Managing Projects Well
What they don't teach you in project management school
Few people realise how many projects people actually manage. Or how many of the theoretical approaches to Project Management do not meet the test of the real world. This intensive look at Project Management teaches people what they need to know to lead, or be a member of, a project team. Most Project Management texts deal predominantly with technical areas, leaving readers ill-prepared for the real world. Managing Projects Well looks closely at the behavioural aspects of project management and project team participation.Managing Projects Well shows:What happens when your boss decides the project's schedule and budget, and you have to work backwards to make things fitHow to communicate and present effectively within and beyond the teamHow to cope when you do all the work, and have to manage multiple projects and non-project time as wellHow to organise people for success , and develop ideal methods for team member motivationHow to change your own bad habits quicklyWhat to do when things go wrong More traditional areas of project management, such as planning, organising, leading, and controlling a project, are also covered.Stephen Bender has many years experience managing projects, both small and large. He specialises in teaching professional, technical and clerical staff the techniques of workflow management and project management.View full description
Project leaders and team members.
- Published: July 1999
- Imprint: BUTTERWORTH HEINEMANN
- ISBN: 978-0-7506-4631-4
Table of ContentsGood and bad projects, Managing yourself, Time management, Stress management, Elements of Planning, How to notice, Matching, Details of planning, Managing the team, Listening and blocks to listening, Getting results, Serial/parallel communications, Filter categories, Real,ideal and expected self, Work effectiveness, Staffing and responsibilities, Estimating, Scheduling, Controlling projects, Control Vehicles, Decisionmaking strategies, Meetings that work, Organisational alternatives and structures