DOWNLOAD PDF. Fourth Edition Successful Project Management Jack Gido Penn State University • James P. Clements Towson University Australia • Brazil. PROJECT Management Fourth Edition Project Management is a fast-moving and . Basic definitions Importance of successful project management to an. successful completion of any activity or program, or the use of any product Fundamentals of project management / Joseph Heagney.—4th ed.
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will improve your chances of successful project completion and management. third party content may be suppressed from the eBook and/or eChapter(s). to the Project Management Body of Knowledge (PMBOK® Guide) Fourth. Edition. Successful Project Management, 4th edition, is an essential guide for anyone who wants to improve the success rate of their projects. It will help managers to. The fourth edition of SUCCESSFUL PROJECT MANAGEMENT covers everything or the product text may not be available in the ebook version.
These should not have been removed or compromised by trade-offs in the process.
At the same time, competitor analysis will reveal how long these features will provide competitive advantage, based on a knowledge of their products and design capability. This process used to be carried out by a user group, who would be asked to evaluate prototypes prior to production, but was abandoned due to cost and unreliability.
References Topics for discussion 1 Why would creativity be essential in a personal project, such as an assignment or dissertation?
How might this be incorporated into your plan of work? Choose a project and analyse the options for the outline plan. Further information Cooper, R. Drucker, P. Websites Peters, T. Schrage, M. Sobek, D. II, Liker, J. PDF — short article on rolling wave project planning. References 1 High-level plan for the delivery of the facilities can be seen at www.
Further Information and References suggest books, websites and journals that may be of interest to you; information about the references used throughout the chapter is brought together here.
In the recent past, while the art and science of managing projects has progressed immeasurably, we also see an increased demand on project managers — projects have to be delivered faster than before, often with fewer resources and with high reliability.
This pressure is driving the development of the subject in ways never seen before. This is a good time to be around the area. This alone is an extraordinary investment on the part of businesses, government and individuals. Organisations and individuals that had previously considered project management as something of interest to construction or engineering managers only, suddenly realised that there was potential here.
This positions it somewhere between the practitioner guide the short how-to book , and the handbook monumental tomes that try to cover everything.
I have also attempted to provide some insight into the usage and applicability of the ideas discussed, as well as signposts to further sources of information. It is therefore not intended to be comprehensive on every particular aspect, current and emerging, of project management. Whether you are studying project management as part of a course or for personal development, I wish you well with it. If you are looking for a subject with scope for change, take the challenge — get involved and help make the changes.
If you are looking for a career, again take the challenge. Foreword Project Management is no longer about managing the sequence of steps required to complete the project on time. It is about systematically incorporating the voice of the customer, creating a disciplined way of prioritising effort and resolving trade-offs, working concurrently on all aspects of the project in multi-functional teams, and much more.
It involves much closer links between project teams and downstream activities, e. There are huge opportunities for eliminating wasted time and effort in almost every project.
By halving the effort in designing a new car, they show this muda can be reduced by good project management. Every project manager in the future has not only to manage their own project but to seek ways of eliminating the muda in their systems so they can do more for less, and more quickly next time!
Perhaps the biggest opportunities, however, can be found in thinking beyond the management of individual projects to standardising and streamlining the project management process itself. Although each project presents its own challenges, the ability to launch new products quickly, on time and with no errors, is what leads to sustained business growth.
This book takes a fresh look at the new techniques used by best-practice companies to improve their project management performance. It shows how the disciplines used by Toyota and the Deming approach to management can be applied to any kind of project in any industry.
Professor D. Acknowledgements There are many individuals and events that have had an impact on my thinking since the last edition of this book was published in In particular, the following deserve an honourable mention. Second, many people have kindly provided feedback on previous editions and the drafts for this edition. Matthew Smith at Pearson has been a great senior editor and was prepared to engage with the process of developing both the concept for this edition and the contents for each chapter.
We now have one of the largest groups anywhere in Programme and Project Management. Thanks guys for being the best. Fourth, students and clients. I am always grateful to students from the many programmes I have worked with who join in that conversation, often very loudly, but always with great insight.
Last, I want to acknowledge the input of my family. Such a substantial re-write has taken me away from them for more time than I care to remember.
I am, as always, forever grateful to my wife Kara, to whom I dedicate this work. She deals with my persistent optimism bias in the most incredible way. Her love and support in delivering this edition, as for the past editions, has been formidable.
Crown Copyright material is reproduced with permission under the terms of the Click-Use License; Figure 5. Cooper, R.
Cooper www. Crown Copyright material is reproduced with permission under the terms of the Click-Use License; Figure Reproduced by kind permission of Belbin Associates www. Reproduced by permission; Figures Reproduced by permission. Tables Table Reproduced with permission. Every effort has been made to trace the copyright holders and we apologise in advance for any unintentional omissions. We would be pleased to insert the appropriate acknowledgement in any subsequent edition of this publication.
Contents Introduction 3 1. To have up and running a new system, that would issue million cards and security numbers, convert outlets that handle credit cards to use the new technology and have operational a system that will handle in excess of transactions every second, was no small feat.
Oh, and customers needed to be informed that this was happening and that they would need to remember their PINs. It was vital that the process of continuing to do business had minimal interruptions from the new system.
Instead, in the UK Interesting to see how much media coverage this success has achieved relative to some of the more notorious failures.
Introduction The introduction of Chip and PIN technology is a good example of a highly successful project. With the press fascinated by a plentiful supply of project failure stories, it would be tempting to believe that all projects fail. This is certainly not the case — many projects though certainly not all do succeed in delivering what they promised.
The Chip and PIN introduction project illustrates some of the features that we will see as being applicable to a wide range of other projects. It involved an array of interlinking activities — the technology development, the roll-out to stores, the IT systems to back it up, the issuing of cards, the training of staff and the gaining of support from card users.
There were also considerable consequences of failure — it was important for all the organisations involved. We will explore success and failure and some of the reasons for each in future chapters.
For now, Chip and PIN is a good example of the art and science of managing a project and the importance of projects in general to the world in which we live.
In this chapter, we will begin with definition, stating what constitutes a project and its management. In the case of Chip and PIN, there were clearly many issues that required the coordination that the management role provides.
We will explore the role of a project manager in outline here and the careers of project managers. Second, projects are important.
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Please verify that you are not a robot. Would you also like to submit a review for this item? You already recently rated this item. Your rating has been recorded. Write a review Rate this item: Preview this item Preview this item. Successful Project Management. Trevor L Young Publisher: Kogan Page, Creating success. Successful Project Management, 4th edition, is an essential guide for anyone who wants to improve the success rate of their projects.
It will help managers to maintain a balance between the demands of the customer, the project, the team and the organization. Covering the more technical aspects of a project from start to completion it contains practised and tested techniques, covering project conception and start-up, how to manage stake holders, effective risk management, project planning and launch and execution.
Also including a brand new glossary of key terms, it provides help with evaluatin.
Read more Show all links. Allow this favorite library to be seen by others Keep this favorite library private. Find a copy in the library Finding libraries that hold this item Electronic books Additional Physical Format: Print version: Young, Trevor L. Document, Internet resource Document Type: Trevor L Young Find more information about: Trevor L Young. Successful Project Management, 4th edition, will enable any manager to improve success rates by offering guidance on project conception, planning, launch, execution, closure and evaluation, plus how to manage stakeholders and risks.
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