Advanced Project Management: A complete guide to the key processes, models & techniques (With CD ROM)

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In today’s competitive market, project management has become one of the most valued skills in business. To thrive, it is essential that companies deliver their project on time and to do this, they rely heavily on the expertise of skilled project managers. This isespecially the case when a company undertakes a major project that requires project managers with advanced skills. To move from intermediate to advanced project management, a project manager must understand not only the project itself, but also the overall needs of the company. He or she must also know how to build and manage teams, handle large budgets and appreciate the difference between managing the project and managing the stakeholders. About The Author Alan D Orr, MBA, is a chartered engineer who has worked as a project manager with major blue chip companies such as British Airways, CAA, Motorola, Nokia, Sony and Ericsson. He has managed all types of projects, large and small, from IT systems to large-scale building developments. Table of Contents Introduction Starting an advanced project successfully: Stakeholder management; Build the business case; Start long-lead activities; Define early roles and responsibilities Building the macro plan: The macro plan; Budget; The work breakdown structure; Work package detailed planning; Work breakdown summary Building the detailed project plan: Produce the detailed-level requirements; Produce the project schedule; Produce the project plan Building the project team: Define the project team; Motivate the project team Listen to the project team; Gain the respect of the project team How to run the project on a day-to-day basis: What is the type of project that you are going to run?; What is the strategy for the execution of your project?; How will you implement the execution strategy?; How can you ensure that quality remains on the agenda?; Have you ensured that those involved clearly understand their role? Monitoring and controlling the project: Management style; Performance management; Performance analysis; Interfaces; Systems Successfully shutting down the project: Project close; Maintenance planning; Quality control; Quality control; Post-project review; Documentation Emergency Actions: Symptoms; Implementation; Options; Completing the Analysis; Control; Closing the rescue project Index