- Taschenbuch: 280 Seiten
- Verlag: Kogan Page (31. März 2009)
- Sprache: Englisch
- ISBN-10: 1567262392
- ISBN-13: 978-1567262391
- Größe und/oder Gewicht: 24,6 x 15,2 x 1,8 cm
- Amazon Bestseller-Rang: Nr. 631.656 in Englische Bücher (Siehe Top 100 in Englische Bücher)
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How to Save a Failing Project: Chaos to Control
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Produktbeschreibungen
Pressestimmen
"In summary, the book is a great reference for newcomers to project management or people who are dealing for the first time with failing or struggling projects, but it still offers new reference material for experienced project managers, too...It's a source for inspiration and contribution for project mangers who successfully shifted a failing project from chaos to control." How to Manage a Camel, November 2010
Kurzbeschreibung
How do you save a failing project when it seems like there's no turning back? "How to Save a Failing Project: Chaos to Control" provides the knowledge and insight you need to recognise a project in trouble, determine what to do about it, and transform it into a success. You'll also discover methods, techniques, and tools to keep a project from getting into trouble in the first place. Understand the value of a project plan - and of updating this plan continuously as you execute the project. Recognise signs that the project is deviating from the approach needed for successful completion. Develop a set of metrics that provide insight into the health of your project. Identify and implement steps to get your project back on track. Prevent the fatal missteps that can lead to project failure. Position your team for project success.
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Good, Solid Advice
22. Oktober 2009
Format:Taschenbuch
HOW TO SAVE A FAILING PROJECT: CHAOS TO CONTROL by Ralph R. Young et al is a competently written book with a misleading title. It should have been called HOW TO KEEP A PROJECT FROM FAILING, since it's a collection of good project management advice from a voice of experience, but it's not how to triage a project in trouble. Still, it's well-organized and well-presented and could probably replace dozens of its predecessors already lining the project management bookshelves, covering this territory before but not as well. If I were teaching basic project management, I'd certainly consider using this book in class. Planning, team-building, managing expectations, sharing a vision--it's all there, and the authors have obviously been there, done that.
I would, however, like to have found more insights, what to do when you apply this good advice and it doesn't work, when you don't "get stakeholder buy-in" or you can't get the team together for a weekly review of progress or when conflict erupts. I would like to have heard about assembling teams that aren't co-located, teams that span geography, cultures, and languages, which is now often the case.
I also wish the book included more stories. There are a few, but given that our authors seem to have considerable experience, it's too bad they didn't share more of their first-hand experience. Stories always make for better reading than one "now do this" section after another.
I was glad to see, at the end of each chapter, a list of recommended further reading on the topic, including summaries of each book or article so prospective readers will have some idea whether they wish to actually spend time on it. I was glad to see, too, a new (I think it's new) term in the Project Management lexicon: "inch stones." It's about time we stopped thinking everything must be measured in "milestones"!
If you buy only one project management book this year, you'll get your money's worth if you buy this one. It won't catapult your to new heights, but it won't disappoint you if you're looking for a comprehensive view of what it takes to manage projects well.
I would, however, like to have found more insights, what to do when you apply this good advice and it doesn't work, when you don't "get stakeholder buy-in" or you can't get the team together for a weekly review of progress or when conflict erupts. I would like to have heard about assembling teams that aren't co-located, teams that span geography, cultures, and languages, which is now often the case.
I also wish the book included more stories. There are a few, but given that our authors seem to have considerable experience, it's too bad they didn't share more of their first-hand experience. Stories always make for better reading than one "now do this" section after another.
I was glad to see, at the end of each chapter, a list of recommended further reading on the topic, including summaries of each book or article so prospective readers will have some idea whether they wish to actually spend time on it. I was glad to see, too, a new (I think it's new) term in the Project Management lexicon: "inch stones." It's about time we stopped thinking everything must be measured in "milestones"!
If you buy only one project management book this year, you'll get your money's worth if you buy this one. It won't catapult your to new heights, but it won't disappoint you if you're looking for a comprehensive view of what it takes to manage projects well.
How to Save a Failing Project
4. April 2012
Format:Taschenbuch
Project managers Ralph R. Young and Steven M. Brady and engineer Dennis C. Nagle Jr. promise that business project failures are often fixable, whether the problems arise from flaws in planning, process development or communication. They note that companies often can repair broken projects by replanning them in greater detail, and they tell managers how to do that, one small step at a time, by replacing milestones in a project plan with a larger number of "inch stones," or objectives that involve short-duration tasks. The authors, using a clear expository style that only occasionally succumbs to jargon, explain that the human touch is also a crucial factor in project success or failure. For example, they say managers should encourage their team members to discuss errors openly so they focus on improvement, not blame. Although the book clearly applies to software development projects, getAbstract also recommends it to readers in other industries because the content is helpful and relevant for many other types of projects.
Learning from experience
26. August 2009
Format:Taschenbuch
There's nothing like learning from experience, especially when it is the experience of others you can learn from. This book is a stellar example of that. These three authors bring a ton of experience and insights that will improve the effectiveness of any IT project manager...not just ones that find themselves trying to recover a troubled project.
This is a book for every IT project manager's personal library.
NOTE - The book "reads" as if it was authored by a single person rather than three...very impressive example of collaboration.
This is a book for every IT project manager's personal library.
NOTE - The book "reads" as if it was authored by a single person rather than three...very impressive example of collaboration.
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