The New Project Management

Drawing on more than twenty-five years experience consulting and training on project management in companies such as NCR, AT&T, and 3M, J. Davidson Frame updates and expands what he introduced in the first edition of The New Project Management in 1994-a set of core competencies for managerial success in a corporate climate where downsizing, outsourcing, and employee empowerment are a way of life. This new edition focuses on the hottest areas in project management today-augmenting and expanding the existing coverage of risk management and estimating, and including three all-new chapters on critical issues that did not even exist in 1994.

Contents

• 1. The New Business Environment and the Need for a New Project Management.

• Part One: Managing in the New Business Environment.
• 2. Managing Complexity: Techniques for Fashioning Order out of Chaos.
• 3. Engaging Change: Knowing When to Embrace, Accept, or Challenge.
• 4. Managing Risk: Identifying, Analyzing, and Planning Responses.
• 5. Satisfying Customers: Knowing Who They Are, What They Want, and When They Are Right or Wrong.
• 6. Defining Requirements That Bridge the Customer-Developer Gap.

• Part Two: Tools for the New Project Management.
• 7. Acquiring Political Skills and Building Influence.
• 8. Building Teams with Borrowed Resources.
• 9. Selecting Projects That Will Lead to Success.
• 10. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success.
• 11. Scheduling Projects with New Tools: The Time-Boxed and Critical Chain Scheduling Techniques.
• 12. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources.
• 13. Integrating Cost and Schedule Control to Measure Work Performance.
• 14. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives.
• 15. Understanding and Using Performance Metrics: Measuring the Right Stuff.
• 16. Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities.
• 17. Carpe Diem: Seize the Day!