Description
Processes don’t drive projects; people do. Successful project management is ultimately about effective communication, and more broadly, effective people management. Most books, however, deal largely with process – the mechanical, methodological side, and play down the human side. The Project Manageris a fresh approach to project management: it moves beyond the formal methodologies and techniques to shed light on the core skills that will make you a great project manager. It puts the project manager centre stage and provides you with an invaluable set of experience-based lessons, tips, and advice to help you consistently deliver the results you want. Whether you are a project manager yourself, or someone who works with or recruits project managers, this book will be essential reading. DISCOVER WHAT YOU NEED TO KNOW AND DO TO BE A GREAT PROJECT MANAGER Contents Preface ix Introduction The secret art Why read this book? A brief word on job titles Work-streams, projects, programmes and portfolios A short overview of the contents 1 Some basics What is a project? What is project management? What is a project manager? Who are projects for? What is success? 2 Listening and talking The most important chapter in the book Your audience – whom you must listen and talk to Listening – learning to understand what the customer wants Communicating with your audience 3 What actually is your project? The importance of understanding scope The key scoping questions 4 Some key traits The sense of ownership and involvement Good judgement – project management style Project management judgements – summary A touch of creativity 5 Getting your project started Planning Estimating Resourcing Budgeting Thinking about contingency and risk Mobilising Projects in the real world – common practical issues to overcome 6 Personal styles Styles to avoid Styles to encourage 7 Managing your project What should you manage? How do you know to take management action? How should you manage? Change control and management Decision making 8 The team Getting the best from the project team 9 The limits of knowledge The generalist vs the specialist What should project managers not do? Specialist skills that should be recognised as not being the project manager’s job 10 The mechanics of project management The project manager’s toolkit What more can you learn? 11 Knowing when to say ‘no’ When do you actually need a project manager? Knowing the danger signals
