The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities
Drawing on more than twenty-five years experience consulting and training on project management in companies such as NCR, AT&T, and 3M, J. Davidson Frame updates and expands what he introduced in the first edition of The New Project Management in 1994-a set of core competencies for managerial success in a corporate climate where downsizing, outsourcing, and employee empowerment are a way of life. This new edition focuses on the hottest areas in project management today-augmenting and expanding the existing coverage of risk management and estimating, and including three all-new chapters on critical issues that did not even exist in 1994.
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Part Two Tools for the New Project Management
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achieved analysis authority basic benefit-cost ratio bosses budget build business process reengineering buyer carried change requests Chapter client complex consequences contract contractors cost and schedule cost estimates cost overruns create critical chain customer needs customer satisfaction deal decision defined deliverable documentation employed employees environment evaluation example expected value experience expert systems focus function Gantt charts goals identify important issues key players measures ment needs analysts needs and wants operations organization organization’s outsourcing percent performance performance appraisal perspective planned PMBOK political problems procedures project efforts project management Project Management Institute project professionals project staff project support office project team project workers proposal rapid prototyping requirements responsibility role rules schedule variance skills solutions specifications standards task team members technical team techniques things time-boxed scheduling tion today’s tomers traditional project management typically