{"product_id":"managing-projects-in-organizations-how-to-make-the-best-use-of-time-techniques-and-people-hardback-9780787968311","title":"Managing Projects in Organizations; How to Make the Best Use of Time, Techniques, and People (Hardback) 9780787968311","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eManaging Projects in Organizations\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eHow to Make the Best Use of Time, Techniques, and People\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cem\u003e\"Frame has a deep understanding of the systemic nature of project management.\" \u003cbr\u003e  — Quality Progress  \u003cp\u003e\"\u003ci\u003eThe New Project Managemen\u003c\/i\u003et examines the new realities of project management: managing risk, maintaining quality of goods and services, outsourcing, satisfying customers, and communicating effectively with managers, customers, vendors, and staff.\"\u003cbr\u003e  — PM Network\u003c\/p\u003e \u003cp\u003e\"An excellent book I'd recommend is Managing Projects in Organizations by J. Davidson Frame. . . . can help you put your project management skills on track.\"— \u003ci\u003eMicrosoft Certified Professional Magaz\u003c\/i\u003eine\u003c\/p\u003e \u003cp\u003e\"Provides an excellent overview of the fundamental concepts of project management.\"\u003cbr\u003e  — \u003ci\u003ePublic Productivity Management Review\u003c\/i\u003e\u003c\/p\u003e\u003c\/em\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eJ. Davidson Frame (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780787968311, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 14 October 2003\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e280 pages, Tables: 8 B\u0026amp;W, 0 Color; Graphs: 29 B\u0026amp;W, 0 Color\u003cbr\u003e23.1 x 15.9 x 2.5 cm, 0.463 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003eIn this third edition of \u003ci\u003eManaging Projects in Organizations,\u003c\/i\u003e J. Davidson Frame updates and expands on his classic book to provide an accessible introduction to the field of project management. Drawing on more than twenty-five years of consulting and training experience, Frame's most current edition of his landmark book includes a wealth of new topics, including:  \u003cul\u003e \u003cli\u003eManaging virtual teams\u003c\/li\u003e \u003cli\u003eThe evolving concept of the project manager's role\u003c\/li\u003e \u003cli\u003eComanaged project teams\u003c\/li\u003e \u003cli\u003eThe project office\u003c\/li\u003e \u003cli\u003eProject portfolios\u003c\/li\u003e \u003cli\u003eWeb-based project management\u003c\/li\u003e \u003cli\u003eInternational project management\u003c\/li\u003e \u003c\/ul\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003ePreface.  \u003cp\u003eThe Author.\u003c\/p\u003e \u003cp\u003e1. The New Business Environment and the Need for a New Project Management.\u003c\/p\u003e \u003cp\u003eThe New Business Environment.\u003c\/p\u003e \u003cp\u003eThe Problem with the Traditional Approach to Project Management.\u003c\/p\u003e \u003cp\u003eThe New Project Management.\u003c\/p\u003e \u003cp\u003eTraits of the New Project Manager.\u003c\/p\u003e \u003cp\u003eThe Increased Value of Project Managers.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003ePART ONE: MANAGING IN THE NEW BUSINESS ENVIRONMENT.\u003c\/p\u003e \u003cp\u003e2. Managing Complexity: Techniques for Fashioning Order Out of Chaos.\u003c\/p\u003e \u003cp\u003eChaos and Complexity.\u003c\/p\u003e \u003cp\u003eFacets of Complexity.\u003c\/p\u003e \u003cp\u003eExperience with Project Complexity.\u003c\/p\u003e \u003cp\u003eHow to Manage Complexity.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e3. Engaging Change: Knowing When to Embrace, Accept, or Challenge.\u003c\/p\u003e \u003cp\u003eSources of Change.\u003c\/p\u003e \u003cp\u003eChange Management Strategies.\u003c\/p\u003e \u003cp\u003eGoing with the Flow of Rapid Prototyping.\u003c\/p\u003e \u003cp\u003eResisting Change with Configuration Management.