You think agile techniques might be for you, but your projects and organization are unique. An "out-of-the-box" agile approach won't work. Instead, unite agile and lean principles for your project. See how to design a custom approach, reap the benefits of collaboration, and deliver value. For project managers who want to use agile techniques, managers who want to start, and technical leaders who want to know more and succeed, this book is your first step toward agile project success. You've tried to use an off-the-shelf approach to agile techniques, and it's not working. Instead of a standard method or framework, work from agile and lean principles to design your own agile approach in a way that works for you. Build collaborative, cross-functional teams. See how small batch sizes and frequent delivery create an environment of trust and transparency between the team, management, and customers. Learn about the interpersonal skills that help agile teams work together so well. In addition to seeing work and knowing what "done" means, you'll see examples of many possible team-based measurements. Look at tools you can use for status reporting, and how to use those measurements to help your managers understand what agile techniques buy them. Recognize the traps that prevent agile principles from working in too many organizations, and what to do about those traps. Use agile techniques for workgroups, and see what managers can do to create and nurture an agile culture. You might be surprised at how few meetings and rituals you need to still work in an agile way. Johanna's signature frankness and humor will get you on the right track to design your agile project to succeed. What You Need: No technical expertise or experience needed, just a desire to know more about how you might use agile in your project.

The Business Analysis Handbook was ground-breaking in providing a hands-on guide to the business analyst role. This second edition reflects key developments and new career pathways in the profession. Business analysis helps organizations to develop an informed understanding of the solutions they need to drive effective change. In the age of digital transformation, the role is more important than ever. Written by an expert, the book provides practical advice on both the skills and the nitty-gritty activities of the profession and outlines tools and techniques with guidelines on how and when to apply them. This second edition offers increased guidance on remote working and different career pathways in business analysis. Readers will also benefit from a new chapter on how to build the business analysis function effectively in an organization, supported by skills matrix examples, training strategies and tips on career development. It also features examples of hot topics such as agile, sustainability and digital transformation. This is an indispensable guide for business analysts looking to upgrade their skills set and careers. It will also be invaluable for business leaders seeking to harness the value of the business analysis function within their organizations.

Business Principles for Landscape Contracting, fully revised and updated in its third edition, is an introduction to the application of business principles of financial management involved in setting up your own landscape contracting business and beginning your professional career. Appealing to students and professionals alike, it will build your knowledge of financial management tools and enable you to relate their applications to real-life business scenarios. Focusing on the importance of proactive financial management, the book serves as a primer for students in landscape architecture, contracting, and management courses and entrepreneurs within the landscape industry preparing to use business principles in practice. Topics covered include: Financial management and accountability Budget development Profitable pricing and estimating Project management Creating a lean culture Personnel management and employee productivity Professional development Economic sustainability.

Now updated for the 2021 PMP Exam What will you learn from this book? Head First PMP teaches you the latest principles and certification objectives in The PMBOK (R) Guide in a unique and inspiring way. This updated fourth edition takes you beyond specific questions and answers with a unique visual format that helps you grasp the big picture of project management. By putting PMP concepts into context, you'll be able to understand, remember, and apply them--not just on the exam, but on the job. No wonder so many people have used Head First PMP as their sole source for passing the PMP exam. This book will help you: Learn PMP's underlying concepts to help you understand the PMBOK principles and pass the certification exam with flying colors Get 100% coverage of the latest principles and certification objectives in The PMBOK (R) Guide, Sixth Edition Make use of a thorough and effective preparation guide with hundreds of practice questions and exam strategies Explore the material through puzzles, games, problems, and exercises that make learning easy and entertaining Why does this book look so different? Based on the latest research in cognitive science and learning theory, Head First PMP uses a visually rich format to engage your mind, rather than a text-heavy approach that puts you to sleep. Why waste your time struggling with new concepts? This multi-sensory learning experience is designed for the way your brain really works.

