Overview

It’s a jungle out there and project managers are fighting to survive… With countless man-hours clocked and billions of dollars spent every year on project tools, the success rate for projects remains astonishingly low. So what’s the solution?Introducing TACTILE Management™, a people-centric system that works in conjunction with an organization’s existing processes. Based on the seven characteristics of high-performance project teams transparency, accountability, communication, trust, integrity, leadership, and execution the book shows project managers how to: Take project teams out of their functional silos and transform them into a powerful, integrated force Balance the expectations of customers, management, and project teams with the technical requirements of cost, schedule, and performance Apply practical phase-by-phase project guidance to real-life situations Avoid or minimize possible pitfalls Every successful project involves someone in the trenches who has the people skills to match process with the capability of his team and organization. This innovative book shows readers how to make the most of their people… and ensure project success.

Full Product Details

Author:   Doug Russell
Publisher:   HarperCollins Focus
Imprint:   Amacom
Edition:   Special ed.
Dimensions:   Width: 5.90cm , Height: 0.60cm , Length: 9.00cm
Weight:   0.001kg
ISBN:  

9780814416150

ISBN 10:   0814416152
Pages:   272
Publication Date:   16 July 2011
Audience:   General/trade ,  General
Format:   Paperback
Publisher's Status:   Active
Availability:   Out of stock  
The supplier is temporarily out of stock of this item. It will be ordered for you on backorder and shipped when it becomes available.

Table of Contents

Contents Acknowledgments Introduction PART I:The Project Management Jungle Chapter 1: Welcome to the Project Management Jungle Escape Is Possible from the Project Management Jungle What Creates the Project Management Jungle? TACTILE Management™ Defined Succeeding in the Project Management Jungle PART II:The Foundation of TACTILE Management Chapter 2: The Seven Characteristics of Successful Projects Transparency Accountability Communication Trust Integrity Leadership That Drives Needed Change Execution Results PART III: Mastering the Expectations of Key Stakeholders Chapter 3: Expectations Management High-Level Stakeholder Expectations Case Study: The R.101 Project Traditional Project Constraints with Stakeholder Expectations Triple Expectations Pyramid Putting It All Together Chapter 4: The Triple Expectations Pyramid and Your Customer Customer Expectations: Scope Customer Expectations: Cost Customer Expectations: Schedule Chapter 5: The Triple Expectations Pyramid and Your Management Two Toxic Management Styles Your Management’s Expectations: Scope Your Management’s Expectations: Schedule Your Management’s Expectations: Cost Chapter 6: The Triple Expectations Pyramid and Your Team Your Team’s Expectations: Scope Your Team’s Expectations: Schedule Your Team’s Expectations: Cost Using the Triple Expectations Pyramid PART IV:Avoiding Pitfalls in the Five KeyAreas of a Project Chapter 7: Initiating PM Assignment Project Charter Project Scope Preplanning the Plan Avoiding Toxic Management in Initiation Case Study: The Path Less Taken Chapter 8: Planning Creating the Initial (Baseline) Plan Historical Planning Approaches TACTILE Planning Approach Project Management Plan Basics: Scope, Time, Cost, and Risk Management Finishing the Plan: Quality Assurance, Human Resources, Communication, Procurement, and Integration Management Discovering and Addressing Needed Information Until Approval Flexibly Looking Ahead Avoiding Toxic Management in Planning Case Study: The Path Less Taken Chapter 9: Executing Executing to the Plan TACTILE Execution Approach Meetings Controlling Change Control Selling New Baselines Learning How to Win Case Study: The Path Less Taken Chapter 10: Monitoring, Controlling, and Reporting Monitoring (Don’t Even Try To) Control Reporting Case Study: The Path Less Taken Chapter 11: Closing Properly Close All Project Activities Capture Data for Organizational Learning Ensure Personal Growth Case Study: The Path Less Taken PARTV: LivingWell in the Project Management Jungle Chapter 12: “From Chaos comes Creativity, from Order Comes Profit” Bibliography Index

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Author Information

DOUG RUSSELL, PMP, is currently Director of Engineering at a Fortune 200 company. He has more than 25 years of experience in high-technology project management for commercial and government organizations

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