Richard Newton is an experienced executive who has worked both as a management consultant and a senior manager in a number of major corporations. Over the past twenty years he has built a superb track record in the successful delivery of projects and business change, the setting up and management of project and business improvement teams, and advising companies on how to ensure successful delivery on an ongoing basis. He is an advocate and successful practitioner of simple approaches to project and change management.

"Of the countless books on project management none comes close to rivalling the practicality of Richard Newton's work….this is an invaluable resource and provides guidance for both novice and experienced project managers." Professional Manager, July 2009

• How to use this book0.      Introduction0.1.   Which checklist do you need? A.    Managing straightforward tasks       1.      Personal work management1.1                       Understanding your workload1.2                       Writing an effective action list to plan your work1.3                       Prioritising your workload1.4                       Removing non-value-adding tasks from your work1.5                       Working to an action list1.6                       Deciding when you need help1.7                       Getting your line manager’s support1.8                    Delegating activities1.9                    When and how to say no to a task 2.      Managing others’ activity 2.1                    Defining tasks and setting objectives for others2.2                    Understanding skills and resources needed for a task2.3                    Choosing the right person to do a task2.4                    Checking progress2.5                    Helping someone else to complete a task2.6                    Managing tasks across a team2.7                    Getting someone to do a task when you aren’t their line manager 3.      Clarifying problems and opportunities 3.1                    Identifying problems and opportunities3.2                    Understanding the impact of a problem3.3                    Root cause analysis3.4                    Generating opportunities and solutions3.5                    Exploring ideas3.6&n

Richard Newton is an experienced executive who has worked both as a management consultant and a senior manager in a number of major corporations. Over the past twenty years he has built a superb track record in the successful delivery of projects and business change, the setting up and management of project and business improvement teams, and advising companies on how to ensure successful delivery on an ongoing basis. He is an advocate and successful practitioner of simple approaches to project and change management.

"Of the countless books on project management none comes close to rivalling the practicality of Richard Newton's work….this is an invaluable resource and provides guidance for both novice and experienced project managers." Professional Manager, July 2009

• How to use this book0.      Introduction0.1.   Which checklist do you need? A.    Managing straightforward tasks       1.      Personal work management1.1                       Understanding your workload1.2                       Writing an effective action list to plan your work1.3                       Prioritising your workload1.4                       Removing non-value-adding tasks from your work1.5                       Working to an action list1.6                       Deciding when you need help1.7                       Getting your line manager’s support1.8                    Delegating activities1.9                    When and how to say no to a task 2.      Managing others’ activity 2.1                    Defining tasks and setting objectives for others2.2                    Understanding skills and resources needed for a task2.3                    Choosing the right person to do a task2.4                    Checking progress2.5                    Helping someone else to complete a task2.6                    Managing tasks across a team2.7                    Getting someone to do a task when you aren’t their line manager 3.      Clarifying problems and opportunities 3.1                    Identifying problems and opportunities3.2                    Understanding the impact of a problem3.3                    Root cause analysis3.4                    Generating opportunities and solutions3.5                    Exploring ideas3.6&n