Synopses & Reviews
By 2016, 1.2 million project management positions will need to be filled each year, according to a study by The Anderson Economic Group. Much advice exists but Tony Marks - founder of one of the largest project management training and consulting companies in Britain - offers a systematic and practical approach to guiding a project through to success. He firmly focuses on the real world, on practicality, clarity and applicability and uses a wide range of international case studies to demonstrate how best practice is applied in the world's leading organizations.
Marks structures his book around the five stages of a project lifecycle. For each phase, Defining, Appraising, Planning, Executing and Completing the project, a series of short chapters cover sections on theory, benefits and pitfalls, applications and case studies. Readers can therefore either follow through the entire process or dip into the section that reflects the current stage of their project. This systematic approach ensures that the successful delivery of a project is aligned, and stays aligned, with the organization's strategic objectives.
Review
"[C]aptures industry best practice from a plethora of companies ... a solid practical reference for those serious about a career in project management, closely aligned to best practice from professional bodies. --Andrew Hubbard, Editor, Project magazine
Review
"[C]aptures industry best practice from a plethora of companies ... a solid practical reference for those serious about a career in project management, closely aligned to best practice from professional bodies." --Andrew Hubbard, Project Magazine
"[C]omprehensive, detailed strategies for project managers who are responsible for complex projects. Using practical examples and in-depth case studies, Marks makes a clear, convincing argument for the importance of risk management and accurate estimating. An invaluable guidebook." --Business Book Summaries
Synopsis
20: 20 Project Management is the definitive guide to successful project management in practice, not just in theory. It gives readers exactly what they need to know: how to pull off successful project delivery in the real world - on time, within budget and at the right quality. With a focus on practicality, clarity and applicability, it uses a wide range of international case studies to demonstrate how best practice is applied in the world's leading organizations. Structured around the stages followed by project managers in a real project lifecycle, it is logical and easy to follow. It has a section on specific tools in risk management; project leadership; and project teams; and can be used as a standard text for the syllabi of any of the three global professional bodies in project management - the APM Group; the International Project Management Association and the Project Management Institute.
Synopsis
Project managers, project management students and individuals studying for professional project management certification
About the Author
Tony Marks is an expert in applying training and organizational development expertise to maximize project performance. Now CEO of 20:20 Business Group, a professional training and coaching firm with offices worldwide, he is also lecturer and examiner for the University of Aberdeen [M Sc Project Management]. Marks is a PMI Professional and has experience in a wide range of sectors, including utilities, nuclear, oil and gas, engineering, IT and telecoms.
Table of Contents
AcknowledgementsUsing this book
About the author
Introduction
01 Starting your project
Introduction
The project objectives
The business case
The project management plan (PMP)
The purpose of the project management plan
The project management plan (example)
Project success and benefits management
Benefits vs project success
Key performance indicators (KPIs)
Avoiding project failure
Twenty actions to help ensure project success
Project manager's weekly checklist
Ten tips for guaranteed failure
Financial evaluation in projects
Things to consider
Conclusion
Case study: Starting projects at Subsea 7
02 Defining your project
Introduction
The product breakdown structure (PBS)
The work breakdown structure (WBS)
The organizational breakdown structure (OBS)
The cost breakdown structure (CBS)
The responsibility assignment matrix (RAM)
Assigning responsibilities to tasks
Steps in developing a breakdown structure
Common-sense guidelines
Requirements management
Why do we need requirements management?
Project programme planning
When to use programmes
How to set them up
Managing programmes
Consolidations
Things to consider when defining your project
Conclusion
Case study: Halliburton and project definition
03 Planning your project
Introduction
Scope management
Analysing the network
Dependencies
Estimating
The forward pass
Float
Critical path
Project resources
Managing the schedule
Things to consider when planning
Conclusion
Case study: Planning the AMEC way
04 Executing your project
Introduction
Set the measure
Cost reporting
Information for updating project progress
What are the benefits?
Change control
Project close-out and handover
Things to consider when executing a project
Conclusion
Case study: WGPSN project management framework
05 Risk and your project
Introduction
Risk cultures
Stage 1: risk identification
Stage 2: risk impact analysis
Stage 3: probability analysis
Stage 4: risk exposure
Stage 5: mitigation strategy
Stage 6: risk monitoring and review
Things to consider with risk and your project
Conclusion
Case study: Managing risk the Mott MacDonald way
06 Estimating your project
Introduction
The importance of estimating
Estimating techniques
Introduction to estimating
The importance and practical difficulties of estimating
The estimating funnel
Classes of estimate
Estimating techniques
Uncertainty and risk
Summary of the basic rules for estimating
Common mistakes
Things to consider when estimating
Conclusion
Case study: Estimating the AMEC way
07 Project leadership
Introduction
Leadership vs management
Leading in a project environment
Visionary
Articulation of the vision
Preparing the vision
Tools and approaches
Motivation
Conflict management
Conflict resolution summary
Case study: Leadership at Southwest Airlines
08 Teams and your project
Introduction
Team requirements
Team development
Developing the project team
Team chemistry
Things to consider
Conclusion
Case study: W L Gore
Team health check
Glossary of terms
Index