- Tapa dura: 388 páginas
- Editor: John Wiley & Sons; Edición: 2 (8 de mayo de 2002)
- Colección: Jossey Bass Business & Management Series
- Idioma: Inglés
- ISBN-10: 0787958921
- ISBN-13: 978-0787958923
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
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The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities (Jossey Bass Business & Management Series) (Inglés) Tapa dura – 8 may 2002
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Reseña del editor
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.
Nota de la solapa
In a business environment where complexity, chaos, and uncertainty dominate, the old tried-and-true methods of managing projects no longer work well. Whether undertaking conventional projects in construction or the defense industry or pursuing information --age projects in such areas as information systems, finance, or research and development, many project managers have discovered that conventional wisdom is only marginally relevant to them in these turbulent times. In this new revision of The New Project Management, J. Davidson Frame gets to the heart of the current realities of managing projects in the new millenium, offering concrete strategies for getting things done in today's complex business environment.
Frame demonstrates why today's project managers must transform themselves from implementors to initiators-and why they need to get up to speed on such key issues as ensuring customer satisfaction, managing complexity, accelerating schedules, coping with empowerment, managing contractors, managing managers, building team spirit, and more. This revised edition of the book focuses on the hottest topics in project management today, augmenting and expanding the existing coverage of risk management and estimating, and includes three all-new chapters on establishing and maintaining the project support office, new techniques for scheduling-including critical chain and time-boxed scheduling-and bridging the business-technology gap when developing project requirements.
The author provides a practical toolkit for today's project manager, offering strategies for identifying customers and maximizing their satisfaction; techniques to help managers evaluate and select products, personnel, and vendors; an easy-to-understand risk management process that really works; a user-friendly method of project evaluation that helps managers gauge progress; and a team management checklist. The book also includes new examples and an updated reference section.
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What makes this book unique is the way the author tackles organizational politics head on, and the sage advice given to deal with it. These comprise the main theme of Part I's first three chapters, which address the business environment, how to bring order out of chaos and engaging change. The final two chapters in Part I cover risk management and customer satisfaction - two main critical success factors for any project, but are especially important in organizational change projects.
Part II starts with a chapter that is boldly titled "Acquiring Political Skills and Building Influence" and segues into another topic that most PM books sidestep: "Building Teams with Borrowed Resources". If you've ever attempted employing matrix management or virtual teams you'll appreciate the advice given in this chapter. The author also gives an excellent discussion of the strengths and weaknesses of self directed teams, which may be ideal in theory, but are not easy to achieve in practice. Chapter 8 in this part is a well written piece on project selection techniques, which reflects the author's approach that is better documented in a book that he coauthored titled "The Project Office".
The remainder of the book is focused on traditional PM techniques, including estimating, outsourcing considerations, earned value (now part of the PMI PMBOK), and project metrics.
If you are involved in organizational change projects this book is the best resource because of the way it combines organizational change management with traditional PM techniques.