ALAN D.ORR – ADVANCED PROJECT MANAGEMENT

REVIEW

“..describes the processes, methods, and tools that enable project managers to successfully handle the most advanced and complex projects.”
— SciTech Book News, August 2007

“Written to help project managers to revise and advance their skills…to ensure that they deliver projects successfully.”
— Management Services –This text refers to the Paperback edition.

BOOK DESCRIPTION

Provides a framework that allows the project manager to run a successful project from initial brief to final hand-over and wind-down|Gives tried and tested advice based on blue chip experience in companies such as British Airways, CAA, Motorola, Nokia and Sony-Ericsson|Tells the reader about the skills, methods and tools required to run projects no matter how complex|Includes a free CD ROM with practical forms and templates|Written to help project managers to revise and advance their skillsthe book takes readers through all the key skills that readers will need to ensure that they deliver projects successfully.|Management Services –This text refers to the Paperback edition.

FROM THE BACK COVER

The processes, methods and tools that will enable a project manager to handle complex projects are explained in Advanced Project Management.

The contents include.

• getting started;
• estimating timescales and budgets;
• moving from macro to micro planning;
• team building;
• running the project on a day-to-day basis;
• project control;
• shutting the project down;
• emergency actions.

There is a free CD rom with practical template forms. There are processes that can be used to manage a project.

ABOUT THE AUTHOR

A project manager with major blue chip companies has been employed by Alan D Orr, who is a chartered engineer. He has managed all types of projects, large and small.

EXCERPT. © REPRINTED BY PERMISSION. ALL RIGHTS RESERVED.

Chapter 1 is about starting an advanced project.

Theme 1 is stakeholder management.

Theme 2 is to build the business case.

Theme 3 is to start long-lead activities.

Define early roles and responsibilities.

Chapter 2 is about building the plan.

The plan for the future.

Budget

There is a work breakdown structure.

The work package has detailed planning.

summary of work

Chapter 3 is about building the delayed project plan.

The detailed-level requirements should be produced.

The project schedule should be produced.

The project plan should be produced.

Chapter 4 is about building the project team.

Define the team.

The project team should be encouraged.

Listen to the team.

Gain the trust of the project team.

The project can be run on a day-to-day basis.

What type of project will you be running?

Do you have a strategy for the execution of your project?

How will you implement the strategy?

How can you keep quality on the agenda?

Is it possible that those involved understand their role?

Chapter 6 deals with monitoring and controlling the project.

Management style.

Performance management.

Performance analysis.

Interfaces

Systems

Chapter 7 was successful in shutting down the project.

The project is close.

There is maintenance planning.

Quality control.

A post-project review.

There is documentation.

There are emergency actions in chapter 8.

Symptoms

Implementation.

Options

The analysis has been completed.

Control

The rescue project is over.

Get Alan D.Orr.

Alan D.Orr is the author of Advanced Project Management, Download Advanced Project Management, Free Advanced Project Management, and Advanced Project Management Review.