Managing Projects Well
Stephen A. Bender
AMSTERDAM BOSTON HEIDELBERG PARIS SAN DIEGO SAN FRANCISCO
LONDON NEWYORK SINGAPORE SYDNEY
Elsevier Butterworth-Heinemann Linacre House, Jordan Hill, Oxford OX2 8DP 200 Wheeler Road, Burlington. MA 01803 First published 1997 Reprinted 1999,2004 (twice) Copyright 0 1997,Elsevier Ltd. All rights reserved. No part of this publication may be reproduced in any material form (including photocopying or storing in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication) without the written permission of the copyright holder except in accordance with the provisions of the Copyrightpesigns and Patents Act 1988or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London, England WIT 4LP. Applications for the copyright holder’s written permission to reproduce any part of this publication should be addressed to the publisher. Permissions may be sought directly from Elsevier’s Science and Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830;fax: (+44) 1865 853333: e-mail: firstname.lastname@example.org.You may also complete your request on-line via the Elsevier homepage (http://www.elsevier.com), by selecting ‘Customer Support’ and then ‘Obtaining Permissions’.
British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library
ISBN 0 7506 4631 4
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Printed and bound in Great Britain by MPG Books Ltd, Bodmin. Cornwall
This intensive look at project management teaches people what they need to know to lead or be members of a project team. This highly unusual treatment discusses the real world of projects. Perhaps it should be subtitled ‘what they don’tteach you in most project management schools’. Because it deals with people, this is a relationship-based project management approach. Most project management texts deal heavily in technical areas alone, leaving participants ill-prepared for the real project world; I know I was. I found my past project management training, although thorough and technical, to be only about 5% of what I needed toknow. I have learned these lessons the hard way, and wish for others not to have to do the same. This book spends less time in traditional technical areas, with most time spent in the behavioural areas of project management and team participation.
My experience includes many years of project membership and management, and simultaneous projects, ranging from the small to the multi-million dollarsize. After’examining the vast array of project management books, this publisher has found my approach so unique and important that they asked me to author this book.
Recommendedreaders are people who will either lead projects, or be team members or their managers. It also includes secretarial or administrative personnel who often have to juggle many projects at one time. Detailed subjects include:what happens when your boss decides the project’s schedule and budget and you have to work backwards to make things fit! how to communicate and present effectively within and beyond the team; how to cope when you do all the work, and have to manage multiple projects and non-project time besides; dealing effectively with stress; managing your time effectively and planning your day-without leavingyour family behind; changing your unproductive habits-quickly; what to do when things go wrong, and planning for it, including late suppliers, unannounced vacations, people quitting or being pulled to another project, budget cuts and schedule accelerations; and
organising people for success, including ideal methods for team member motivation. This includes the...