The project manager's guide to making successful decisions / Robert A. Powell, Dennis M. Buede.

Format:

Book

Author/Creator:

Powell, Robert A., 1961- author.

Buede, Dennis M., author.

Language:

English

Subjects (All):

Project management.

Decision making.

Physical Description:

1 online resource (230 p.)

Edition:

1st edition

Place of Publication:

Vienna, Virginia : Management Concepts, 2009.

Language Note:

English

System Details:

text file

Summary:

Reveals the importance of good decision-making to project success, providing the opportunity to develop skills that are often neglected in traditional project management training. This title highlights the hundreds of decisions involved in managing complex, large-scale projects and in supporting the project management life cycle.

Contents:

Title Page; Copyright; About the Authors; Dedication; Contents; Preface; Acknowledgments; Chapter 1: Good Decision-Making: The Key to Project Success; Good Decision-Making Begins with a Decision Context; The Three Cornerstones of Decision-Making; Why Projects Fail; A Planned Process for Decision-Making; A General Framework for Making Decisions; Chapter 2: Managerial Decision-Making; Managerial Decisions Defined; Strategic, Operational, and Tactical Decisions; Generic Project Management Decisions; The Importance of Project Management Decisions

Project Management Decisions Contribute to Project SuccessA Management Perspective on Failed Projects: Two Case Studies; The Solution-Good-Quality Decisions; Chapter 3: Decisions and the Project Management Life Cycle; The Project Management Life Cycle; Control Gates within the Project ManagementLife Cycle; Stakeholder Decisions in the Project Management Life Cycle; Other Life-Cycle Models; Chapter 4: Overview of Decision-Making; The Basics; Literary Views of Decision-Making; Decision Quality; History of Decision-Making; Approaches to Decision-Making; Decision-Making Methods and Aids

Implementing the DecisionChapter 5: Project Management Decisions; A Project Management Decision Structure; Decisions for Project Management; Product (Operational) System Decisions; Development (Project Management Organization) System Decisions; Chapter 6: Framing the Decision; The Importance of Decision Frames; A Suggested Frame; Suggested Decision Frame Format for Project Management; Chapter 7: Generating Decision Alternatives; The Problem Definition Process; Searching for Alternatives; Using All Alternatives to Find Additional Alternatives

Determining the Need for More Information and AnalysisAlternatives and Decision Frames-The Cuban Missile Crisis; Chapter 8: Analyzing the Alternatives in Terms of Values and Uncertainty; Qualitative Approaches; Quantitative Approaches; Dealing with Biases and Heuristics; Requirements for Good Decisions; Chapter 9: Handling Risk and Uncertainty; Risk; Project Management Risks; How to Address Risk; Developing a Risk Management Plan; Continuing Risk Management; What Is Uncertainty?; How Do People Address Uncertainty?; Chapter 10: Training Project Managers as Decision Makers

The Elements of Traditional Project Management TrainingThe Pitfalls of Project Management Training; A Decision Analysis Curriculum; Appendix A: Project Success Case Studies; Appendix B: Project Management Decisions; Appendix C: An Introduction to Decision Trees; References; Additional Reading; Index

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on print version record.

ISBN:

9781523096763

1523096764

9781567263800

1567263801

9781613448366

1613448368

OCLC:

1022794895