\u003c\/p\u003e \u003cp\u003eBasic Steps in Developing a System with Configuration Management.\u003c\/p\u003e \u003cp\u003eChange Control.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e4. Managing Risk: Identifying, Analyzing, and Planning Responses.\u003c\/p\u003e \u003cp\u003ePerspectives on Risk.\u003c\/p\u003e \u003cp\u003eRisk and Variability.\u003c\/p\u003e \u003cp\u003eRange of Risks.\u003c\/p\u003e \u003cp\u003eSources of Risk on Projects.\u003c\/p\u003e \u003cp\u003eRisk-Reward Trade-Offs.\u003c\/p\u003e \u003cp\u003eRisk and Time Horizons.\u003c\/p\u003e \u003cp\u003eRisk Exposure.\u003c\/p\u003e \u003cp\u003eRisk Management.\u003c\/p\u003e \u003cp\u003eModeling.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e5. Satisfying Customers: Knowing Who They Are, What They Want, and When They are Right or Wrong.\u003c\/p\u003e \u003cp\u003eWho Are Our Customers?\u003c\/p\u003e \u003cp\u003eMeeting Customer Expectations.\u003c\/p\u003e \u003cp\u003eUnderstanding Customers’ Needs and Requirements.\u003c\/p\u003e \u003cp\u003eTraits of Effective Needs Analysts.\u003c\/p\u003e \u003cp\u003eSteps for Improving Needs Definition.\u003c\/p\u003e \u003cp\u003eCustomers’ Responsibilities in Defining Their Needs.\u003c\/p\u003e \u003cp\u003eOrganizing to Achieve Customer Satisfaction.\u003c\/p\u003e \u003cp\u003eWhat to Do When Customers Don’t Cooperate.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e6. Defining Requirements that Bridge the Customer-Developer Gap.\u003c\/p\u003e \u003cp\u003eThe Place of Needs and Requirements in the Project Management Process.\u003c\/p\u003e \u003cp\u003eCapturing Requirements.\u003c\/p\u003e \u003cp\u003eKey Players in the Requirements Definition and Management Process.\u003c\/p\u003e \u003cp\u003eThe Communication Challenge: I Can’t Read Your Mind.\u003c\/p\u003e \u003cp\u003eThe Standard Communication Model.\u003c\/p\u003e \u003cp\u003eTips for Handling Requirements.\u003c\/p\u003e \u003cp\u003eBringing It Together with Joint Application Development JAD) · Conclusion\u003c\/p\u003e \u003cp\u003ePART TWO: TOOLS FOR THE NEW PROJECT MANAGEMENT.\u003c\/p\u003e \u003cp\u003e7. Acquiring Political Skills and Building Influence.\u003c\/p\u003e \u003cp\u003eWhat Is Politics?\u003c\/p\u003e \u003cp\u003ePolitics in Projects.\u003c\/p\u003e \u003cp\u003ePlayers to Contend with in the Project Environment.\u003c\/p\u003e \u003cp\u003eBeing a Better Politician.\u003c\/p\u003e \u003cp\u003eA Guide to Action.\u003c\/p\u003e \u003cp\u003eBuilding Authority.\u003c\/p\u003e \u003cp\u003eUsing Authority Effectively.\u003c\/p\u003e \u003cp\u003eManaging Our Managers.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e8. Building Teams with Borrowed Resources.\u003c\/p\u003e \u003cp\u003eMake the Team as Tangible as Possible.\u003c\/p\u003e \u003cp\u003eDevelop Rewards for Good Behavior.\u003c\/p\u003e \u003cp\u003eDevelop an Effective Personal Touch.\u003c\/p\u003e \u003cp\u003eSelf-Managed Teams: Prospectus and Pitfalls.\u003c\/p\u003e \u003cp\u003eStructuring the Team.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e9. Selecting Projects That Will Lead to Success.\u003c\/p\u003e \u003cp\u003eThe Essence of Choice.\u003c\/p\u003e \u003cp\u003eBenefit-Cost Ratios.\u003c\/p\u003e \u003cp\u003eBuss’s Technique for Rank Ordering Projects.\u003c\/p\u003e \u003cp\u003ePoor Man’s Hierarchy.\u003c\/p\u003e \u003cp\u003eThe Murder Board.\u003c\/p\u003e \u003cp\u003ePeer Review.\u003c\/p\u003e \u003cp\u003eGeneral Rules for Selecting Projects.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e10. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success.\u003c\/p\u003e \u003cp\u003eCauses of Poor Estimation.\u003c\/p\u003e \u003cp\u003eThe 10 Percent Optimist.\u003c\/p\u003e \u003cp\u003eTraditional Approaches to Cost Estimating.\u003c\/p\u003e \u003cp\u003eBottom-Up Versus Top-Down Estimates.\u003c\/p\u003e \u003cp\u003eLife Cycle Cost Estimating.\u003c\/p\u003e \u003cp\u003eStrategies for Dealing with Poor Estimates.