003cp\u003eUsing estimating techniques 127\u003c\/p\u003e \u003cp\u003ePutting a health warning on estimates 128\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Looking At Staff Resources 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSeeing Why You Need to Plan Staff Use 132\u003c\/p\u003e \u003cp\u003eDealing with resource conflicts 132\u003c\/p\u003e \u003cp\u003eMaking sure that people are available 133\u003c\/p\u003e \u003cp\u003eMonitoring use of staff on the project 135\u003c\/p\u003e \u003cp\u003eMatching People to Tasks 135\u003c\/p\u003e \u003cp\u003eWorking out the skill sets and knowledge that you need on the teams 135\u003c\/p\u003e \u003cp\u003eGrowing your people 136\u003c\/p\u003e \u003cp\u003eIdentifying skills sets 137\u003c\/p\u003e \u003cp\u003eHoning Your Task Duration Estimates 138\u003c\/p\u003e \u003cp\u003eDocumenting your estimates 138\u003c\/p\u003e \u003cp\u003eFactors in activity timing and estimates 139\u003c\/p\u003e \u003cp\u003eEstimating required work effort 140\u003c\/p\u003e \u003cp\u003eFactoring in productivity 141\u003c\/p\u003e \u003cp\u003eTaking care with historical data 144\u003c\/p\u003e \u003cp\u003eAccounting for availability 145\u003c\/p\u003e \u003cp\u003eSmoothing the Resource 146\u003c\/p\u003e \u003cp\u003eChecking for resource conflict 146\u003c\/p\u003e \u003cp\u003eResolving resource conflicts – the steps 147\u003c\/p\u003e \u003cp\u003eCo-ordinating assignments across multiple projects 149\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Planning for Other Resources and Developing the Budget 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDetermining Physical Resource Needs 152\u003c\/p\u003e \u003cp\u003eIdentifying resource needs 152\u003c\/p\u003e \u003cp\u003eUnderstanding physical resources 154\u003c\/p\u003e \u003cp\u003eThinking a bit more about timing 155\u003c\/p\u003e \u003cp\u003ePreparing a Budget 156\u003c\/p\u003e \u003cp\u003eLooking at different types of project costs 157\u003c\/p\u003e \u003cp\u003eDeveloping a project budget at three levels 159\u003c\/p\u003e \u003cp\u003eCreating a detailed budget estimate 160\u003c\/p\u003e \u003cp\u003eRefining your budget through the stages 162\u003c\/p\u003e \u003cp\u003eAvoiding drowning people in detail 164\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Planning at Different Times and Levels 165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePutting the Main Structure in Place 166\u003c\/p\u003e \u003cp\u003eDeciding on the stages 166\u003c\/p\u003e \u003cp\u003eHolding a Stage Gate 168\u003c\/p\u003e \u003cp\u003eWorking with Planning Levels 169\u003c\/p\u003e \u003cp\u003eDrawing up new plans 170\u003c\/p\u003e \u003cp\u003eKeeping higher level plans up to date 172\u003c\/p\u003e \u003cp\u003ePlanning at more than one level at once 172\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Dealing with Risk and Uncertainty 175\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Risks and Risk Management 176\u003c\/p\u003e \u003cp\u003eSeeing why you need risk management 177\u003c\/p\u003e \u003cp\u003eManaging, not necessarily avoiding, risk 177\u003c\/p\u003e \u003cp\u003eKeeping people informed 178\u003c\/p\u003e \u003cp\u003eKeeping risk in focus throughout the project 180\u003c\/p\u003e \u003cp\u003eWorking Through the Risk Cycle 180\u003c\/p\u003e \u003cp\u003eIdentifying a risk and its trigger event(s) 182\u003c\/p\u003e \u003cp\u003e(Re)analyse the risk and check existing actions 183\u003c\/p\u003e \u003cp\u003eDeciding risk management action(s) 189\u003c\/p\u003e \u003cp\u003eAdd\/modify risk management in the plans 193\u003c\/p\u003e \u003cp\u003eTake planned action(s) and monitor the risk 194\u003c\/p\u003e \u003cp\u003eDocumenting Risk 195\u003c\/p\u003e \u003cp\u003eRisk Plan 195\u003c\/p\u003e \u003cp\u003eRisk Log 196\u003c\/p\u003e \u003cp\u003eGetting Some Help from Techniques 197\u003c\/p\u003e \u003cp\u003eIshikawa (fishbone) diagram 197\u003c\/p\u003e \u003cp\u003eWork Flow Diagram 198\u003c\/p\u003e \u003cp\u003eRisk Checklist 198\u003c\/p\u003e \u003cp\u003eDecision tree 198\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Controlling Quality 201\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding the Effects of Getting Quality Wrong 203\u003c\/p\u003e \u003cp\u003eUnderstanding the impact of poor quality 203\u003c\/p\u003e \u003cp\u003eAvoiding the cost of unnecessarily high quality 204\u003c\/p\u003e \u003cp\u003eDefining Quality 205\u003c\/p\u003e \u003cp\u003eStriking the Quality Balance 205\u003c\/p\u003e \u003cp\u003eBalancing quality against project effort (and more) 205\u003c\/p\u003e \u003cp\u003eThinking through what quality level you need 206\u003c\/p\u003e \u003cp\u003eIdentifying when quality levels are mandatory 208\u003c\/p\u003e \u003cp\u003eSpotting Quality Game-Playing and Working to Prevent It 208\u003c\/p\u003e \u003cp\u003eThe quality level game and a guilty conscience 209\u003c\/p\u003e \u003cp\u003eWhen formality and auditing means nothing 210\u003c\/p\u003e \u003cp\u003eTypical game players 211\u003c\/p\u003e \u003cp\u003eAchieving a Culture of Quality 211\u003c\/p\u003e \u003cp\u003eCommunicating quality requirements and procedures 212\u003c\/p\u003e \u003cp\u003eExplaining the attitude to error 212\u003c\/p\u003e \u003cp\u003eCelebrating when errors are found 213\u003c\/p\u003e \u003cp\u003eGetting On Top of Quality in Your Project 214\u003c\/p\u003e \u003cp\u003eDrawing up an effective Quality Plan 214\u003c\/p\u003e \u003cp\u003eBuilding the foundation with good product definition 216\u003c\/p\u003e \u003cp\u003eUsing powerful yet simple logs 217\u003c\/p\u003e \u003cp\u003eAuditing quality effectively 218\u003c\/p\u003e \u003cp\u003eDelivering At the Right Level 218\u003c\/p\u003e \u003cp\u003eSpecifying the right sort of testing 219\u003c\/p\u003e \u003cp\u003eUsing the right people 219\u003c\/p\u003e \u003cp\u003eReviewing Products 220\u003c\/p\u003e \u003cp\u003eUsing informal review (peer level checking) 220\u003c\/p\u003e \u003cp\u003eUsing formal review 221\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3: Putting Your Management Team Together 225\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Organising the Project 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDesigning the Project Organisation 227\u003c\/p\u003e \u003cp\u003eUnderstanding it’s about roles, not jobs 229\u003c\/p\u003e \u003cp\u003eGetting to grips with project roles 230\u003c\/p\u003e \u003cp\u003eLooking at the roles 230\u003c\/p\u003e \u003cp\u003eInfluencing the selection of PSG roles 239\u003c\/p\u003e \u003cp\u003eDefining Organisational Structures 239\u003c\/p\u003e \u003cp\u003eThe projectised structure 239\u003c\/p\u003e \u003cp\u003eThe matrix structure 240\u003c\/p\u003e \u003cp\u003eTaking note of the structure 241\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Working With Teams and Specialists 243\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLooking At the Team in Context 245\u003c\/p\u003e \u003cp\u003eWorking with Team Leaders 246\u003c\/p\u003e \u003cp\u003eAccepting That People Are Different 248\u003c\/p\u003e \u003cp\u003eUsing the Controller–Analyst Matrix 248\u003c\/p\u003e \u003cp\u003eBuilding in or avoiding team conflict 