The project manager mastering the art of delivery pdf

Want to Read. Rate this book. Richard Newton. 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. Management Business. We're sorry! We don't recognize your username or password.

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Overview Contents Formats Authors Overview. Description Processes don't drive projects; people do. 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? Personal success as a project manager Project success 2. The importance of understanding scope The key scoping questions Scoping question 1 — What is the overall objective of the project?

Scoping question 2 — What are the deliverables? Subsidiary question 2a — Are there deliverables required by the project which it is explicitly not responsible for? Subsidiary question 2b — Are you working to deliver a finite set of deliverables or provide some business capability? Subsidiary question 2c — Are you working to deliver a set of independent deliverables or an integrated end-to-end solution? Subsidiary question 2d — How will the quality of deliverables be determined?

Scoping question 3 — Are you working to implement a specific solution, or to solve a problem? Subsidiary question 3a — Are you responsible for the delivery of deliverables or for achieving the business benefits?

Scoping question 4 — How is the customer going to measure success at the end of the project? Subsidiary question 5a — Do you want predictability or speed? Scoping question 6 — Are there any other constraints on the project? Subsidiary question 6a — Are there any currently known issues, risks or opportunities?

Subsidiary question 6b — Are there any external considerations? Scoping question 7 — How does your customer want to work with you? Subsidiary Question 7a — How will decisions be made on the project? Subsidiary question 7b — Can your sponsor allocate all the resources the project requires or do other stakeholders need to be involved? Subsidiary question 7d — Who can legitimately put requirements upon the project?

Scoping question 8 — Are there any implicit requirements, assumptions or needs that the customer has that are not defined in the scope or requirements documents? Some key traits The sense of ownership and involvement Good judgement — project management style Judgement 1 — What is in scope?

Judgement 2 — What should be in the plan? Judgement 3 — Which elements of project management process to apply and which to ignore Judgement 4 — When to escalate Judgement 5 — When to get into the detail and when to skim Judgement 6 — When to do and when to delegate Judgement 7 — Who can you trust in your project team? Judgement 8 — What is an acceptable level of risk?