Management of Construction introduces all aspects of management practice to students and professionals based in the construction industry. It is also important for those involved in allied fields such as design, project development, and site monitoring and inspection. The book addresses each stage of the construction project from conception to completion, giving a perspective on the whole life cycle often missing from textbooks. The author also balances engineering concerns with the human resource and personal aspects of construction management that are so important to the successful outcome of a project.

This book provides administrators in public and non-profit organizations with direction and a framework from which to lead their organizations effectively. Taking a global approach to the issues administrators need to examine when managing a group of employees at any level (including budgeting and expenditures, forecasting, policy creation and execution, communication and reporting), this book explores the driving forces in organizational decision making. Author Nick Valcik takes a holistic view on organizational management, beginning with the core aspects of public organizations and the leadership competencies necessary to manage an organization successfully. Designed to be used on undergraduate and graduate courses in public administration and in public affairs programs, the book discusses the basics of organizational structure, delves into risk management issues, and offers a set of tools that can be used by administrators to make informed decisions based on actual data or documented processes. Throughout the book, real world case studies provide students and practitioners with a clear understanding of how exactly the right decision tool may be applied when facing a particular decision in any organization.

Gain a strong understanding of IT project management as you learn to apply today's most effective project management tools and techniques with the unique approach found in INFORMATION TECHNOLOGY PROJECT MANAGEMENT, 8E. This book emphasizes the latest developments and skills to help you prepare for the Project Management Professional (PMP) or Certified Associate in Project Management (CAPM) exams. While this edition reflect content from the latest the PMBOK (R) Guide, it goes well beyond the Guide to provide a meaningful context for project management. Hundreds of timely examples highlight IT projects, while quick quizzes, discussion questions, exercises, and ongoing cases reinforce your learning. Time-saving template files assist in completing tasks. Examples from familiar companies featured in today's news, an Agile case, MindView software, and a guide to using Microsoft Project 2013 help you master IT project management skills that are marketable around the globe.

A strategic requirement is something an organisation sets out to achieve; it could be the long-term vision the organisation sets itself, the key business condition for a specific project to be a success or a business strategy to achieve a goal. A set of strategic requirements defines the goals, strategies and tactics that organisations need to put in place to give them direction and impetus. Business analysts and consultants have to understand strategic requirements to know where projects can deliver business benefits and where not. The ability of the analyst to interview, gather, analyse, model and present strategic requirements is key to success. The primary tool consultants and business analysts use for communication is talking; but, if you cannot present all that incredible information back to your client effectively, it is hard for them and you to get to grips quickly enough with what is going on. Being able to present a model is really powerful because it provides a visual format and structure on one page to reason about those strategic requirements. Dr Karl A. Cox offers a process, guidelines and ideas - that have been tried and tested in practice - for conducting interviews and shows you how to rapidly turn interview findings into strategic requirements models all on one page, to present to your clients, customers, team and / or supervisors.

Commissioned by the Cabinet Office and using hitherto untapped British Government records, this book presents an in-depth analysis of the successful project of 1986-94. This is a vivid portrayal of the complexities of quadripartite decision-making (two countries, plus the public and private sectors), revealing new insights into the role of the British and French Governments in the process. This important book, written by Britain's leading transport historian, will be essential reading for all those interested in PPPs, British and European economic history and international relations. The building of the Channel Tunnel has been one of Europe's major projects and a testimony to British-French and public-private sector collaboration. However, Eurotunnel's current financial crisis provides a sobering backcloth for an examination of the British Government's long-term flirtation with the project, and, in particular, the earlier Tunnel project in the 1960s and early 1970s, which was abandoned by the British Government in 1975.

