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.

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• ContentsPreface                                                                                                                      ixIntroductionThe secret artWhy read this book?A brief word on job titlesWork-streams, projects, programmes and portfoliosA short overview of the contents1          Some basicsWhat is a project? What is project management?What is a project manager?Who are projects for?What is success?2          Listening and talkingThe most important chapter in the bookYour audience – whom you must listen and talk toListening – learning to understand what the customer wantsCommunicating with your audience3          What actually is your project?The importance of understanding scope                                                                          The key scoping questions4          Some key traitsThe sense of ownership and involvementGood judgement – project management styleProject management judgements – summaryA touch of creativity5          Getting your project startedPlanningEstimatingResourcingBudgetingThinking about contingency and riskMobilisingProjects in the real world – common practical issues to overcome6          Personal stylesStyles to avoidStyles to encourage7          Managing your projectWhat should you manage?How do you know to take management action?How should you manage?Change control and managementDecision making8          The teamGetting the best from the project team9          The limits of knowledgeThe generalist vs the specialistWhat should project managers not do?Specialist skills that should be recognised as not being the project manager’s job10        The mechanics of project managementThe project manager’s toolkitWhat more can you learn?11        Knowing when to say ‘no’When do you actually need a project manager?Knowing the danger signals<

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.

Select Guide Rating

• ContentsPreface                                                                                                                      ixIntroductionThe secret artWhy read this book?A brief word on job titlesWork-streams, projects, programmes and portfoliosA short overview of the contents1          Some basicsWhat is a project? What is project management?What is a project manager?Who are projects for?What is success?2          Listening and talkingThe most important chapter in the bookYour audience – whom you must listen and talk toListening – learning to understand what the customer wantsCommunicating with your audience3          What actually is your project?The importance of understanding scope                                                                          The key scoping questions4          Some key traitsThe sense of ownership and involvementGood judgement – project management styleProject management judgements – summaryA touch of creativity5          Getting your project startedPlanningEstimatingResourcingBudgetingThinking about contingency and riskMobilisingProjects in the real world – common practical issues to overcome6          Personal stylesStyles to avoidStyles to encourage7          Managing your projectWhat should you manage?How do you know to take management action?How should you manage?Change control and managementDecision making8          The teamGetting the best from the project team9          The limits of knowledgeThe generalist vs the specialistWhat should project managers not do?Specialist skills that should be recognised as not being the project manager’s job10        The mechanics of project managementThe project manager’s toolkitWhat more can you learn?11        Knowing when to say ‘no’When do you actually need a project manager?Knowing the danger signals<