Stakeholder engagement is (arguably) the most underestimated area of project management—and yet so decisive for achieving project success. Effectively engaging stakeholders can make or break a project—more than any methodology, tools or techniques. For years, the author has been presenting at conferences about his approach to obtaining appropriate stakeholder engagement in projects. That session evolved into a workshop, and finally in this book. The material includes a generic foundation to make sure that key concepts are not missed, as well as his personal approach.
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To support the broadening spectrum of project delivery approaches, PMI is offering A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition along with the new Agile Practice Guide as one package. The PMBOK® Guide – Sixth Edition now contains detailed information about agile; while the Agile Practice Guide, created in partnership with Agile Alliance®, serves as a bridge to connect waterfall and agile. Together they are a powerful tool for project managers.
Today there is a gap between organizational strategy and day-to-day management activities. To capitalize on new opportunities, or “getting ahead” rather than just “staying in business,” most workplaces need a radical transformation. This transformation can begin with how organizations devise and manage their portfolios. Long underutilized as a mechanism to provide value, portfolio management is now being recognized as an effective approach to bridging these critical business elements. The Business of Portfolio Management offers keys to adopting a new approach to portfolio management that boosts organizational value. A veteran in the field, author Iain Fraser proposes a solution that lies in using the value management framework to link organizational strategy to portfolio content and to delivery mechanisms. In this expansive guide, case study examples illuminate in-depth discussions explaining the value management framework, implementation and delivery techniques, portfolio leadership qualities, key roles and professional development, and change management. Also included is an overview of organizational maturity models to evaluate project, program, and portfolio performance as well as tools and techniques to implement, execute and measure their benefits and value contribution.
In today’s increasingly competitive global marketplace, organizations that do not regularly undertake change initiatives will find it difficult—if not impossible—to continue to be successful in the long term. Most organizations only launch change initiatives when forced to address some pain, such as decreased revenues or profits, where the sole focus is on the benefits to the organization. Often, the people side of change management is overlooked, causing 60-70% of these efforts to fail. Implementing Positive Organizational Change explains how to develop a continuous improvement culture of change that will be perceived by employees as a positive opportunity to create something new, exciting and valuable, instead of something negative to confront and resist. This comprehensive guide describes how to communicate with and engage stakeholders and employees to gain buy-in and support, and outlines a strategic project management approach that helps ensure successful implementation and desired results.
Integrating Program Management and Systems Engineering shows how organizations can become more effective, more efficient and more responsive, and enjoy better performance outcomes. The discussion begins with an overview of key concepts, and details the challenges faced by system engineering and program management practitioners every day. The practical framework that follows describes how the roles can be integrated successfully to streamline project workflow, with a catalog of tools for assessing and deploying best practices. Case studies detail how real-world companies have successfully implemented the framework to improve cost, schedule and technical performance, and coverage of risk management throughout helps you ensure the success of your organization's own integration strategy. Available course outlines and PowerPoint slides bring this book directly into the academic or corporate classroom, and the discussion's practical emphasis provides a direct path to implementation.
The U.S. economy thrives on the development of new products, new systems and new processes. Usually, these advances start as a flash of inspiration by highly creative individuals. It is complex and difficult to go from initial inspiration to a final product, process or system. So it is not surprising that approximately one out of every four development programs fails. A development program or project in trouble is distinct from a program encountering typical development difficulties. Such a program or project can appear to be in free fall. This book identifies the essential fundamentals for executing a program or project turnaround effectively.
“When anchors fail, people die.” Your climb to excellence is never easy. The human drive within calls us to what is possible. In Reaching Your Next Summit!, Manley Feinberg II, world-class mountain climber, shares nine vertical lessons and one essential question. These principles will renew your commitment and inspire your quest for excellence. You will realize more of your potential as you sharpen your focus, act with courage and generate momentum in reaching your next summit—and beyond.
The Unavoidable Hierarchy provides an analysis of why, in virtually every organization, members advance or decline in standing for reasons that have little or nothing to do with their merit. Michael Hatfield explains how this dynamic can be observed and analyzed, and insights gleaned from the analysis.
Large-scale programs involve many projects and countless jobs. As program manager, you’re charged with coordinating the thousands of distinct actions this requires—managing the deliverables, workflow and staff that comprise all the interconnected projects (possibly spread across the globe!). Whether you’re already managing a program—or looking ahead to filling that role—you need a repertoire of practical, dependable approaches to plan for and control the often competing demands you face every day. How to Manage Complex Programs delivers exactly what it promises: high-impact techniques for handling project workflow, deliverables and teams. These techniques will enable you and your program staff to convert large-scale undertakings into collections of smaller, well-managed projects. While the scope will remain complex and layered, the information and techniques presented here will allow you to manage them coherently and efficiently. These strategies can be applied to any program, and are especially well adapted to high-tech undertakings.
There is no such thing as cheating in project management, but if there were it would be this book. It includes quick steps, relevant tips, fun stories and applicable advice to solving common problems and questions focused around the work of a project manager. The book is in question/answer format with 11 chapters covering 65 questions (including "How can I convince those who are change resistant?" and "How can I tell if a project is getting off track before it's too late?"). When you have a question or problem, do you have time to stop what you're doing and read a 300-page book on a single topic? Wouldn't it be great if you could open a book and find a one- to two-page answer that you can apply immediately, in the moment when you need it? Now you've found one.