Project Management Advisor项目管理顾问 夸克云 txt pdf umd tct 百度云 kindle 下载

Running a project? Smell trouble? Get this book.

Here are specific, practical, immediate solutions for all 18 key causes of project failure.

Here’s how to diagnose problems before they get out of control. And fix them.

Here’s how to keep any project on track. And any career.

What to do when you’re...

Preface

Acknowledgements

Screw-up #1 We weren't addressing the right problem

HOW IT HAPPENS

There's a poorly articulated mission statement

There's an inconsistent understanding of

what the problem is

It's a problem but there are bigger fish to fry

WARNING SIGNS

You are having difficulty getting a sponsor

for your project

The project team is confused about what

problem the project is trying to address

It is difficult to keep the project team focused

on solving the problem

TURNING IT AROUND

Keep your mission statement prominently displayed

Adjust the mission if the problem changes

Put it on hold

TAKE AWAYS

Screw-up #2 We Designed the Wrong Thing

HOW IT HAPPENS

The project isn't scoped correctly

The customer is not adequately involved

in the design process

The project team was under pressure to start doing

"real work," such as implementing the design

Something is lost in interpretation between

requirements and design

A bad process is automated to do something

bad faster

There is a poor or non-existent design

change process

WARNING SIGNS

There's no "voice of the customer" on the project

The project team customers can't see beyond

how things are done today

The customers are continually confused as to how

they're going to do their job under the new design

The new design keeps changing late into the project

The customers lose interest in the project and

stop participating

TURNING THINGS AROUND

Right-size customer involvement

Listen to the customer

Slow down or stop the project to ensure that

the design is going to meet business needs

Keep true to your scope

TAKE AWAYS

Screw-up #3 We Used the Wrong Technology

HOW IT HAPPENS

The technology is not time tested

……

Screw-up #4 We Didn't Design a Good Project Schedule

Screw-up #5 We Didn't Have the Right Sponsorship

Screw-up #6 The Team Didn't Gel

Screw-up #7 We Didn't Involve the Right People

Screw-up #8 We Didn't Communicate What We Were Doing

Screw-up #9 We Didn't Pay Attention to Project Risks and Management Issues

Screw-up #10 The Project Cost Much More Than Expected

Screw-up #11 We Didn't Understand and Report Progress Against the Plan

Screw-up #12 We Tried to Do Too Much

Screw-up #13 We Didn't Do Enough Testing

Screw-up #14 We Weren't Effective at Training the Customer

Screw-up #15 We Didn't Pull the Plug on the Project When We Should Have

Screw-up #16 We Tripped at the Finish Line

Screw-up #17 The Vendor Didn't Deliver

Screw-up #18 We Had No Fallback Position in Case the Product Failed

Wrapping it up

Index

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：Project Management Advisor项目管理顾问在线阅读

在线听书地址：Project Management Advisor项目管理顾问在线收听

在线购买地址：Project Management Advisor项目管理顾问在线购买

暂无原文赏析，正在全力查找中！

书籍介绍

With so many project management books in print, why do projects still come in late and over budget? While other books tell you how to plan, they don't explain how to save projects in real life, when things go awry. This book identifies the 18 most pervasive causes of project failure and their warning signs, explains why they happen, and shows exactly how to overcome them. Drawing on 20 years of frontline project management experience, Lonnie Pacelli shows you how to ensure you're working on the right problem, how to keep project sponsors committed, and how to ensure effective risk management. He offers hard-won insights on realistically determining a project's scope, involving the right people in cross-disciplinary teams, managing multiple project risks, and bringing each project to a strong finish. You'll discover new ways to get all your team members on the same page, streamline that endless final 10% of your projects, and reduce last-minuterework caused by unanticipated stakeholders. From start to finish, this book was crafted for working project managers. It's concise, relevant, easy to read, full of war stories, and packed with practical resources and advice to help real people cut real project problems off at the pass.