The New Project Managment: Tools for an Age ofRaid Change, Corporate Reengineering, and OtherBusiness Realities
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More About This Title The New Project Managment: Tools for an Age ofRaid Change, Corporate Reengineering, and OtherBusiness Realities
English
J. DAVIDSON FRAME is professor of management science at the School of Business and Public Management at the George Washington University in Washington, D.C. He consults to public, nonprofit, and private organizations worldwide, and conducts seminars and workshops in project management. He is the author of Managing Projects in Organizations (Jossey-Bass, 1987).
English
1. The New Business Environment and the Need for a New Project Management
Part One: Managing in the New Business Environment
2. Managing Complexity: Techniques for Fashioning Order Out of Chaos
3. Engaging Change: Knowing When to Embrace, Accept, or Challenge
4. Managing Risk: Identifying, Analyzing, and Planning Responses
5. Satisfying Customers: Knowing Who They Are, What They Want, and When They Are Right or Wrong
Part Two: Tools for the New Project Management
6. Acquiring Political Skills and Building Influence
7. Building Teams with Borrowed Resources
8. Selecting Projects that Will Lead to Success
9. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success
10. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources
11. Integrating Cost and Schedule Control to Measure Work Performance
12. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives
13. Understanding and Using Performance Metrics, Or, Measuring the Right Stuff
14. Carpe Diem: Seize the Day!
Part One: Managing in the New Business Environment
2. Managing Complexity: Techniques for Fashioning Order Out of Chaos
3. Engaging Change: Knowing When to Embrace, Accept, or Challenge
4. Managing Risk: Identifying, Analyzing, and Planning Responses
5. Satisfying Customers: Knowing Who They Are, What They Want, and When They Are Right or Wrong
Part Two: Tools for the New Project Management
6. Acquiring Political Skills and Building Influence
7. Building Teams with Borrowed Resources
8. Selecting Projects that Will Lead to Success
9. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success
10. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources
11. Integrating Cost and Schedule Control to Measure Work Performance
12. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives
13. Understanding and Using Performance Metrics, Or, Measuring the Right Stuff
14. Carpe Diem: Seize the Day!
English
"Experienced project managers, newly appointed managers, and professionals of any kind who work in modern organizations where business reengineering, cross-functional teams, and customer satisfaction are key to their success will appreciate the insights and practical project management experience shared in Dr. Frame's book." -Gus Crosetto, director of training and development, Fannie Mae
"Dr. Frame is again right on target. Dealing effectively with rapid change, possessing a strong customer orientation, and the ability to know what to do and then to do it. These are all key elements to be a successful project manager today. A recommended read for all those in project management." -Carmen Quatrochi, Wireless Project, AT&T Network Systems, Management Director
"Dr. Frame is again right on target. Dealing effectively with rapid change, possessing a strong customer orientation, and the ability to know what to do and then to do it. These are all key elements to be a successful project manager today. A recommended read for all those in project management." -Carmen Quatrochi, Wireless Project, AT&T Network Systems, Management Director
