MTU Library Catalogue

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The project manager : mastering the art of delivery / Richard Newton.

By: Newton, Richard, 1964-.
Material type: materialTypeLabelBookPublisher: London ; New York : FT Prentice Hall, 2005Description: x, 269 p. ; 24 cm.ISBN: 0273701738.Subject(s): Project management | LeadershipDDC classification: 658.404
Contents:
Some basics -- Listening and talking -- What actually is your project? -- Some key traits -- Getting your project started -- Personal styles -- Managing your project -- The team -- The limits of knowledge -- The mechanics of project management -- Knowing when to say \'no\' -- Closing thoughts.
Holdings
Item type Current library Call number Copy number Status Barcode
General lending MTU Bishopstown Library Lending 658.404 (Browse shelf(Opens below)) 1 Available 00084640
General lending MTU Bishopstown Library Lending 658.404 (Browse shelf(Opens below)) 1 Available 00105101
Total holds: 0

Enhanced descriptions from Syndetics:

Learn how to be the safe pair of hands in your organisation, consistently delivering exceptional projects on time and to budget.

Includes index.

Some basics -- Listening and talking -- What actually is your project? -- Some key traits -- Getting your project started -- Personal styles -- Managing your project -- The team -- The limits of knowledge -- The mechanics of project management -- Knowing when to say \'no\' -- Closing thoughts.

CIT Module CIVL 8014 - Supplementary reading

Table of contents provided by Syndetics

  • Preface
  • Introduction
  • The secret art
  • Why read this book?
  • A brief word on job titles
  • Work-streams, projects, programmes, and portfolios
  • A short overview of the contents
  • 1 Some basics
  • What is a project?
  • What is project management?
  • What is a project manager?
  • Who are projects for?
  • What is success?
  • 2 Listening and Talking
  • The most important chapter in the book
  • Your audience - who you must listen and talk to
  • Listening - learning to understand what the customer wants
  • Communicating with your audience
  • 3 What actually is your project?
  • The importance of understanding scope
  • The key scoping questions
  • 4 Some Key Traits
  • The sense of ownership and involvement
  • Good judgement - project management style
  • Project management judgements - summary
  • A touch of creativity
  • 5 Getting your project started
  • Planning
  • Resourcing
  • Budgeting
  • Thinking about contingency and risk
  • Mobilising
  • Projects in the real world - common practical issues to overcome
  • 6 Personal Styles
  • Styles to avoidStyles to encourage
  • 7 Managing your project
  • What should you manage?
  • How do you know to take management action?
  • How should you manage?
  • Change control and management
  • Decision making
  • 8 The team
  • Getting the best from the project team
  • 9 The limits of knowledge
  • The generalist vs. the specialist
  • What should project managers not do?
  • Specialist skills that should be recognised as not being the project manager's job
  • 10 The mechanics of project management
  • The project manager's toolkit
  • What more can you learn?
  • 11 Knowing when to say no
  • When do you actually need a project manager?
  • Knowing the danger signals
  • Constructively killing projects off
  • Just say no
  • 12 Closing Thoughts
  • Quick reference guide - summary contents
  • Index

Author notes provided by Syndetics

Richard Newton is a senior manager with twenty years experience in the field of projects. He has been responsible for IT and software development work, business change programmes, telecommunications projects, and launching new products. Additionally he has worked extensively as a management consultant. He has seen project management from all perspectives - as a team member, as a project and a programme manager, as a supplier, and as a project sponsor and customer. He has been employed by a variety of major companies including Kodak, Coopers & Lybrand, Telewest Broadband, Ernst & Young, Energis and A.T. Kearney. He has worked in the UK, Europe, Australia and the US.