Whether a construction project turns out to be successful or not has a lot to do with the clarity of the client's objectives and how the client establishes and instils a culture throughout the project team. This book's focus is on defining and exploring those attributes of clients or organisations which enable clear communication, and as a result help ensure the project's success. For senior construction professionals, this book explains how to approach key aspects of projects so that the client's expectations can be anticipated and understood. It also provides information on how other parties can positively influence the outcome of the project and interact with their fellow stakeholders. Commentaries on real life projects illustrate how this is achieved in practice, and common pitfalls are pointed out to help you avoid them. Drawing on almost 40 years' UK and international experience of working on major construction projects in a variety of roles, the author provides clear insight into how to efficiently progress a project from inception through to completion. This is hugely valuable reading for client senior decision-makers, project managers, programme managers, design and construction leaders, and those studying all of these subjects.

Covers the concepts, systems and skills of project management, identifying the three major elements of organisations: implementation, planning and procurement.

Agile project management is a proven approach for designing and delivering software with improved value to customers. Agility is all about self-directed teams, feedback, light documentation, and working software with shorter development cycles. The role of the project manager with agile differs significantly from traditional project management in that there is minimal up-front planning. Agile for Project Managers will help project managers from any industry transition to agile project management. The book examines the project management component of agility, concentrating on industry standards, certifications, and being agile. It also compares agile methods to traditional project management methods throughout to provide readers with a clear understanding of the differences between the two. The book's focus is in alignment with the Project Management Institute (PMI (R)) Agile Certified Practitioner (PMI-ACP (R)) credential-making it an ideal resource for anyone preparing for the PMI-ACP (R) exam. Coverage includes: Agile as a project management methodology Agile teams Agile tools and techniques Flavors of agile Agile principles Agile certifications The book provides readers with the understanding required to decide which projects will benefit from agile. It also includes information that can help readers to assess their organizations' readiness for agile methods. Complete with a list of agile training providers, the book will help certified project managers make a smooth transition to agile project management and will provide newcomers with the basic knowledge needed to pass the PMI-ACP (R) exam, the first time around.

Projects are performed by people for people, with the key determinants of success being the relationships between project teams and project stakeholders. This web of relationships will either enable or obstruct the flow of information between people and, as a consequence, will largely determine project success or failure. Making Projects Work: Effective Stakeholder and Communication Management provides a framework for understanding and managing the factors required for achieving successful project and program outcomes. It presents guidelines to help readers develop an understanding of governance and its connection to strategy as the starting point for deciding what work needs to be done. Introduces the idea of an organization's communication ecosystem where information flows freely within and among all organizational layers Explores the importance of the relationships with the project's stakeholder community as keys to project success Describes the theoretical underpinnings of leadership Provides detailed analysis of the different types of project stakeholders Supplies guidance on developing the appropriate messages to meet project and stakeholder needs The book describes how to craft appropriate communication strategies for developing and maintaining successful relationships with stakeholders. It highlights the strengths and weaknesses of existing project controls and outlines effective communication techniques for managing expectations and acquiring the support required to deliver successful projects on time and under budget.

Project managers who lead globally dispersed teams face unique challenges in managing project stakeholders, scope, knowledge sharing, schedules, resources, and above all team execution in a global business environment. Finding timely solutions to challenging events becomes more difficult in a global project environment. This book presents more than 80 case studies designed to help project managers craft solutions to the typical problems that can occur in global projects. The author describes surprising, unexpected, and catastrophic cases that he encountered during his 35 years of project management experience in the global arena. The author details the background of each challenging case and then explains how he remedied the issue at hand. Some cases involve a logical step-by-step approach toward a solution, while others require unorthodox steps to get the project on the right track. The book includes lessons learned after every case. This book is designed to help global project managers become more proactive, careful, disciplined, and ready for sudden surprises that can affect their projects. The project cases detailed in this book support and guide the strategizing process that occurs during the execution of global projects. The book emphasizes the importance of documenting lessons learned after each project to prevent making the same mistakes in the future.

