Richard Newton is a consultant, author and company director. His specialist expertise is helping companies improve their capabilities in project and change management. For the last 8 years he has run his own specialist consultancy, working with a range of blue chip clients, with whom he works worldwide. He has worked in the public sector, telecoms and media, mining, oil and gas, and financial services. Richard regularly speaks at conferences and public events and posts articles in a variety of journals and online sites.

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• Preface  Introduction  PART 1: THE FOUNDATIONSProjectsProject managementThe role of the project managerCustomers, clients and users    PART 2: SETTING UP YOUR PROJECTDefining your projectObjectives, deliverables and tasksBuilding a planEstimating and resourcing  PART 3: UTILISING THE TEAM, SPONSOR AND STAKEHOLDERSThe high-performance project teamGlobal and offshore teamsThe effective sponsorA productive stakeholder community  PART 4: DELIVERING THE PROJECTManaging progress: perform, deliver, accomplishWhat project managers need to knowUnderstanding project riskValue-added project reporting  PART 5: PRACTICAL PROJECT MANAGEMENTMaking risk management realThe temptations and costs of multi-taskingThe right and wrong uses of the plan on a pageAudit, assure, control or coach the project?  PART 6: THE PROJECT ENVIRONMENTPrioritisationThe culture of deliveryThe limits to planning and predictionDealing with external problems  PART 7: INTEGRATED PROJECT MANAGEMENTThe strengths and limits of project managementBridging the divide: project and change managersFrom delivery to benefits realisationThe lessons from lean and six sigma  PART 8: ALIGNING PROJECTS TO BUSINESS  NEEDSHigh-speed project managementDelivering in a cost-constrained environmentOptionality in projectsWho has a valid interest in the project?  PART 9: CHALLENGING PROJECTSTaking over the project no-one is runningNot seeing the wood for the treesThe customers who do not know what they wantDelivering in times of change  PART 10: THE IMPROVING PROJECT MANAGERLearning from projectsBest practice, continuous improvement and accreditationAdopting a new project management approachBuilding a project delivery capability  GLOSSARYINDEX

Richard Newton is a consultant, author and company director. His specialist expertise is helping companies improve their capabilities in project and change management. For the last 8 years he has run his own specialist consultancy, working with a range of blue chip clients, with whom he works worldwide. He has worked in the public sector, telecoms and media, mining, oil and gas, and financial services. Richard regularly speaks at conferences and public events and posts articles in a variety of journals and online sites.

Select Guide Rating

• Preface  Introduction  PART 1: THE FOUNDATIONSProjectsProject managementThe role of the project managerCustomers, clients and users    PART 2: SETTING UP YOUR PROJECTDefining your projectObjectives, deliverables and tasksBuilding a planEstimating and resourcing  PART 3: UTILISING THE TEAM, SPONSOR AND STAKEHOLDERSThe high-performance project teamGlobal and offshore teamsThe effective sponsorA productive stakeholder community  PART 4: DELIVERING THE PROJECTManaging progress: perform, deliver, accomplishWhat project managers need to knowUnderstanding project riskValue-added project reporting  PART 5: PRACTICAL PROJECT MANAGEMENTMaking risk management realThe temptations and costs of multi-taskingThe right and wrong uses of the plan on a pageAudit, assure, control or coach the project?  PART 6: THE PROJECT ENVIRONMENTPrioritisationThe culture of deliveryThe limits to planning and predictionDealing with external problems  PART 7: INTEGRATED PROJECT MANAGEMENTThe strengths and limits of project managementBridging the divide: project and change managersFrom delivery to benefits realisationThe lessons from lean and six sigma  PART 8: ALIGNING PROJECTS TO BUSINESS  NEEDSHigh-speed project managementDelivering in a cost-constrained environmentOptionality in projectsWho has a valid interest in the project?  PART 9: CHALLENGING PROJECTSTaking over the project no-one is runningNot seeing the wood for the treesThe customers who do not know what they wantDelivering in times of change  PART 10: THE IMPROVING PROJECT MANAGERLearning from projectsBest practice, continuous improvement and accreditationAdopting a new project management approachBuilding a project delivery capability  GLOSSARYINDEX