Project Management Tools and Techniques for Success: 1st Edition (Hardback) book cover

Project Management Tools and Techniques for Success

1st Edition

By Christine B. Tayntor

CRC Press

290 pages | 41 B/W Illus.

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Hardback: 9781439816301
pub: 2010-05-19
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pub: 2010-05-19
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Description

Emphasizing that it's much easier and more cost effective to make changes in the planning phases of a project rather than later on, Project Management Tools and Techniques for Success provides an accessible introduction to project management fundamentals. Highlighting approaches for avoiding common pitfalls, it begins with an introduction to project management that compares and contrasts the stages of poor management with those of effective management.

Because change is inherent in virtually all projects, the text outlines the human effects of change and suggests ways to mitigate these effects. It addresses team dynamics, sourcing alternatives, motivating the team, managing expectations, assessing risk, and defining and prioritizing project requirements. The book translates difficult concepts into practical applications with a case study that examines the merger of two companies, along with the subsequent development of a new corporate headquarters.

By adding a layer of statistical methods and tools to the front-end of a project, Design for Six Sigma (DFSS) augments standard Six Sigma processes to help ensure project results meet customers' needs and that delays caused by new requirements or rework after implementation are eliminated or reduced. The book explains how to effectively incorporate DFSS tools to reduce the possibility of failure in your next project.

Clearly illustrating effective project management practices, the book includes a listing of commonly used acronyms, suggestions for additional reading, along with instructions on how to create four of the most important tools discussed in the book.

Table of Contents

Introduction to Project Management

Defining Project Management

Project Management and Change

Being Prepared

Introduction to the Case Study

The Initiation/ Definition Phase

Getting Started – Choosing the Right People

Ensuring It’s the Right Project

Managing Expectations

Identifying and Avoiding Risks (The Initial Risk Assessment)

Drafting the Preliminary Business Case

The Planning Phase, Part 1: Who’s Involved?

The Critical Question: Who’s Leading the Project?

The Planning Phase, Part 2: What, Where and When

Establishing the Roadmap

Project Specifications and Statements of Work

Completing the Plan

The Execution and Control Phase, Part I: More Planning

Ground Rules

The Change Management Process

The Communication Plan

The Execution and Control Phase, Part II: Making it Happen

Monitoring the Project

Quality and Control

Organizational Readiness

When Murphy’s Law Takes Effect: Possible Problems and Ways to Avoid Them

The Closeout Phase

The Final Steps

Appendices

List of Acronyms

The Project Charter

The Functional Process Map

The Failure Modes and Effects Analysis (FMEA)

The Metric Reliability Assessment Spreadsheet

Suggested Reading

About the Author

Christine B. Tayntor has been an IT manager and frequent contributor to technical publications for more than thirty years. She worked in the insurance, banking, manufacturing, and consulting industries, most recently as the director of global applications sourcing for Honeywell International in Morristown, New Jersey, where she became a Six Sigma Black Belt and received her DFSS certification. She is currently a full-time writer and lecturer.

Subject Categories

BISAC Subject Codes/Headings:
BUS101000
BUSINESS & ECONOMICS / Project Management
COM032000
COMPUTERS / Information Technology
COM051230
COMPUTERS / Software Development & Engineering / General