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Strategic Project Management

Paul Roberts

Strategic Project Management gives senior managers the knowledge and skills to use projects to move the business in the desired direction and guard against expensive and demoralising project failures.

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EAN: 9780749464332

Edition: 1

Published: 03 Jul 2012

Format: 217 x 140

256 pages

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About the book

Strategic Project Management uses real life case examples to characterize and describe the organizational factors and conditions necessary for projects to thrive and to deliver the organization's strategic objectives. This characterization is formed around ten imperatives which senior managers can implement - both within individual projects and, even more crucially, within the institutions that sponsor them - using the tools provided. Accessible, practical and free of jargon, Strategic Project Management offers the solutions needed to successfully prioritize and manage a portfolio of projects, communicate aims, align priorities to organizational objectives, evaluate progress, manage supplier relationships and anticipate and mitigate the risks at every stage. Supported by a comprehensive package of online resources for project portfolio planning, management and analysis this book will help readers to build on their skills, knowledge and confidence to rise to the challenge of governing and delivering successful projects.

About the authors

Paul Roberts has been managing projects for over twenty years and is a founding director of Fifthday Longview Limited, one of the world's leading project management consultancies, providing expertise, education and resources. He has worked with some of the world's largest, most influential companies, and many of the smallest, both public and private, helping them all to embed the principles, techniques and culture of effective project management. He is the author of Effective Project Management, also published by Kogan Page.

Paul Roberts

- Chapter - 00: Introduction;
- Chapter - 01: Don’t mistake the ‘business as usual’ mindset for that suited to delivering change;
- Chapter - 02: Prioritize what matters most;
- Chapter - 03: Delegate, but do not abdicate, responsibility;
- Chapter - 04: Articulate and communicate the vision;
- Chapter - 05: Justify every investment;
- Chapter - 06: Accept that things will change;
- Chapter - 07: Manage productivity, not activity;
- Chapter - 08: Keep your suppliers close;
- Chapter - 09: Take corrective action; don’t just write about it;
- Chapter - 10: Identify and mitigate risks before it is too late;
- Chapter - 11: Making effective project management second nature

Reviews

Martin Mc Cormack, ICT Director, Beaumont Hospital

Particularly useful to anyone transitioning from a technical or functional role to one where leadership skills and an ability to offer their own insights or contribute to key decisions is essential. If you want to be successful, save money and reduce the risk of ignominy, I highly recommend that you read this book.

Stuart Kinsey, Head of Change Governance (Global banking organization)

Over the last decade project management has matured as a discipline. Where once project managers were frequently the waifs and strays from an organisation's myriad functions, more often than not they are now well-trained specialists in their field. And yet projects don't necessarily feel any easier to execute or more successful in their outcomes. This book both provides detailed and valuable insight into why that might be, and what can be done about it.

Particularly useful to anyone transitioning from a technical or functional role to one where leadership skills and an ability to offer their own insights or contribute to key decisions is essential. If you want to be successful, save money and reduce the risk of ignominy, I highly recommend that you read this book.
Martin Mc Cormack, ICT Director, Beaumont Hospital

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