Project management is an essential life and workplace skill that everyone must develop. Following the popular style and format of other textbooks by Stewart Clegg, this brand new co-authored textbook on project management provides a much needed European perspective to the subject. Drawing on the latest research and practice, the authors guide students on an active learning journey through the project lifespan, promoting a critical and reflexive approach to studying project management, as well as one that creates value for all project stakeholders and emphasizes people and not just process. Case studies and examples discussed in the text cover a wide range of projects from large to smaller across different industries and sectors, both public and private, including: megaprojects (HS2); mega events (Olympics); political projects (Brexit); health-related project implementation (LEAN); tech-related projects (Google); building and restoration projects (housing/Sagrada Familia); and arts and cultural projects (European Capital of Culture). Incorporating a host of learning features both in chapters and via the supporting online resources, this textbook is essential reading for all students/managers completing a course unit in project management at either undergraduate or postgraduate level.

Relationship Management and the Management of Projects is a guide to successfully building and managing relationships as a project manager and the project business.

Relationship management is a core skill for any project business to develop capabilities and manage the interface with projects, providing guidance to project managers as they negotiate with business partners and co-ordinate between business functions. Whatever the structures and procedures an organization has and whatever the project management tools and techniques, they are only as good as the hands they are in. Yet relationship management, though a well-established discipline, is rarely applied to the process-driven world of project management.

This book is a much-needed guide to the process of enhancing these skills to boost firm performance, team performance and develop collaborative practices. Hedley Smyth guides you through the processes of relationship management examining the theory and practice. This book highlights the range of options available to further develop current practices to ensure a successful relationship management in all stages of a project s lifecycle.

Relationship Management and the Management of Projects is valuable reading for all students and specialists in project management, as well as project managers in business, management, the built environment, or indeed any industry."

Relationship Management and the Management of Projects is a guide to successfully building and managing relationships as a project manager and the project business.

Relationship management is a core skill for any project business to develop capabilities and manage the interface with projects, providing guidance to project managers as they negotiate with business partners and co-ordinate between business functions. Whatever the structures and procedures an organization has and whatever the project management tools and techniques, they are only as good as the hands they are in. Yet relationship management, though a well-established discipline, is rarely applied to the process-driven world of project management.

This book is a much-needed guide to the process of enhancing these skills to boost firm performance, team performance and develop collaborative practices. Hedley Smyth guides you through the processes of relationship management examining the theory and practice. This book highlights the range of options available to further develop current practices to ensure a successful relationship management in all stages of a project s lifecycle.

Relationship Management and the Management of Projects is valuable reading for all students and specialists in project management, as well as project managers in business, management, the built environment, or indeed any industry."

Managing projects just got easier This book will help you come to grips with the basics of project management in a week. By the end of the week you will know your way through the process more clearly. For a start, you will have to consult your end users to work out their precise requirements. You will then need to work out the best way to deliver the required outputs, consider the size of the team you will need to meet those requirements and prepare a schedule for the project. Most importantly, you will need to firm up costs, work out a budget and develop monitoring procedures to keep to the agreed costs. You will learn tips for communicating well, especially when dealing with unexpected problems that may arise. Each day of the week covers a different area and the material is structured for ease of reference. An introduction gives you a 'heads-up' as to what the day is about. The main material then explains the key lessons to be learned. Important principles are clarified and backed up by case studies, quotations and tables. Each day concludes with a summary, next steps and multiple-choice questions, to reinforce the learning points. Sunday: Think clearly. Lay firm foundations for your project as you clarify and set parameters for the project. Monday: Plan your project carefully. Begin to make detailed arrangements for the various stages of the project. Tuesday: Cost your project wisely in the planning stage and ensure that you have rigorous controls in place to monitor costs and quality as you implement the project. Wednesday: Implement your project successfully. After all your planning and preparation, you are now ready to put the project into practice. Thursday: Communicate effectively. Good communication with all the colleagues involved in your project is vital to ensure that the team works successfully. Friday: Deal with change constructively. Here we look at why some projects go off track and how to manage changes. Saturday: Conclude and evaluate your project positively. How do you complete all the final stages of your project? What lessons can you learn as you evaluate the success of your project?

