Radical Project Management introduces eXtreme Project Management (xpm), the first radically new approach to project management in decades! Traditional project management is inward looking, static, and doesn't respond to rapid, constant change. xpm looks outward to stakeholders, management, and clients, and thoroughly involves them in an agile process that assumes everything will change. Rob Thomsett presents xpm from start to finish and introduces every tool and technique you need to make it work in your organization.
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Project management for today's complex, chaotic business environments.
Traditional project management doesn't work any more: it's inward-looking, static, and just can't respond to rapid, constant change. Radical Project Management looks outward to stakeholders, management, and clients—and thoroughly involves them from start to finish. Moreover, it assumes that everything will change—and defines a flexible, ongoing project management process that encompasses both project development and support. In this book, Rob Thomsett, one of the world's leading project management consultants, presents XPM from start to finish—and introduces every tool and technique you need to make it work in your organization.
If you've always suspected there's a more agile, flexible, intelligent way to manage projects, you're right—and XPM is it. Discover for yourself, with the most authoritative, complete, useful XPM guide ever written: Radical Project Management by Rob Thomsett.About the Author:
ROB THOMSETT is a Senior Consultant with Cutter Consortium's Agile Project Management and Business-IT Strategies Practices, a contributor to Cutter Consortium's Advisory Services, and director of The Thomsett Company. He has consulted in and taught project management since 1974. Over 20,000 professionals have attended his workshops in the U.S., Canada, U.K., Hong Kong, Italy, and Australia, and his radical approach to project management has been adopted by many major global organizations. Thomsett is author of People and Project Management and Third Wave Project Management, both from Prentice Hall PTR. Ed Yourdon has called him "one of the world's leading project management gurus."
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Book Description Prentice Hall, 2002. Paperback. Book Condition: New. Brand New. Ships with delivery confirmation same day of order. Guaranteed. Bookseller Inventory # SKU023168
Book Description Prentice Hall, 2002. Book Condition: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: Preface. PART I. 1. The New Project Environment. Forces Driving Change. Driving Force 1: A Power Shift. Driving Force 2: The Free Agent Army. Driving Force 3: The Global E-Economy. 2. Project Management Evolution. The Four Waves of Project Management. 3. eXtreme Concepts. Project Management Versus Technical Management. Context and Content. Whole-of-Life Project Management. Project Manager as Facilitator. Sponsors as Executive Project Managers. Scenario Planning. The L.A. Law Model. Rapid Planning. Virtual Teams. It's the Context, Stupid. PART II. 4. eXtreme Project Management Context. Two Very Different Types of Work. Process Work. The Two Cultures in Conflict. The Categories of Project Work. Project Size. 5. The eXtreme Project Management Model. Project Management Processes. Project Justification, Approval, and Review. The Critical Information for Project Approval. Project Planning. Project Tracking. Project Reporting and Change Control. Postimplementation Reviews. A Note on the Project Initiation and Feasibility Study. The Project Charter or Business Case. The Only Stable Thing Is Change. 6. The RAP Process. Why Should We Run RAP Sessions? Different Stakeholders, Different Agendas. Great IdeaaBut I Don't Have a Team Yet. The RAP Structure. RAP Technology. How Long Should a RAP Take? 7. Analyze Project Success. What Are Expectations? The Seven Success Criteria. Degree or Level of Stakeholder Satisfaction. Meeting of Objectives and Requirements. Meeting Budget. Meeting Deadlines. Added-Value Requirements. Quality Requirements. Team Satisfaction. eXtreme Tool 1: Success Sliders. Don't Panic! It Is Meant to Be Subjective. 8. Define Scope, Objectives, and Stakeholders. What Is the Difference between Scope and Objectives? Conflict Is Inevitable. Levels of Objectives. Refining Your Objectives. Let's Not Get Physical. Don't Fence Me in. Stakeholders and Related Projects. What Is a Stakeholder? Related Projects: A Special Case of Stakeholder. Focus and Communicate. Formalizing Stakeholder Relationships. Sponsor Agreement: The Most Important of All. Who Is Your Team? 9. Analyze Added Value. The State of the Art. Problems with Traditional Cost/Benefit Approaches. The Ultimate Fiddle. Added-Value Analysis. The Added-Value Chain. The IRACIS Model. Actual Versus Notional Costs. Shadow Pricing: Hedonic Costing and Contingent Valuation. Benefits Realization. Cost-Effectiveness Model. Another Form of Double-Counted Benefits. Additional Added-Value Drivers. A Final Note on Added-Value Analysis. 10. Define Quality. Project Quality Deployment. Linking Product and Process Quality: QFD. What Is a Quality? Toward an Effective Quality Plan: PQD in Action. Step 1: Define the Product Requirements. Step 2: Negotiate Product Quality Attributes. Step 3: Review Quality Attributes with Your Sponsor. Repeat Until. Quality Index. Quality in Action. Quality Assurance Drivers. Quality Assurance Principles. Quality, Estimates, Costs, and Risks. The Impact of Quality. The Hot Buttons. A Final Note on Quality for Now. 11. Select a Development Strategy. Strategy Ain't Methodology. The Four Development Strategies. Monolithic or Waterfall. Release, Version, or Incremental. Fast Track, Evolutionary, or Production Prototyping. Hybrid. Rapid Application Development (RAD), Agile, and Other Variations. RAD or Time-Boxing. Radical Fast Track. Microsoft's Daily Build. Agile, Lite, or Extreme Methods. Mixing and Matching. Partitioning Guidelines. By Function or Data. By Stakeholder. By Benefits. Strategy Selection. Strategy as a Change Control. Strategy and Risk Assessment. 12. Analyze Risk. Project Risk Assessment Overview. Many Classes of Risk. Pro. Bookseller Inventory # ABE_book_new_0130094862
Book Description Book Condition: Brand New. Book Condition: Brand New. Bookseller Inventory # 97801300948651.0
Book Description Prentice Hall, 2002. Paperback. Book Condition: New. book. Bookseller Inventory # 0130094862
Book Description Prentice Hall, 2002. PAP. Book Condition: New. New Book. Shipped from UK within 10 to 14 business days. Established seller since 2000. Bookseller Inventory # PJ-9780130094865
Book Description Prentice Hall, 2002. Paperback. Book Condition: New. 1. Bookseller Inventory # DADAX0130094862
Book Description Prentice Hall. Book Condition: New. Brand New. Bookseller Inventory # 0130094862
Book Description Prentice Hall, U.S.A., 2002. Soft cover. Book Condition: New. 1st Edition. New. Bookseller Inventory # 0057756
Book Description Prentice Hall, U.S.A., 2002. Soft cover. Book Condition: New. 1st Edition. New. Bookseller Inventory # 0057763
Book Description Prentice Hall, U.S.A., 2002. Soft cover. Book Condition: New. 1st Edition. Brand New, Ships From The UK. Bookseller Inventory # 136840