The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities / Edition 2

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Overview

In a business environment where complexity, chaos, and uncertaintydominate, the old tried-and-true methods of managing projects nolonger work well. Whether undertaking conventional projects inconstruction or the defense industry or pursuing information —ageprojects in such areas as information systems, finance, or researchand development, many project managers have discovered thatconventional wisdom is only marginally relevant to them in theseturbulent times. In this new revision of The New ProjectManagement, J. Davidson Frame gets to the heart of the currentrealities of managing projects in the new millenium, offeringconcrete strategies for getting things done in today's complexbusiness environment.
Frame demonstrates why today's project managers must transformthemselves from implementors to initiators-and why they need to getup to speed on such key issues as ensuring customer satisfaction,managing complexity, accelerating schedules, coping withempowerment, managing contractors, managing managers, building teamspirit, and more. This revised edition of the book focuses on thehottest topics in project management today, augmenting andexpanding the existing coverage of risk management and estimating,and includes three all-new chapters on establishing and maintainingthe project support office, new techniques for scheduling-includingcritical chain and time-boxed scheduling-and bridging thebusiness-technology gap when developing project requirements.
The author provides a practical toolkit for today's projectmanager, offering strategies for identifying customers andmaximizing their satisfaction; techniques to help managers evaluateand select products, personnel, and vendors; an easy-to-understandrisk management process that really works; a user-friendly methodof project evaluation that helps managers gauge progress; and ateam management checklist. The book also includes new examples andan updated reference section.

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What People Are Saying

From the Publisher
Praise for the First Edition

"An invaluable reference for the modern project manager. Itrepresents a sharp break with the 'PERT-only' era, capturing thelatest theory and practice of the project management art."
—William W. Bahnmaier, Col., USMC (retd), former departmentchair, Principles of Project Management Division, Defense SystemsManagement College

"Experienced project managers, newly appointed managers, andprofessionals of any kind who work in modern organizations wherebusiness reengineering, cross-functional teams, and customersatisfaction are key to their success will appreciate the insightsand practical project management experience shared in Dr. Frame'sbook."
—Gus Crosetto, director of training and development, FannieMae

"Dr. Frame is again right on target. Dealing effectively withrapid change, possessing a strong customer orientation, and theability to know what to do and then to do it. These are all keyelements to be a successful project manager today. A recommendedread for all those in project management."
—Carmen Quatrochi, Wireless Project, AT&T Network Systems,Management Director

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Product Details

  • ISBN-13: 9780787958923
  • Publisher: Wiley
  • Publication date: 5/22/2002
  • Series: Jossey-Bass Business and Management Series
  • Edition description: REV
  • Edition number: 2
  • Pages: 384
  • Sales rank: 1,496,154
  • Product dimensions: 6.26 (w) x 9.27 (h) x 1.22 (d)

Meet the Author

J. Davidson Frame is Dean of Academic Affairs at the University of Management and Technology (UMT) in Arlington, Virginia. Prior to joining UMT, he established the project management program at George Washington University. He also served as director of the Project Management Certification Program at the Project Management Institute (PMI) and has served on PMI's board of directors. Frame has authored more than forty articles and five books, including Project Management Competence (Jossey-Bass, 1999).

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Table of Contents

Preface.

The Author.

1. The New Business Environment and the Need for a New ProjectManagement.

Part One: Managing in the New Business Environment.

2. Managing Complexity: Techniques for Fashioning Order out ofChaos.

3. Engaging Change: Knowing When to Embrace, Accept, orChallenge.

4. Managing Risk: Identifying, Analyzing, and PlanningResponses.

5. Satisfying Customers: Knowing Who They Are, What They Want, andWhen They Are Right or Wrong.

6. Defining Requirements That Bridge the Customer-DeveloperGap.

Part Two: Tools for the New Project Management.

7. Acquiring Political Skills and Building Influence.

8. Building Teams with Borrowed Resources.

9. Selecting Projects That Will Lead to Success.

10. Estimating Realistic Costs, Schedules, and Specifications toEnsure Project Success.

11. Scheduling Projects with New Tools: The Time-Boxed and CriticalChain Scheduling Techniques.

12. Outsourcing to Control Costs, Focus on Core Work, and ExpandResources.

13. Integrating Cost and Schedule Control to Measure WorkPerformance.

14. Evaluating Projects to Maintain Goals, StrengthenAccountability, and Achieve Objectives.

15. Understanding and Using Performance Metrics: Measuring theRight Stuff.

16. Establishing and Maintaining a Project Support Office toStrengthen Project Management Capabilities.

17. Carpe Diem: Seize the Day!

References.

Index.

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