Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People
Unlike many other books in project management that focus on engineering and manufacturing settings, Managing Projects in Organizations encompasses product, engineering, and service-based organizations and has been updated to cover important new developments in software, outsourcing, quality, and related issues. With examples from a range of industries - including government and health care - and an updated bibliography of project management literature, the author goes beyond a mere checklist of techniques to provide a sound overall methodology for dealing with information-age projects. Frame presents a practical, flexible approach to managing projects, with a special emphasis on avoiding pitfalls and making things happen. He provides advice on overcoming problems at the organizational level as well as the team and individual levels, providing pointers on managing human resources and selecting the best team structure. Frame also suggests ways to help identify customer needs, define project requirements, and avoid planning and control problems, offering a range of both standard and lesser-known tools for enhancing planning and control.
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The Project Context
The Project Customer
Project Planning and Control
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Managing Projects in Organizations: How to Make the Best Use of Time ...
J. Davidson Frame
No preview available - 2003
achieve actors approach arise articulating needs authority basic BCWP boss breakdown structures budget carried chapter charismatic authority client common completed contract customer needs deal decisions defined deliverable detail developed earned-value ect managers effective effort egoless teams environment evaluation example Figure funder Gantt chart goals identify important individual information-age projects Jerry laissez-faire large projects legal office look managing projects material resources matrix matrix management ment microcomputer milestones Myers-Briggs Myers-Briggs Type Indicator needs articulation organization organizational overruns percent performance PERT/CPM network pitfalls planning and control portfolio problems proj project life cycle Project Management Institute project management software project managers project plan project planners project professionals project requirements project staff project team project workers prototype recognize resource loading charts responsibilities specific staff members tasks team efficiency team members team structure technical techniques things tomers typically undertaking