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Fast Projects: Project Management When Time is Short
- By Fergus O'Connell
- Published Jan 14, 2009 by FT Press.
- Copyright 2007
- Pages: 176
- Edition: 1st
- Book
- ISBN-10: 0-273-71233-0
- ISBN-13: 978-0-273-71233-6
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Product Author Bios
Fergus O'Connell has over twenty years experience in project management. He has worked with companies such as CPT, ICL and Retix, before founding ETP in 1992. ETP is Ireland's largest project management company specializing in knowledge and high-tech industries. Fergus's experience covers projects world wide and he has taught project management on three continents.
We are all faced with projects going off the rails, veering far from what we initially set out to do, costing ten times as much and taking far too long to complete - this is just part of everyday working life. Honing our general skills in project management seems like the obvious answer, but Fast Projects promises a quicker and easier solution - cutting the time to get projects done in the first place.
Learning to operate within a short schedule not only cuts costs and improves revenue and cash flow, but it also sets you aside as a sharper and slicker operation. How to build, shorten and execute a realistic plan in the shortest time possible is covered in detail along with a specific focus on ensuring you have clearly defined goals and are making accurate project predictions with a successful tracking progress.
Using worked examples and tried and tested techniques, Fast Projects is your practical guide to ensuring projects not only succeed, but are delivered early. If you want to get the most out of your team and take control of your workload, resources and time, this book is for you.
Table of Contents
Acknowledgements
List of figures
About the author
Introduction
Chapter One – Say 'We’ll take a look at it'
Chapter Two – Figuring out the goal of your project
Chapter Three – Figuring out what work has to be done
Chapter Four – Getting people to do the work
Chapter Five – Making the plan bulletproof
Chapter Six – Selling the plan
Chapter Seven – What to do if the project is impossible
Chapter Eight – Executing the plan
Chapter Nine – Assessing a project in five minutes
Chapter Ten – Scoping and planning a project in a day
Chapter Eleven – An actual scoping and planning session
Chapter Twelve – Why projects fail
Appendix - Figures 11.1 and 11.2
Bibliography
Index
Book
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