249\u003c\/p\u003e \u003cp\u003eUsing the model on the fly 250\u003c\/p\u003e \u003cp\u003eThinking About Suitable Team Members 251\u003c\/p\u003e \u003cp\u003eConsidering Performance 252\u003c\/p\u003e \u003cp\u003eIdentifying the performance progression 252\u003c\/p\u003e \u003cp\u003eMonitoring performance 253\u003c\/p\u003e \u003cp\u003eMaximising performance 253\u003c\/p\u003e \u003cp\u003eWorking with Senior Staff 254\u003c\/p\u003e \u003cp\u003eBeing secure in your role 255\u003c\/p\u003e \u003cp\u003eCalling in the heavy guns 255\u003c\/p\u003e \u003cp\u003eWorking with Technical Specialists 256\u003c\/p\u003e \u003cp\u003eFinding a translator 256\u003c\/p\u003e \u003cp\u003eAdmitting your ignorance 257\u003c\/p\u003e \u003cp\u003eBeing on-side 257\u003c\/p\u003e \u003cp\u003eWorking with Supplier Teams 258\u003c\/p\u003e \u003cp\u003eSupporting supplier staff 258\u003c\/p\u003e \u003cp\u003eChoosing suppliers carefully 259\u003c\/p\u003e \u003cp\u003eThinking ‘time’, not just ‘initial cost’ 259\u003c\/p\u003e \u003cp\u003eDealing With Discipline 259\u003c\/p\u003e \u003cp\u003eMaintaining some distance 260\u003c\/p\u003e \u003cp\u003eOwning the problem 260\u003c\/p\u003e \u003cp\u003eAvoiding jumping to conclusions 261\u003c\/p\u003e \u003cp\u003eResolving problems – or trying to 261\u003c\/p\u003e \u003cp\u003eTreading the disciplinary trail 262\u003c\/p\u003e \u003cp\u003eChanging Staff 262\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Being an Effective Leader 263\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePractising Management and Leadership 264\u003c\/p\u003e \u003cp\u003eUnderstanding what makes a good leader 264\u003c\/p\u003e \u003cp\u003eDeveloping personal authority 266\u003c\/p\u003e \u003cp\u003eKnowing What Motivates and What Demotivates 268\u003c\/p\u003e \u003cp\u003eTaking a lesson from Fred Herzberg 268\u003c\/p\u003e \u003cp\u003eUnderstanding points of demotivation 270\u003c\/p\u003e \u003cp\u003eEnsuring that others are on board 271\u003c\/p\u003e \u003cp\u003eDeveloping Your Teams 272\u003c\/p\u003e \u003cp\u003eDefining your project procedures 272\u003c\/p\u003e \u003cp\u003eHelping your teams to function well 273\u003c\/p\u003e \u003cp\u003eStoking the Boilers 275\u003c\/p\u003e \u003cp\u003eLetting people know how they’re doing 276\u003c\/p\u003e \u003cp\u003eMotivating people when they leave 276\u003c\/p\u003e \u003cp\u003eKeeping your finger on the pulse 277\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4: Steering the Project to Success 279\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Tracking Progress and Staying in Control 281\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding What Underpins Effective Progress Control 282\u003c\/p\u003e \u003cp\u003eHaving a reliable plan 282\u003c\/p\u003e \u003cp\u003eHaving clear and frequent milestones 283\u003c\/p\u003e \u003cp\u003eHaving an effective reporting mechanism 284\u003c\/p\u003e \u003cp\u003eHarnessing Product Power for Progress Control 284\u003c\/p\u003e \u003cp\u003eCompiling a Work Checklist 285\u003c\/p\u003e \u003cp\u003eGetting visual with the Work Flow Diagram 286\u003c\/p\u003e \u003cp\u003eMonitoring at project, stage and Work Package levels 286\u003c\/p\u003e \u003cp\u003eTaking Action When Things Go Off Track 286\u003c\/p\u003e \u003cp\u003eFinding out why the project is off track 287\u003c\/p\u003e \u003cp\u003eThinking about what you can do to get back on track 289\u003c\/p\u003e \u003cp\u003eDeciding what you’ll do 290\u003c\/p\u003e \u003cp\u003eTaking action 290\u003c\/p\u003e \u003cp\u003eMonitoring the effectiveness of the action 290\u003c\/p\u003e \u003cp\u003eMonitoring Work Effort and Costs 291\u003c\/p\u003e \u003cp\u003eKeeping an eye on work effort 291\u003c\/p\u003e \u003cp\u003eFollow the money: Monitoring expenditure 295\u003c\/p\u003e \u003cp\u003eDealing with Change and Avoiding Scope Creep 299\u003c\/p\u003e \u003cp\u003eUnderstanding different types of change 300\u003c\/p\u003e \u003cp\u003eLooking at impacts – the four dogs 302\u003c\/p\u003e \u003cp\u003eResponding to change requests 304\u003c\/p\u003e \u003cp\u003eEliminating scope creep – well, almost 305\u003c\/p\u003e \u003cp\u003eHandling Bad News 306\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Keeping Everyone Informed 307\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLooking At Communications Failure 308\u003c\/p\u003e \u003cp\u003eCommunications breakdown – the big project killer 308\u003c\/p\u003e \u003cp\u003eIdentifying causes of communications problems 309\u003c\/p\u003e \u003cp\u003eCommunicating Effectively 311\u003c\/p\u003e \u003cp\u003eDistinguishing between one-way and two-way communication 312\u003c\/p\u003e \u003cp\u003eCan you hear me? Listening actively 312\u003c\/p\u003e \u003cp\u003eChoosing the Appropriate Medium 314\u003c\/p\u003e \u003cp\u003eWriting reports 315\u003c\/p\u003e \u003cp\u003eMeeting up 318\u003c\/p\u003e \u003cp\u003eSetting up a project website 321\u003c\/p\u003e \u003cp\u003eMaking a business presentation 321\u003c\/p\u003e \u003cp\u003ePreparing a Communications Plan 323\u003c\/p\u003e \u003cp\u003eIdentifying the communications 324\u003c\/p\u003e \u003cp\u003eWriting a Communications Plan 326\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Closing Your Project 329\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStaying the Course to Completion 330\u003c\/p\u003e \u003cp\u003eThinking ahead about project closure 330\u003c\/p\u003e \u003cp\u003eDealing with a crash stop 331\u003c\/p\u003e \u003cp\u003ePlanning Closure 332\u003c\/p\u003e \u003cp\u003eOutlining closure activities 333\u003c\/p\u003e \u003cp\u003eMotivating teams to the finish line 334\u003c\/p\u003e \u003cp\u003eProviding a Good Transition for Team Members 334\u003c\/p\u003e \u003cp\u003eReviewing the Project 336\u003c\/p\u003e \u003cp\u003eBeginning with the end in mind 336\u003c\/p\u003e \u003cp\u003eRecording project information 338\u003c\/p\u003e \u003cp\u003eLearning lessons and passing them on 338\u003c\/p\u003e \u003cp\u003eMeasuring benefits 338\u003c\/p\u003e \u003cp\u003ePlanning for Things After the Project 340\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 5: Taking Your Project Management to the Next Level 343\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Outlining the Cyclical (Agile) Approach 345\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding the Difference Between Linear and Cyclical Approaches 346\u003c\/p\u003e \u003cp\u003eSeeing Beyond the Hype 347\u003c\/p\u003e \u003cp\u003eUnravelling misnomers 347\u003c\/p\u003e \u003cp\u003eSeparating fact from over-enthusiastic fiction 348\u003c\/p\u003e \u003cp\u003eImplementing a Cyclical Approach 349\u003c\/p\u003e \u003cp\u003eUnderstanding roles and functions 350\u003c\/p\u003e \u003cp\u003eRunning development cycles 350\u003c\/p\u003e \u003cp\u003eChoosing The Right Approach for Your Project 352\u003c\/p\u003e \u003cp\u003eBasing your decision on the project’s characteristics 352\u003c\/p\u003e \u003cp\u003eSeeing the gaps in cyclical approaches 352\u003c\/p\u003e \u003cp\u003eGetting it right, cyclical or not 353\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19: Managing Multiple Projects 357\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTalking the Talk 358\u003c\/p\u003e \u003cp\u003eDefining a programme 358\u003c\/p\u003e \u003cp\u003eDefining a portfolio 360\u003c\/p\u003e \u003cp\u003eDeciding on a Programme 360\u003c\/p\u003e \u003cp\u003eUnderstanding programme roles 361\u003c\/p\u003e \u003cp\u003eFitting in with Programme Plans 362\u003c\/p\u003e \u003cp\u003eMapping interdependencies by product 362\u003c\/p\u003e \u003cp\u003eControlling a programme 364\u003c\/p\u003e \u003cp\u003eManaging a Portfolio 365\u003c\/p\u003e \u003cp\u003eUnderstanding the project implications 366\u003c\/p\u003e \u003cp\u003eMaintaining the portfolio 366\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20: Using Technology to Up Your Game 369\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Computer Software Effectively 370\u003c\/p\u003e \u003cp\u003eSeeing what software you need 371\u003c\/p\u003e \u003cp\u003eUnderstanding where to use software 371\u003c\/p\u003e \u003cp\u003eHaving Your Head in the Cloud 377\u003c\/p\u003e \u003cp\u003eGetting Really Good Stuff for Free 379\u003c\/p\u003e \u003cp\u003eSupporting Virtual Teams with Communication Technology 380\u003c\/p\u003e \u003cp\u003eSaving Time with Software 381\u003c\/p\u003e \u003cp\u003eBeing Artificially Intelligent 381\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21: Monitoring Project Performance with Earned Value Management 383\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding EVM Terms and Formulas 384\u003c\/p\u003e \u003cp\u003eLooking at a project example (1) 384\u003c\/p\u003e \u003cp\u003eLooking at a project example (2) 385\u003c\/p\u003e \u003cp\u003eLooking at a project example (3) 385\u003c\/p\u003e \u003cp\u003eGetting the three key figures 386\u003c\/p\u003e \u003cp\u003eWorking with Ratios and Formulas 388\u003c\/p\u003e \u003cp\u003eInvestigating Variances 389\u003c\/p\u003e \u003cp\u003eDeciding What to Measure for EVM 390\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22: Project Governance and Why It’s Really Important 393\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSeeing Why It’s a No-brainer 394\u003c\/p\u003e \u003cp\u003eLooking At Other Guidance 395\u003c\/p\u003e \u003cp\u003eUnderstanding What’s Involved 395\u003c\/p\u003e \u003cp\u003eUnderstanding the Organisational Level 396\u003c\/p\u003e \u003cp\u003eStandards and approaches 397\u003c\/p\u003e \u003cp\u003eReviewing governance and standards 397\u003c\/p\u003e \u003cp\u003eChecking an Individual Project 398\u003c\/p\u003e \u003cp\u003eChecking the project’s Outline Charter 399\u003c\/p\u003e \u003cp\u003eChecking the Charter and PMP 399\u003c\/p\u003e \u003cp\u003eChecking the project while it’s running 400\u003c\/p\u003e \u003cp\u003eEvaluating the project at the end 401\u003c\/p\u003e \u003cp\u003eMaintaining the ‘Big Divide’ 402\u003c\/p\u003e \u003cp\u003eCoordinating Your Project Training 403\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 6: The Part of Tens 405\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23: Ten Questions to Ask Yourself as You Plan Your Project 407\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Are the Objectives of Your Project? 407\u003c\/p\u003e \u003cp\u003eWho Do You Need to Involve? 408\u003c\/p\u003e \u003cp\u003eWhat Will You Produce? 408\u003c\/p\u003e \u003cp\u003eWhat Constraints Must You Satisfy? 409\u003c\/p\u003e \u003cp\u003eWhat Assumptions Are You Making? 409\u003c\/p\u003e \u003cp\u003eWhat Work Has to Be Done? 410\u003c\/p\u003e \u003cp\u003eWhen Does Each Activity Start and End? 410\u003c\/p\u003e \u003cp\u003eWho Will Perform the Project Work? 410\u003c\/p\u003e \u003cp\u003eWhat Other Resources Do You Need? 411\u003c\/p\u003e \u003cp\u003eWhat Can Go Wrong? 