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Project management is changing. Rather than focusing solely on one
large project, the majority of project managers are now expected to
juggle multiple projects, which brings a different set of
challenges. Between a greater number of project sponsors, resource
conflicts and constant pressure from deadlines, it can be difficult
to avoid burnout. Managing Multiple Projects blends formal project
management techniques with time management and productivity tools
in a step-by-step approach to consolidating your workload. From
combining schedules to prioritising work and engaging stakeholders,
this book clearly explains how to adapt your behaviour and
techniques to successfully work on several projects at once. This
practical guide provides answers to commonly asked questions (such
as how to reduce the number of meetings and how to manage a To Do
list) and includes case studies from real project managers.
Checklists for common tasks and adaptable templates of trackers and
reports are combined with easily actioned exercises to improve
processes. Managing Multiple Projects gives practitioners the tools
they need to improve the chances of project success and maintain a
work-life balance. Online resources include downloadable templates
of productivity checklists and status reports.
There has been a sea-change in the focus of organizations - whether
private or public - away from a traditional product- or
service-centricity towards customer-centricity and projects are
just as much a part of that change. Projects must deliver value;
projects must involve stakeholders, and Elizabeth Harrin and Phil
Peplow demonstrate convincingly that stakeholders are the ones who
get to decide what 'value' actually means. Customer-Centric Project
Management is a short guide explaining what customer-centricity
means in terms of how you work and its importance for project
performance; using tools and processes to guide customer-centric
thinking will help you see the results of engagement and
demonstrate how things can improve, even on difficult projects. The
text provides a straightforward implementation guide to moving your
own business to a customer-centric way of working, using a model
called Exceed and provides some guidance for ensuring that
customer-centricity is sustainable and supported in the
organization. This is a practical, rigorous and well-researched
text. It draws on established models and uses the example of
project implementation in a healthcare environment to demonstrate
the impact of this significant way of thinking about value. The
authors can't guarantee that the Exceed process will radically
improve project success rates, and no process can. Adopting a
customer-centric mindset and using the Exceed process to measure
and monitor customer satisfaction will, however, help you move
towards working with happier, more engaged stakeholders.
There has been a sea-change in the focus of organizations - whether
private or public - away from a traditional product- or
service-centricity towards customer-centricity and projects are
just as much a part of that change. Projects must deliver value;
projects must involve stakeholders, and Elizabeth Harrin and Phil
Peplow demonstrate convincingly that stakeholders are the ones who
get to decide whatvalue actually means. Customer-Centric Project
Management is a short guide explaining what customer-centricity
means in terms of how you work and its importance for project
performance; using tools and processes to guide customer-centric
thinking will help you see the results of engagement and
demonstrate how things can improve, even on difficult projects. The
text provides a straightforward implementation guide to moving your
own business to a customer-centric way of working, using a model
called Exceed and provides some guidance for ensuring that
customer-centricity is sustainable and supported in the
organization. This is a practical, rigorous and well-researched
text. It draws on established models and uses the example of
project implementation in a healthcare environment to demonstrate
the impact of this significant way of thinking about value. The
authors can't guarantee that the Exceed process will radically
improve project success rates, and no process can. Adopting a
customer-centric mindset and using the Exceed process to measure
and monitor customer satisfaction will, however, help you move
towards working with happier, more engaged stakeholders.
Project management is changing. Rather than focusing solely on one
large project, the majority of project managers are now expected to
juggle multiple projects, which brings a different set of
challenges. Between a greater number of project sponsors, resource
conflicts and constant pressure from deadlines, it can be difficult
to avoid burnout. Managing Multiple Projects blends formal project
management techniques with time management and productivity tools
in a step-by-step approach to consolidating your workload. From
combining schedules to prioritising work and engaging stakeholders,
this book clearly explains how to adapt your behaviour and
techniques to successfully work on several projects at once. This
practical guide provides answers to commonly asked questions (such
as how to reduce the number of meetings and how to manage a To Do
list) and includes case studies from real project managers.
Checklists for common tasks and adaptable templates of trackers and
reports are combined with easily actioned exercises to improve
processes. Managing Multiple Projects gives practitioners the tools
they need to improve the chances of project success and maintain a
work-life balance. Online resources include downloadable templates
of productivity checklists and status reports.
This book is a highly accessible guide to being a project manager
(PM), particularly a project manager working within an IT field.
The role is set out with reference to required skills, competencies
and responsibilities. Tools, methods and techniques for project
managers are covered, including Agile approaches; risk, issue and
change management processes; best practices for managing
stakeholders and financial management.
Anything from an office move to the Olympic Games can be termed a
project, and 97 per cent of successful projects are led by an
experienced project manager. Presenting over 250 years of
professional project management experience in a highly accessible
format, this entertaining yet practical book will help project
managers get up to speed quickly with good practice, avoid pitfalls
and deliver business value. This fully updated edition reflects
changes to working practices such as the use of social media and
collaboration tools. "Lives up to the 'real world' promise in its
title, providing concise, practical advice for leaders of large
projects, small projects, and everything between. The interwoven
examples from actual projects illustrate clearly why the guidance
provided here matters." Tom Kendrick, MBA, PMP, Project Management
Director, UC Berkeley Extension, California.
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