Making it happen : a non-technical guide to project management / Mackenzie Kyle.

Format:

Book

Author/Creator:

Kyle, Mackenzie, 1966-

Language:

English

Subjects (All):

Project management.

Physical Description:

1 online resource (239 p.)

Edition:

1st edition

Place of Publication:

Toronto ; New York : J. Wiley, 1998.

Language Note:

English

System Details:

text file

Summary:

Making It Happen: A Non-Technical Guide to Project Management provides a fresh and clear approach to project management. Written in the form of a novel, it covers the basics of project management in a friendly, interesting, and memorable way. Will Campbell, a reasonably competent middle manager, is suddenly thrust into managing a high-profile project that could make or break his career. With no project management experience, and armed only with the guidance of his eccentric menror, Martha, Will learns the hard way. As Will navigates the rough seas of company politics, treacherous comp

Contents:

Title; Copyright; Contents; Preface; PART ONE: Genesis; Chapter 1: Sink or Swim; The Company; The New Product; The Project Manager; Chapter 2: Grasping the Scope; The First Cost Estimate; Gathering Courage; What is the Problem?; Chapter 3: What is a Project?; Discovering Perspective; Chapter 4: The Team Meets; Trying to Set Goals; A Variety of Answers; Chapter 5: Sifting Through the Mess; Chapter 6: Asking the Right Questions; Chapter 7: Writing the Objective Statement; Chapter 8: The Project Manager Faces the Board; The Board Has Questions; The Project Has a Sponsor; Setting the Schedule

PART TWO: The Project TeamChapter 9: The Team's Roles; The Sponsor; The Feasibility Analyst; The Project Manager; The Designer, Implementer, User's Representative, and Project Administrator; A Contest of Convictions; Assigning the Roles; Chapter 10: Company Politics; Keeping the Sponsor Happy; PART THREE: The Design Phase; Chapter 11: What is Design, and How Long Does it Take?; Chapter 12: Organizing the Design Process; Design Steps and the Schedule; When is the Design Complete?; Keeping the Sponsor Informed; Chapter 13: The User's Needs; The Revised Objective Statement

Chapter 14: Charts, Costs, and Other PuzzlesCoping with Delays; Making Adjustments; Chapter 15: More Problems with Schedules; Completing the Design; PART FOUR: Execution Planning; Chapter 16: Tasks; A Simple Set of Tasks; Grasping the Logic; Chapter 17: A Dependency Chart; Changing Perspective; A Float; The Critical Path; When is a Task a Task?; As Complicated as it Needs to Be; Chapter 18: Finding and Fixing Mistakes; Delivering What's Wanted; Rearranging the Information; Signing Off the Execution Plan; PART FIVE: Execution; Chapter 19: Altering Plans; Scope, Schedule, Costs, and Quality

CrashingChapter 20: On a Crash Course; The New Schedule, the New Budget; A Contractor with an Opinion; Who Gets Rewarded?; Chapter 21: A New Assignment; Doing this One Right; The Launch; PART SIX: The Review Process; Chapter 22: Assessing Assignments; Another Assignment?; The Team Wraps Up; PART SEVEN: The Project Manager's Survival Manual; Chapter 23: Recording the Fundamentals; This is a Manual?; The Survival Manual for Project Managers; PART EIGHT: New Frameworks; Chapter 24: Checking Assumptions; Defining Quality; Other Techniques; Epilogue

Notes:

Description based upon print version of record.

ISBN:

9786612030451

9780470739938

0470739932

9781282030459

1282030450

9780470157169

047015716X

OCLC:

609848190