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▼z 9780749474249 |
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▼2 bisacsh |
| 100 | 1 |
▼a Molen, Michiel van der. |
| 245 | 10 |
▼a Successful project sponsorship :
▼b a time-saver for the busy executive /
▼c Michiel van der Molen. |
| 264 | 1 |
▼a London ;
▼a Philadelphia :
▼b Kogan Page,
▼c 2015. |
| 300 | |
▼a 1 online resource. |
| 336 | |
▼a text
▼b txt
▼2 rdacontent |
| 337 | |
▼a computer
▼b c
▼2 rdamedia |
| 338 | |
▼a online resource
▼b cr
▼2 rdacarrier |
| 505 | 8 |
▼a Machine generated contents note: About the author -- Preface -- About this book -- Acknowledgements Introduction -- Part One Principles -- Introduction to Part 1: the four principles of successful project sponsorship -- 01 The first principle: share the business case -- It's the business result that counts -- Focus -- Basis for communication -- One-liner -- Business case categories -- The business case is not a document -- How does a business case come about? -- Stage transitions and changes -- How is the business case maintained -- Yardstick for success -- Benefi ts realization -- Summary -- Note02 The second principle: organize ownership -- Business management is accountable for project success -- Individual contribution -- Complementary principles -- Stakeholder interaction -- The project sponsor: business case owner -- The steering group -- The senior user -- The senior supplier -- Link to line management accountabilities -- Behaviour -- Teamwork -- The steering group: small is beautiful -- Individual responsibilities -- Summary -- Notes03 The third principle: focus on deliverables -- Go for the result -- Clear scope -- Examples of deliverables -- Ambiguous deliverables -- Projects with an unclear end deliverable -- Ghost deliverables -- Users are interested in deliverables, not in projects -- Ensuring quality -- Getting a grip on progress -- Getting a grip on cost -- Consistency -- Summary -- Note04 The fourth principle: empower the project manager -- Balanced relationship -- The project manager's responsibilities -- Commitment -- Management stages -- Management by exception -- Stage plan -- Reporting -- Fewer meetings? -- Check the business case -- Which management stages? -- Summary -- NoteSummary of Part 1 Part two Details -- Introduction to Part 2 05 A closer look at the steering group -- Who has to fulfil the project sponsor role? -- Who represents the users? -- Who represents the suppliers? -- Should an external supplier be a member of the steering group? -- Other roles -- Summary06 Directing the project manager -- Who provides the project manager? -- How do you recognize a good project manager? -- How do you empower the project manager? -- How do you keep the project manager under control? -- How do you keep an external supplier's project manager under control? -- Summary -- Notes07 Realizing the benefits -- How do you create benefit ownership? -- How do you direct benefit realization? -- The motivating force of benefit management -- The advantages of benefit management -- Summary -- Notes08 Achieving quality -- What is quality? -- What are key responsibilities regarding quality? -- What instruments does the steering group have to achieve quality? -- How to engage users in realizing quality effectively and efficiently -- Summary09 Dealing with uncertainties -- How do you ensure that risks are properly managed? -- How do you deal with changes? -- Summary -- Note10 Assessing documents -- How do you assess a business case? -- How do you assess a plan? -- How do you assess a performance report? -- How do you assess a change request? -- Summary -- Note11 Why do projects exceed their budget and what can you do about this? -- Opimism bias -- Increase in user insight -- Excessive specialist influence -- Changes in the project environment -- Insufficient project control -- Blind spots in the schedule -- Technical issues -- Parkinson's law -- Decision-making delays -- Suppliers forcing up prices -- Summary -- NoteSummary of Part 2 Part three Advancing project sponsorship in organizations -- Introduction to Part 3 12 The challenge -- Conflicting interests -- Lower status of project management -- Performance measurement -- 'The project manager is responsible' -- Business schools -- Project management literature -- Professional organizations -- Suppliers -- Project managers -- Summary -- 13 The approach -- Align with existing context -- Start where the momentum is -- Include all target groups -- Address several levels of personal change -- Improve benefit management -- Practice what you preach -- Work with authoritative trainers -- Continuous effort -- Summary -- Note14 Tips for training courses and workshops -- Training the board of directors -- Training the project sponsors and steering group members -- Training the project managers -- Training the auditors -- Training the controllers -- Steering group start-up meetings -- Summary -- NotesSummary of Part 3 Epilogue Appendix 1: PMBOK overview -- Appendix 2: PRINCE2 overview -- Appendix 3: Agile overview -- Appendix 4: Responsibilities and accountabilities -- Glossary -- References -- Index. |
