Strategic Project Management
1st Edition
Published on 3. July 2012
Book
Paperback/Softback
256 pages
978-0-7494-6433-2 (ISBN)
Description
Strategic Project Management uses real life case examples to characterize and describe the organizational factors and conditions necessary for projects to thrive and to deliver the organization's strategic objectives. This characterization is formed around ten imperatives which senior managers can implement - both within individual projects and, even more crucially, within the institutions that sponsor them - using the tools provided. Accessible, practical and free of jargon, Strategic Project Management offers the solutions needed to successfully prioritize and manage a portfolio of projects, communicate aims, align priorities to organizational objectives, evaluate progress, manage supplier relationships and anticipate and mitigate the risks at every stage. Supported by a comprehensive package of online resources for project portfolio planning, management and analysis this book will help readers to build on their skills, knowledge and confidence to rise to the challenge of governing and delivering successful projects.
Reviews / Votes
"Particularly useful to anyone transitioning from a technical or functional role to one where leadership skills and an ability to offer their own insights or contribute to key decisions is essential. If you want to be successful, save money and reduce the risk of ignominy, I highly recommend that you read this book." * Martin Mc Cormack, ICT Director, Beaumont Hospital * "Over the last decade project management has matured as a discipline. Where once project managers were frequently the waifs and strays from an organisation's myriad functions, more often than not they are now well-trained specialists in their field. And yet projects don't necessarily feel any easier to execute or more successful in their outcomes. This book both provides detailed and valuable insight into why that might be, and what can be done about it." * Stuart Kinsey, Head of Change Governance (Global banking organization) *More details
Series
Language
English
Place of publication
London
United Kingdom
Target group
College/higher education
Professional and scholarly
Product notice
Paperback (trade)
Dimensions
Height: 217 mm
Width: 140 mm
Thickness: 16 mm
Weight
348 gr
ISBN-13
978-0-7494-6433-2 (9780749464332)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Paul Roberts has been managing projects for over twenty years and is a founding director of Fifthday Longview Limited, one of the world's leading project management consultancies, providing expertise, education and resources. He has worked with some of the world's largest, most influential companies, and many of the smallest, both public and private, helping them all to embed the principles, techniques and culture of effective project management. He is the author of Effective Project Management, also published by Kogan Page.
Content
Chapter - 00: Introduction;
Chapter - 01: Don't mistake the 'business as usual' mindset for that suited to delivering change;
Chapter - 02: Prioritize what matters most;
Chapter - 03: Delegate, but do not abdicate, responsibility;
Chapter - 04: Articulate and communicate the vision;
Chapter - 05: Justify every investment;
Chapter - 06: Accept that things will change;
Chapter - 07: Manage productivity, not activity;
Chapter - 08: Keep your suppliers close;
Chapter - 09: Take corrective action; don't just write about it;
Chapter - 10: Identify and mitigate risks before it is too late;
Chapter - 11: Making effective project management second nature
Chapter - 01: Don't mistake the 'business as usual' mindset for that suited to delivering change;
Chapter - 02: Prioritize what matters most;
Chapter - 03: Delegate, but do not abdicate, responsibility;
Chapter - 04: Articulate and communicate the vision;
Chapter - 05: Justify every investment;
Chapter - 06: Accept that things will change;
Chapter - 07: Manage productivity, not activity;
Chapter - 08: Keep your suppliers close;
Chapter - 09: Take corrective action; don't just write about it;
Chapter - 10: Identify and mitigate risks before it is too late;
Chapter - 11: Making effective project management second nature