You're executing risk management, leadership, and planning-all hallmarks of outstanding project management. And yet you're still having trouble keeping your projects on schedule.
Creative Project Management adds two new elements to the mix: creativity and innovation.
Internationally renowned project management consultants Michael Dobson and Ted Leemann combine traditional project management skills, such as risk evaluation, decision making, and human dynamics, with outside-the-box thinking and business creativity. They provide seven new tools and approaches you can apply to any project.
The methods discussed inside Creative Project Management show you how to:
Realistically imagine the outcomes of your decisions
Work with-and around-the realities and constraints that affect your decisions
Read and predict trends
Manage the long- and short-term ramifications of your decisions
Evaluate the impact of present and future technologies on your decisions
Imagine new choices you didn't think you had
|Publisher:||McGraw-Hill Professional Publishing|
|Product dimensions:||6.22(w) x 11.06(h) x 0.68(d)|
About the Author
About the Authors
Michael Singer Dobson is an internationally known project management consultant, author, and lecturer. A former game company executive and Smithsonian staffer, he is also the author of 20 books.
Ted Leemann is a leading international consultant with more than 25 years of experience helping organizations implement systems engineering and project management.
Table of Contents
1 Why Do 70 Percent of Projects Fail? 1
2 What We Know and What We Think 23
3 The Most Dangerous Word Is a Premature Yes 47
4 Good Enough, Barely Adequate, Failure 75
5 When the Project Appears Impossible 99
6 Knowns and Unknowns: The Risk Factor 130
7 Project: Intelligence 155
8 It Takes a Village to Wreck a Project 171
9 Framing Change 194
10 Salvaging Project Value 213
Appendix A Questions for the Creative Project Manager 227
Appendix B Cognitive Biases 233
Most Helpful Customer Reviews
This is a great book for thinking about the things you need to have under control to execute a project - or anything else. The authors look at the theory of the perfectly managed project vs. the reality that clients, stakeholders and team members are human and the world is unpredictable and help you think about how to do your best with this. This includes tips for helping clients and stakeholders be sure they really know what they want and project managers be sure they're executing a project to meet a need, not just to complete a project per the guidelines.