| 520 | |
▼a "The project sponsor/executive/director is essential for any project, as this person is in charge and ultimately accountable for its success (or lack thereof). However, he or she is rarely trained in project management; rather they are likely to be a general manager or senior executive. Michiel van der Molen seeks to help these accidental project overseers understand their role and responsibilities, guiding them to proactively take control of the project. The book is written in line with the PMI's Lexicon of Project Management Terms, and van der Molen includes tips for people working in Prince2 and Agile environments specifically, but predominantly concentrates on universal principles, making the book applicable to any operating environment. Translated from a best-selling Dutch text, Successful Project Sponsorship begins by setting out four key principles: sharing, organization, focus, and empowerment. The book then goes on to provide answers to situations including:How to create a successful strategyHow to keep a project under control when the requirements are changing What to do to keep a project on budgetHow to recognize a good project manager - and how to deal with an out-of-control one How to judge the quality of a business case/plan/progress report"--
▼c Provided by publisher. |
| 520 | |
▼a "Project success is a business management responsibility and project management is more than the work of a project manager: the project sponsor plays a key role, whatever their job title. As the owner of the business case, the project sponsor or project executive has the responsibility for communicating the aims of the project, staying in touch with the changing environment and ultimately using their leadership skills to realize the benefits that the project has set out to achieve. The project sponsor gives strategic direction to the project manager and empowers them to deliver the agreed result. However, as a busy business manager, balancing the role of project executive with other management responsibilities, the project sponsor wants more control for less effort. The four proven principles in Successful Project Sponsorship helps them to achieve precisely that. This book leads the reader to success through the powerful and proven four principles of successful project sponsorship. These principles are all focused on giving strategic direction to projects effectively and efficiently. Instead of going into depth on project management theory and methodologies, this book answers the practical questions project sponsors have to tackle and provides targeted solutions to real-life issues, such as: How do I create a successful strategy? How do I keep a project under control when the requirements are changing? What can I do to keep the project on budget? How do I recognize a good project manager - and how do I deal with an out-of-control one? The final part of the book gives tried-and-tested practical guidance on how to improve project sponsorship knowledge within your organization"--
▼c Provided by publisher. |
| 588 | 0 |
▼a Print version record. |
| 650 | 0 |
▼a Project management. |
| 650 | 7 |
▼a BUSINESS & ECONOMICS / Project Management.
▼2 bisacsh |
| 650 | 7 |
▼a BUSINESS & ECONOMICS / Management.
▼2 bisacsh |
| 650 | 7 |
▼a BUSINESS & ECONOMICS / Leadership.
▼2 bisacsh |
| 650 | 7 |
▼a Project management.
▼2 fast
▼0 (OCoLC)fst01078797 |
| 650 | 7 |
▼a BUSINESS & ECONOMICS / Industrial Management.
▼2 bisacsh |
| 650 | 7 |
▼a BUSINESS & ECONOMICS / Management Science.
▼2 bisacsh |
| 650 | 7 |
▼a BUSINESS & ECONOMICS / Organizational Behavior.
▼2 bisacsh |
| 655 | 4 |
▼a Electronic books. |
| 776 | 08 |
▼i Print version:
▼a Molen, Michiel van der.
▼t Successful project sponsorship
▼z 9780749474249
▼w (DLC) 2015016004
▼w (OCoLC)907205593 |
| 856 | 40 |
▼3 EBSCOhost
▼u http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1056468 |
| 938 | |
▼a EBSCOhost
▼b EBSC
▼n 1056468 |
| 990 | |
▼a 관리자 |