411\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24: Ten Tips for Writing a Convincing Business Case 413\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStarting with a Bang 413\u003c\/p\u003e \u003cp\u003eSpelling out the Benefits Clearly 414\u003c\/p\u003e \u003cp\u003ePointing Out the Non-quantifiables 414\u003c\/p\u003e \u003cp\u003eBeing Prudent 415\u003c\/p\u003e \u003cp\u003eConsidering Three-point Estimating 415\u003c\/p\u003e \u003cp\u003eMaking Sure Benefits Aren’t Features 415\u003c\/p\u003e \u003cp\u003eAvoiding Benefits Contamination 416\u003c\/p\u003e \u003cp\u003eMaking Sure You Can Deliver Benefits 416\u003c\/p\u003e \u003cp\u003eSupplying Evidence or Referencing It 416\u003c\/p\u003e \u003cp\u003eUsing Appendices 417\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 25: Ten Tips for Being a Better Project Manager 419\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeing a ‘Why’ Person 420\u003c\/p\u003e \u003cp\u003eBeing a ‘Can Do’ Person 420\u003c\/p\u003e \u003cp\u003eThinking about the Big Picture 420\u003c\/p\u003e \u003cp\u003eThinking in Detail 420\u003c\/p\u003e \u003cp\u003eAssuming Cautiously 421\u003c\/p\u003e \u003cp\u003eViewing People as Allies Not Adversaries 421\u003c\/p\u003e \u003cp\u003eSaying What You Mean, and Meaning What You Say 421\u003c\/p\u003e \u003cp\u003eRespecting Other People 422\u003c\/p\u003e \u003cp\u003eAcknowledging Good Performance 422\u003c\/p\u003e \u003cp\u003eBeing a Manager and a Leader 422\u003c\/p\u003e \u003cp\u003eIndex 423\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eNick Graham\u003c\/b\u003e is an experienced project practitioner, trainer and author, with his clear explanations helped by also being a qualified teacher. His training work has taken him worldwide, and he has worked with the public, private and not-for-profit sectors. Nick is also the author of \u003ci\u003eProject Management Checklists For Dummies\u003c\/i\u003e.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eDeliver your projects successfully\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eManaging projects can be a daunting prospect! But the good news is that this book provides you with a clear but flexible structure for your projects, and also a range of powerful techniques that will make your life easier as you think your project through, plan it and then lead it through to successful delivery. Everything is clearly explained and assumes no prior knowledge. If you’re looking for solid help to do a great job and avoid the many pitfalls that lead to project problems, then \u003ci\u003eProject Management For Dummies\u003c\/i\u003e is for you. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eInside… \u003cul\u003e\n\u003cli\u003eDeciding if it’s really a project\u003c\/li\u003e \u003cli\u003eWriting a Business Case\u003c\/li\u003e \u003cli\u003eCreating achievable plans\u003c\/li\u003e \u003cli\u003eLeading diverse teams\u003c\/li\u003e \u003cli\u003eControlling change and risk\u003c\/li\u003e \u003cli\u003eTracking progress and quality\u003c\/li\u003e \u003cli\u003eUsing technology to help\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/b\u003e\u003c\/p\u003e","brand":"For Dummies","offers":[{"title":"Default Title","offer_id":47989874622693,"sku":"NP9781394201884","price":27.01,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781394201884.jpg?v=1761785751","url":"https:\/\/k12savings.com\/products\/project-management-for-dummies-uk-isbn-9781394201884","provider":"K12savings","version":"1.0","type":"link"}