By Paul B. Williams
This consultant to profitable venture administration presents an easy-to-follow roadmap to making plans a plan of action, staying heading in the right direction and completing a undertaking. The publication provides step by step directions on venture administration, together with easy methods to: start a venture with real looking ambitions; practice making plans recommendations to co-ordinate a number of initiatives and actions; and speak with supervisors and effect colleagues. It presents guidance which are appropriate to a large choice of readers, from a newly appointed undertaking supervisor to a tech specialist with a posh task yet no staff. it's also choked with self-assessment instruments, checklists, information and different aids for purchasing a tremendous activity performed on time and with wanted effects.
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Additional info for Getting a Project Done on Time: Managing People, Time, and Results
Publisher : AMACOM Books isbn10 | asin : 0814402844 print isbn13 : 9780814402849 ebook isbn13 : 9780585026022 language : English subject Time management, Industrial project management. 4/093 subject : Time management, Industrial project management. Page v To Howard & Edna For not giving up trying for a daughter after four sons To Brian, Emily & Dylan For their convincing demonstration that love is an instinct To Liz For life Page vii Contents Preface ix Acknowledgments xv Chapter 1 Fact Finding 1 Chapter 2 Getting Help From Other People 19 Chapter 3 Planning and Charting Projects 41 Chapter 4 Reviewing the Project Plan With the Prime Mover 73 Chapter 5 So Much to Do, So Little Time 89 Chapter 6 Influencing Participants 111 Chapter 7 Presenting Project Results 131 Chapter 8 Managing People and Projects: The Psychology of Project Shelving 153 Index 163 Page ix Preface The Top Ten Reasons to Read This Book 10.
If Jack relies on Milton to move any part of the project forward, laying in a store of Tylenol would be wise. Milton is very likely to add the insult of excuses to the injury of a compromised schedule. Jack can try to arrange some training for Milton, but the prognosis for improvement is bleak. Or Jack can steal some more time away from his family and coach Milton directly. With close-contact coaching, the prognosis for improvement is better than it would be if Jack relied on training, but even with coaching, the return on an investment like this is almost always marginal.
Because project leadership is a key building block for producing value today and into the future, we must find ways to improve. For manyand perhaps for youthis book represents one of those ways. 1. If you're not getting better, you're getting worse as you get older. One last thought: You're lying on your deathbed and, as we know from the movies, your life is flashing before your eyes. In one scenario, that moment will be littered with bosses, coworkers, and legions of others complaining about how you wasted company resources, their time, and plenty of potential project enthusiasm by botching one project after another.