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e11. Scheduling Projects with New Tools: The Time-boxed and Critical Chain Scheduling Techniques.\u003c\/p\u003e \u003cp\u003eTime-boxed Scheduling.\u003c\/p\u003e \u003cp\u003eWhat Needs to be Prioritized?\u003c\/p\u003e \u003cp\u003eBringing Together Pertinent Players.\u003c\/p\u003e \u003cp\u003eWhat Needs to Be Prioritized.\u003c\/p\u003e \u003cp\u003eTechniques for Prioritization.\u003c\/p\u003e \u003cp\u003eThe Use of Parallel Development.\u003c\/p\u003e \u003cp\u003eScheduling Realities.\u003c\/p\u003e \u003cp\u003eThe Need for Discipline.\u003c\/p\u003e \u003cp\u003eCritical Chain Scheduling.\u003c\/p\u003e \u003cp\u003eThe Critical Chain and the Theory of Constraints.\u003c\/p\u003e \u003cp\u003eThe Critical Chain Perspective and the Psychology of Estimating Task Durations.\u003c\/p\u003e \u003cp\u003eUsing Buffers Effectively to Accelerate Project Delivery.\u003c\/p\u003e \u003cp\u003eProject Buffers, Feeder Buffers, and Resource Buffers.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e12. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources.\u003c\/p\u003e \u003cp\u003eForms of Outsourcing.\u003c\/p\u003e \u003cp\u003eOutsourcing in Project Management.\u003c\/p\u003e \u003cp\u003eContracting.\u003c\/p\u003e \u003cp\u003eContracting: Preaward.\u003c\/p\u003e \u003cp\u003eContracting: Postaward.\u003c\/p\u003e \u003cp\u003eCustomer Acceptance and the Handover.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e13. Integrating Cost and Schedule Control to Measure Work Performance.\u003c\/p\u003e \u003cp\u003eA Graphical Approach to Integrated Cost\/Schedule Control.\u003c\/p\u003e \u003cp\u003eThe Fifty-Fifty Rule for Measuring Work Performance.\u003c\/p\u003e \u003cp\u003eOther Ways to Calculate Earned Value.\u003c\/p\u003e \u003cp\u003eAn New Look at Cost and Schedule Variance.\u003c\/p\u003e \u003cp\u003eDeveloping a New Vocabulary.\u003c\/p\u003e \u003cp\u003eCase Study: The Bora Bora Officers Club.\u003c\/p\u003e \u003cp\u003eCollecting Data.\u003c\/p\u003e \u003cp\u003eTrend Analysis with the Earned-Value Approach.\u003c\/p\u003e \u003cp\u003eWhen Is the Earned-Value Approach Appropriate?\u003c\/p\u003e \u003cp\u003eA Historical Note.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e14. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives.\u003c\/p\u003e \u003cp\u003eWhat is Evaluation?\u003c\/p\u003e \u003cp\u003eEvaluations and the Project Life Cycle.\u003c\/p\u003e \u003cp\u003eProblems with Evaluation.\u003c\/p\u003e \u003cp\u003eInherent Characteristics of Evaluation.\u003c\/p\u003e \u003cp\u003eThe Structured Walk-through.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e15. Understanding and Using Performance Metrics; or, Measuring the Right Stuff.\u003c\/p\u003e \u003cp\u003eThe Role of Measurement in Managing Projects.\u003c\/p\u003e \u003cp\u003eThe Nature of Measurement.\u003c\/p\u003e \u003cp\u003eGenerating Measures.\u003c\/p\u003e \u003cp\u003eThe Shadow Side of Measures.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e16. Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities.\u003c\/p\u003e \u003cp\u003eTraditional Project\/Program Offices.\u003c\/p\u003e \u003cp\u003eWhat Project Support Offices Do.\u003c\/p\u003e \u003cp\u003eWhere Should the Project Support Office Reside? · Staffing the Project Support Office.\u003c\/p\u003e \u003cp\u003eSelling the Project Support Office.\u003c\/p\u003e \u003cp\u003e17. Carpe Diem: Seize the Day!\u003c\/p\u003e \u003cp\u003eAppendix: An Annotated Reading List for the New Project Management.\u003c\/p\u003e \u003cp\u003eReferences.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Jossey-Bass","offers":[{"title":"Brand New","offer_id":52410675134744,"sku":null,"price":0.0,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780787968311.jpg?v=1784248295","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/managing-projects-in-organizations-how-to-make-the-best-use-of-time-techniques-and-people-hardback-9780787968311","provider":"Freshly Printed Books","version":"1.0","type":"link"}