The Practice of Project Management: A Guide to the Business-focused Approach
Traditional project management has tended to focus primarily on the processes of managing projects to successful completion. But in today's highly competitive and fast-paced environment, it has become necessary to manage projects from their inception through to actual delivery of the business-enabling objectives. This requires a different project management approach where project management needs to become part of the business. This book addresses the concepts and issues of business project management, assisting organizations to make the shift from the narrow, strong, technical focus on project management to a broader, more business-oriented focus. Packed with unique concepts, processes and models, it will enable the development of project management skills to complement technical expertise and allow readers to provide the project skills that their customers demand.
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The context of project management
Focusing Projects on the Business
Implementing Business Focused Project Management
Objective Directed Project Management ODPM
The project definition phase
The project planning phase
The project execution phase
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acceptance accountability achieve activity analysis applied approach approved areas authority become benefits budget build Chapter chart communications completion concepts conference considered cost create criteria critical path decision defined deliver deliverables described detailed determine developed discussed documentation early effective ensure estimate evaluation example executive factors Figure final focus functional further goals identified impact implementation important indicate individual initial integrated involved issues lead major matrix measures meeting method methodology milestone monitoring objectives operations organization organization's participants performance phase portfolio Prepare prioritization problems programme progress project definition project management project plan project team proposals referred responsibility risk role schedule scope selection specific sponsor staff stakeholders steps strategy structure success Table tion understanding upper management usually workshop