Creative companies are distinguished by their ability to adapt and thrive in a dynamic, changing economy. Their products and services stand out in the market, and these companies' ability to be agile and innovative is key to their success. Creative, Efficient, and Effective Project Management supplies an in-depth discussion of creativity and its relationship to project management. Specifically, it explains how the tools and techniques of creativity can be used to enhance the five processes executed during a project: defining, planning, executing, monitoring and controlling, and closing. Establishing the groundwork for encouraging and sustaining creativity in your projects, the book details the benefits of integrating creativity in projects. It discusses common, and not so common, tools and techniques for developing project management deliverables and identifies the challenges that can arise when using creativity in a project. It also details ten little-known facts that can help you overcome the obstacles that often prevent organizations from tapping into the power of creativity in their projects. Each chapter includes a checklist and a case study on the application of the concepts presented. The book also indicates, where applicable, how the topics of discussion relate to the Project Management Institute's (PMI (R)) Project Management Body of Knowledge (PMBOK (R)). Creativity resides in everyone, but for the most part remains untapped. In this book, you will find thoughts, tools, and techniques that will enable you to tap into your team's creative energy and direct it towards achieving your project goals and objectives.

Sie wollen Projekte effizienter umsetzen, aber nicht in spezielle Software investieren? Dieses Buch bietet Anleitungen und Tipps fA1/4r die wohl am meisten verbreitete Software im Projektmanagement: Microsoft Excel. Sie erfahren, wie Sie Excel beim Initiieren, Planen, A berwachen und Abschluss eines Projekts unterstA1/4tzt - und wo die Grenzen des Programms liegen. Risikoanalyse, Gantt-Chart, Prognoserechnungen: Lernen Sie typische Projektmanagement-Methoden kennen und erfahren Sie insbesondere, wie Sie Informationen und Daten ansprechend visualisieren und vor Auftraggeber und Team prAsentieren.

Executives should not necessarily know the intricacies of project management, but they should know how project management, as a discipline, can benefit the organization in implementing its strategies and realizing its vision. The only way that executives can effectively apply project management to realize these goals is to have sound knowledge of the project management discipline.

The purpose of this book is to provide executives with a comprehensive overview of the discipline of project management. It focuses on the benefits of project management to an organization. The goal is to provide executives with a view as to how project management can deliver organizational strategies. The various chapters focus on specific aspects within the project management discipline and how each aspect should be managed from a business perspective.

The book covers the entire spectrum of project management from a management and leadership perspective. The focus is not necessarily on what needs to be done from a project management perspective, but on what organizations and senior executives can do to facilitate projects. The book covers:

The value of project management

Project management as a strategic enabler

Project, program, and portfolio management

The role of the project management office in the successful delivery of projects, programs, and portfolios

The benefits of project deliverables bring

Sustainability of the organization

Governance and the role of the project sponsor.

The book concludes with a comprehensive portfolio, program, and project management framework. This holistic framework enables organizations to achieve value from project management and realize strategic goals.

