This is a bedside book for anyone who participates in a project that changes how your company works. While the book is generally focused on software projects and programs, most of it is universally applicable.
It is most particularly for executives, line managers and project managers suffering from • Confusing direction.• Conflicting priorities.• Out-of-control costs.• Underperforming improvements. • Change sabotage. • Technical delays.• Process surprises, • Chronically late deliveries.• Over-worked and resentful employees.
This book is about what can and does go wrong, and what you can and should be doing right now to propose, prioritize, organize and execute a successful project.
It comes in four distinct parts:1. Management reasons for failure, Section 2.2. Important project roles for executives, line managers and project managers to lower the risk of failure, Sections 3-5.3. Critical elements of the project process, Sections 6-13.4. Detail of portfolio management, project description and other subjects that interrupted the flow of the main text but are important to know, Section 15 Appendices.
The book offers direction about some of the important things to consider in defining, choosing, and initiating the project, how to use appropriate methods and tools at the appropriate time, and how to govern the program for maximum results. Also how to involve employees, manage vendors, set expectations, ensure progress, communicate widely and finish strongly.