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20:20 Project Management How to Deliver on Time, on Budget and on Spec

ISBN-10: 0749466081
ISBN-13: 9780749466084
Edition: 2013
Authors: Tony Marks
List price: $75.00 Buy it from $42.69
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Description: By 2016, 1.2 million project management positions will need to be filled each year, according to a study by The Anderson Economic Group. Much advice exists but Tony Marks – founder of one of the largest project management training and consulting  More...

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Book details

List price: $75.00
Copyright year: 2013
Publisher: Kogan Page, Limited
Publication date: 11/15/2012
Binding: Paperback
Pages: 320
Size: 6.00" wide x 9.25" long x 0.75" tall
Weight: 1.100
Language: English

By 2016, 1.2 million project management positions will need to be filled each year, according to a study by The Anderson Economic Group. Much advice exists but Tony Marks – founder of one of the largest project management training and consulting companies in Britain – offers a systematic and practical approach to guiding a project through to success. He firmly focuses on the real world, on practicality, clarity and applicability and uses a wide range of international case studies to demonstrate how best practice is applied in the world's leading organizations.Marks structures his book around the five stages of a project lifecycle. For each phase, Defining, Appraising, Planning, Executing and Completing the project, a series of short chapters cover sections on theory, benefits and pitfalls, applications and case studies. Readers can therefore either follow through the entire process or dip into the section that reflects the current stage of their project. This systematic approach ensures that the successful delivery of a project is aligned, and stays aligned, with the organization's strategic objectives.A wide range of online resources further support the book. 

Tony Marks is Managing Director of 20:20 Business Insight, the UK's second largest specialist Project Management Training and Consultancy company, with offices in Scotland, England, The United States and The Czech Republic and partners in Scandinavia, West Africa and the Middle East. He has 30 years' experience in project management - delivering high value projects, consulting and teaching in a wide range of sectors including utilities, nuclear, oil & gas, engineering, construction, I.T. and telecoms. Tony is accredited by all three professional bodies including The Project Management Institute (PMI)'s 'Project Management Professional' credential, The Association for Project Management (APM)'s 'APM Professional', and The APM Group's 'Prince 2 Practitioner'. He is also a Fellow of The Association for Project Management (The UK body of an international association covering 55 countries), a Fellow of The Chartered Management Institute, a Fellow of The Institute for Leadership Management, and a member of The Project Management Institute. Tony is a lecturer and examiner for The University of Aberdeen on their MSc in Project Management course. He has written the Project Management Handbook for NHS Capital Projects and edited Project Management Handbooks for a number of commercial companies.

Acknowledgements
Using this book
About the author
Introduction
Starting your project
Introduction
The project objectives
The business case
The project management plan (PMP)
The purpose of the project management plan
The project management plan (example)
Project success and benefits management
Benefits vs project success
Key performance indicators (KPIs)
Avoiding project failure
Twenty actions to help ensure project success
Project manager's weekly checklist
Ten tips for guaranteed failure
Financial evaluation in projects
Things to consider
Conclusion
Case study: Starting projects at Subsea 7
Defining your project
Introduction
The product breakdown structure (PBS)
The work breakdown structure (WBS)
The organizational breakdown structure (OBS)
The cost breakdown structure (CBS)
The responsibility assignment matrix (RAM)
Assigning responsibilities to tasks
Steps in developing a breakdown structure
Common-sense guidelines
Requirements management
Why do we need requirements management?
Project programme planning
When to use programmes
How to set them up
Managing programmes
Consolidations
Things to consider when defining your project
Conclusion
Case study: Halliburton and project definition
Planning your project
Introduction
Scope management
Analysing the network
Dependencies
Estimating
The forward pass
Float
Critical path
Project resources
Managing the schedule
Things to consider when planning
Conclusion
Case study: Planning the AMEC way
Executing your project
Introduction
Set the measure
Cost reporting
Information for updating project progress
What are the benefits?
Change control
Project close-out and handover
Things to consider when executing a project
Conclusion
Case study: WGPSN project management framework
Risk and your project
Introduction
Risk cultures
Stage 1: risk identification
Stage 2: risk impact analysis
Stage 3: probability analysis
Stage 4: risk exposure
Stage 5: mitigation strategy
Stage 6: risk monitoring and review
Things to consider with risk and your project
Conclusion
Case study: Managing risk the Mott MacDonald way
Estimating your project
Introduction
The importance of estimating
Estimating techniques
Introduction to estimating
The importance and practical difficulties of estimating
The estimating funnel
Classes of estimate
Estimating techniques
Uncertainty and risk
Summary of the basic rules for estimating
Common mistakes
Things to consider when estimating
Conclusion
Case study: Estimating the AMEC way
Project leadership
Introduction
Leadership vs management
Leading in a project environment
Visionary
Articulation of the vision
Preparing the vision
Tools and approaches
Motivation
Conflict management
Conflict resolution summary
Case study: Leadership at Southwest Airlines
Teams and your project
Introduction
Team requirements
Team development
Developing the project team
Team chemistry
Things to consider
Conclusion
Case study: W L Gore
Team health check
Glossary of terms
Index

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