Table of Contents

1. Introduction

2. Value of Project Management

2.1. Value Components

2.2. Project Success Rates

2.3. The Executive’s Role in Realising Value from Project Management

3. Strategic Alignment of Programmes and Projects

3.1. Strategic Alignment of Programmes and Projects

3.2. Aligning Projects with the Organisational Vision

3.3. The Executive’s Role in the Strategic Alignment of Programmes and Projects

4. Portfolio Management

4.1. Defining Portfolio Management

4.2. Overview of Portfolio Management Standards

4.3. Portfolio Management Process

4.4. Portfolio Management Success

4.5. The Role of the Portfolio Manager

4.6. The Executive’s Role in Portfolio Management

5. Programme Management

5.1. Defining Programme Management

5.2. Programme Management Framework

5.3. Overview of Programme Management Standards

5.4. The Role of the Programme Manager

5.5. Programme Management Success

5.6. The Executive’s Role in Programme Management

6. Project Management

6.1. Defining Project Management

6.2. Overview of Project Management Standards

6.3. Methodologies

6.4. Talent Management

6.5. Project Management Maturity

6.6. Project Success

6.7. The Executive’s Role in Project Management

7. Project Management Offices

7.1. Portfolio Management Offices

7.2. The Role of the PMO

7.3. PMO Maturity Stages

7.4. Metrics. for the PMO

7.5. PMO Challenges

7.6. The Executive’s Role in the Project Management Office of the PMO

8. Benefits Realisation Management

8.1. Defining Benefits Realisation Management

8.2. The Benefits Realisation Management Process

8.3. Roles and Responsibilities within BRM

8.4. Challenges Facing Benefits Realisation Management

8.5. Profile of a Benefit

8.6. Benefits Dependency Network (BDN)

8.7. Benefits Realisation Management Maturity

8.8. The Executive’s Role in Realising Benefits

9. Sustainability in Project Management

9.1. Defining Sustainability

9.2. Sustainability in Project Management

9.3. Sustainability in Project Management Competencies

9.4. Maturity Model for Sustainability in Project Management

9.5. Project Management Sustainability Model

9.6. The Executive’s Role in Sustainability Project

Management

10. Project Governance and Auditing

10.1. Corporate and Project Governance

10.2. Defining Project Governance

10.3. Project Governance and Project Success

10.4. Project Governance—Roles and Responsibilities

10.5. Project Governance Framework

10.6. Contextualising Project Governance

10.7. Project Auditing

10.8. The Executive’s Role in Project Governance

11. Executive Sponsor

11.1. Defining the Executive Sponsor

11.2. Characteristics of the Executive Sponsor

11.3. Role of the Executive Sponsor

11.4. Project Success and the Executive Sponsor

11.5. Challenges Facing the Executive Sponsor

11.6. Empowering the Executive Sponsor

12. Comprehensive Overview of Project Management

12.1. Comprehensive 3PM Framework

12.2. Symbiotic Relationships

12.3. Chief Project Officer

Project management dates back to the 19th century when Henry Gantt developed techniques for planning and controlling projects, including his widely used Gantt chart. The growth of modern project management later in the century came as a result of the necessity of structured manufacturing, transportation, and construction industries. Currently, software developers in the information technology (IT) industry are concerned with the techniques of project management which make the assumption projects are predictable. In reality, unforeseen changes have occurred in almost all projects to date. The inability to accommodate such changes leads to wasted time, money, and resources. Hence, the project management discipline must continuously offer theories, methods, and approaches that raise the key question: how do people manage the complexities of work in order to achieve the end result effectively and efficiently by applying strategic techniques using information technology as an enabler? This book aims to showcase the nuts and bolts of managing and implementing an IT project from the experiences and views of project managers. The book highlights captivating narratives of different IT projects being implemented in companies across the Middle East. It is ideal for executives, practitioners, and students who want to learn more about how IT project management is implemented in the 21st century.

Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the stakeholders that evaluate whether they find the project successful - an evaluation based on criteria that go beyond receiving the project deliverables. More often than not, the criteria are implicit and change during the project course. This is an enormous challenge for project managers. The route to better projects, say Pernille Eskerod and Anna Lund Jepsen, lies in finding ways to improve project stakeholder management. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. The authors give guidance on how to adopt an analytical and structured approach; how to document, store and retrieve your knowledge; how to plan your stakeholder interactions in advance; and how to make your plans explicit, at the very least internally. A well-conceived plan can prevent you from being carried away in the 'heat of the moment' and help you spend your limited resources for stakeholder management in the best way. To make this plan, you need to agree on the objectives of your stakeholder strategy and ways to achieve them. Project Stakeholder Management offers tactics and tools founded on established marketing communications theory as well as strategic management for doing just that. This book is part of Gower's Fundamentals of Project Management Series.