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Basic project management: how to make it work in your organisation

Author: Michael, Norma ; Burton, CeliaPublisher: Singapore Institute of Management, 1992. ; Butterworth-Heinemann, 1992.Language: EnglishDescription: 152 p. ; 24 cm.ISBN: 9971642689Type of document: Book Bibliography/Index:
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD69 .P75 M53 1992
(Browse shelf)
900094818
Available 900094818
Book Europe Campus
Main Collection
Print HD69 .P75 M53 1992
(Browse shelf)
001156821
Available 001156821
Total holds: 0

Digitized

Basic Project Management How to Make it Work in your Organization Contents List of Figures Introduction Acknowledgments xi xiii xv PART 1-- PHASE ONE: WHAT YOU NEED TO KNOW AND DO TO SET UP A PROJECT Chapter 1: OVERVIEW OF TECHNIQUES 3 AND STRATEGIES When is it a project? ; T y p es of projects and basic procedure; Project management; Project management techniques; Project strategies; The people officially involved; Dealing with organisational change; Planning strategies. Chapter 2: MORE ABOUT SETTING UP THE PROJECT The golden rules; The preliminary brief; The role of the core team; The one-person project; Support from senior management. 19 Chapter 3: CHECKING FEASIBILITY 28 When and how you check feasibility; Taking responsibility; Using costbenefit analysis to challenge feasibility; Problem solving and decision making. Chapter 4: PEOPLE: TERMINOLOGY, PROCESSES, PROBLEMS 36 Terminology and roles; The project team assembles; Administrative assistance; Team anxiety; Why are some teams winners?; Conflict management; 'Groupthink' and 'Risky shift phenomenon'; Networking. PART 2 -- PHASE TWO: DETAILED PLANNING AND SCHEDULING Chapter 5: DETAILED PLANNING BEGINS 55 Step 1 --Identify the tasks Step 2 --Place the tasks in logical order Step 3 --Study the implications Step 4 --Estimate resource requirements Step 5 --Identify the project hierarchy Step 6 --Clarify who can make what decisions Step 7 --Monitoring and controlling Step 8 --Ground rules Chapter 6: SCHEDULING PROJECT TASKS AND RESOURCES Gantt chart; Critical path method (CPM); Dependencies; How to develop your CPM network; Project scheduling assistance. 64 PART 3 -- PHASE THREE: ACTIVATING THE PLAN Chapter 7: IMPLEMENTATION AND MONITORING AND CONTROLLING THE PROJECT Implementation; Monitoring and controlling; The project manager's style; What needs to be monitored and controlled; Controlling costs; Meetings; Reports;. Setting up a communication strategy. 87 PART 4 -- PHASE FOUR: THE PROJECT ENDS Chapter 8: PROJECT CLOSEDOWN AND THE POST-PROJECT REVIEW The final phase of your project; The closedown report and related matters; The post-project review. 103 PART 5 -- NEGOTIATION, CONSULTANTS AND CONTRACTS, COMPUTERS Chapter 9: NEGOTIATION 109 The project manager as negotiator; Negotiating for staff; Negotiating range -- be prepared!; Negotiating and contracting for in-house services. Chapter 10: CONSULTANTS AND CONTRACTS 115 Bringing in the experts; Sometimes it's cheaper to use consultants; Preparing the consultant's brief; Choosing the consultant; The tendering process; Briefing the consultant; Proposals; Analysing Proposals; The contract; Keeping control and maintaining consultant accountability. Chapter 11: MAKING BEST USE OF THE COMPUTER The computer is as good as ...; Choosing the right project management package; Managing planning changes on the computer; How to prepare your data. 135 Afterword Glossary Recommended Reading Useful Information Index 141 142 147 148 149

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