getAbstract Marketing
Advanced Project Management
Book

Advanced Project Management

A Complete Guide to the Key Models, Processes and Techniques

Alan D. Orr
Kogan Page, 2004
Buy book or audiobook

Read or listen offline

Amazon Kindle
automatisch generiertes Audio
  • 0.5×
  • 0.75×
  • 1×
  • 1.25×
  • 1.5×
  • 1.75×
1×
automatisch generiertes Audio

Editorial Rating

8

Qualities

  • Applicable

Recommendation

Advanced projects are particularly demanding because of their complexity, novelty, scale, scope, cost and logistics. Author Alan D. Orr provides a detailed and useful guide to every step of advanced project management. He leaves nothing to chance or to the imagination. The charts and spreadsheets he recommends are clearly appropriate to the purpose, and his outline of project management questions, planning milestones, team building methods and tracking tools are clear and to the point. This book belongs on the shelf of anyone managing a complex project for the first time. getAbstract.com believes even a seasoned project manager would find it useful.

Summary

Managing Stakeholders

A typical advanced project is complex, long-term and demanding. Conquering it requires a range of skills and disciplines. Because time is always the scarcest resource, many organizations neglect to make a plan to manage all of a project’s key stakeholders. However, such a plan ensures that pivotal people will continue to support the project. It saves time in the long run. You can avoid problems that cause delays by keeping stakeholders informed and involved. Every advanced project manager should prepare a closet stakeholder assessment form listing crucial participants, describing their roles, their project involvement and influence, their motivation and their disposition toward the project. Add your comments. This is a planning tool. Make it frank, honest and confidential - for your eyes only.

The Business Case

Properly, the project sponsor should prepare the business case, even though the sponsors are often more than willing to let the project manager do it. Taking on that job would be a mistake. A manager who sidelines the project sponsor faces the risk that the sponsor will withhold approval of the business case. To be politically astute...

About the Author

Alan D. Orr is a chartered engineer who has worked as a project manager with major blue chip companies.

Comment on this summary or Diskussion beginnen