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Matthew Bachelor

Project Management (Collins Business Secrets)

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  • G.Ghar citeretfor 4 år siden
    well-known phrase in leadership coaching is that there is ‘no failure, only feedback’.
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    The power of ‘five whys’ is strikingly illustrated by an example adapted from Valerie Iles and Kim Sutherland’s Organisational Change, where a lapse in patient care could be traced back to a decision about the organization’s core strategy: Bedpan not received by patient.
  • erinaekaterinahar citeretfor 5 år siden
    Project management and business strategy
    Association of Project Management Project Risk Analysis and Management Guide (APM Publishing, 2004) ISBN 978-1-903494-1-7
    Association of Project Management Project Management Body of Knowledge
    (APM Publishing, 5th edn 2006) ISBN 978-1-903494-13-4
    Laufer, A. and Hoffman, E.J. Project Management Success Stories (John Wiley, 2000) ISBN 978-0471360070
    Levine, H. Practical Project Management – Tips, Tactics and Tools (John Wiley, 2002) ISBN 978-0471203032
    Maylor, H. Project Management (Pearson, 1999) ISBN 978-0273704317
    Nokes, S. and Kelly, S. The Definitive Guide to Project Management (FT Press, 2008) ISBN 978-0273710974
    O’Connell, F. Simply Brilliant: The competitive Advantage of Common Sense (Pearson) ISBN 978-0273720775
    Phillips, J.J., Bothell, T.W. and Snead, G.L. The Project Management Scorecard: Measuring the Success of Project Management Solutions (Butterworth-Heinemann, 2002) ISBN 978-0750674492
    Reiss, G. Project Management Demystified (Taylor & Francis, 2007) ISBN 978-0415421638
    Sun Tzu The Art of War (Shambala, 1991 edn) ISBN 978-1599869773
    Team leadership and communication
    Belbin, R.M. Management Teams: Why They Succeed or Fail (Butterworth-Heinemann, 2010) ISBN 978-1856178075
    Briner, W., Geddes, M. and Hastings, C. Project Leadership (Gower, 1990) ISBN 978-0-566-07785-2
    Charvet, S.R. Words that Change Minds: Mastering the Language of Influence (Kendall/Hunt, 1995) ISBN 978-0787234799
    Covey, Stephen R. 7 Habits of Highly Effective People: Powerful Lessons in Personal Change (Simon and Schuster, 2004) ISBN 978-0743272452
    Marlier, D., Parker, C. and Mobilizing Teams International Engaging Leadership – Three Agendas for Sustaining Achievement (Palgrave Macmillan, 2009) ISBN 978-0230577527
    Morrell, M. and Capparell, S. Shackleton’s Way (Nicholas Brealey, 2001) ISBN 978-1857882117
    Wiseman, R. The Luck Factor (Arrow, 2004) ISBN 978-1401359416
    Selected online resources/ project software
    Basecamp: Collaboration tool that allows you to manage small and medium-sized projects online. www.basecamphq.com
    Copper: Popular and comprehensive online resource, with several different subscription options available. US-based. www.copperproject.com
    Merlin and Project X: Medium-sized project planning tools for Mac OS (as opposed to Windows) users. www.projectx.com www.projectwizards.net
    Microsoft (MS) Project: A widely used planning, scheduling and estimating tool. Comes into its own for larger projects, with an ‘enterprise’-level version that enables multi-site working. http://office.microsoft.com/en-us/project/default.aspx
    Milestone Simplicity: Scheduling software that integrates with Microsoft programs www.kidasa.com/Simplicity
    Primavera SureTrak: The ‘little brother’ of the Primavera family of project management software. www.oracle.com/applications/primavera/primavera-suretrak.html
    Project in a Box: Software and services for project managers from single users through to corporations. www.projectinabox.org.uk
    Projectp
  • erinaekaterinahar citeretfor 5 år siden
    The first step in evaluation should occur at the planning stage.
  • erinaekaterinahar citeretfor 5 år siden
    OODA Loop. The process of monitoring and controlling a project involves looking at the forces affecting the project, attempting to understand the causes and responding appropriately. One approach increasingly used in projects is known as the OODA Loop.
    O = Observe. What is happening that may affect the project now or in the future?
    O = Orient. How should the project’s orientation in the wider environment affect your decisions?
    D = Decide. What conclusions does this lead to?
    A = Act. How will you turn your decisions into action?
  • erinaekaterinahar citeretfor 5 år siden
    you are a role model for the project team
  • erinaekaterinahar citeretfor 5 år siden
    Forming – an initial ‘honeymoon’ period, with team roles and purpose as not yet defined.
    Storming – jostling for position, with clarity of purpose unlikely, but team roles not fully defined.
    Norming – mutual trust and confidence grow; the beginnings of shared leadership emerge.
    Performing – a high level of mutual understanding means that the team is now significantly greater than the sum of its parts.
  • erinaekaterinahar citeretfor 5 år siden
    Good risk management can make the difference between a viable and a non-viable project.
  • erinaekaterinahar citeretfor 5 år siden
    “If anything can go wrong, it will”
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