Managing Complex Projects (The IIL/Wiley Series in Project Management) - Hardcover

Über die Autorin bzw. den Autor

HAROLD D. KERZNER, PHD, is Senior Executive Director at International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management; total quality management; and strategic planning. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition.

CARL BELACK, PMP, is a Senior Consultant and Trainer for International Institute for Learning, Inc.

INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL) is a global leader in training, consulting, coaching, and customized course development. IIL's core competencies include: project, program, and portfolio management; business analysis; Microsoft^® Project and Project Server; Lean Six Sigma; PRINCE2^®; ITIL^®; and leadership and interpersonal skills. IIL delivers innovative, effective, and consistent training solutions through a variety of learning approaches, including traditional classroom, virtual classroom, simulation training, and interactive, on-demand learning. IIL is a PMI^® Charter Global Registered Education Provider, a member of PMI's Corporate Council, an Accredited Training Organization for PRINCE2 and ITIL, a Microsoft Gold Certified Partner and an IIBA^® Endorsed Education Provider.

For more information, visit www.iil.com

See a listing of IIL's webinars at www.iil.com/webinars

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The application of project management techniques is considered standard practice in today's business environment. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think yet, the difference in the return on value can be quite significant. Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business's organizational structure, and politics. As these forces add to a project's complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies.

Managing Complex Projects delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today's project manager, including:

• Dealing with multiple virtual teams located around the world
• Working with partners and stakeholders that may have limited project management tools and experience
• Adjusting to long-term projects in which the stakeholders may change
• Managing projects where stated goals and objectives differ among stakeholders

This book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on complex projects by combining "hard" skills, such as risk management and scheduling, with "soft" skills that focus on interpersonal communication. Managing Complex Projects serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.

Aus dem Klappentext

The application of project management techniques is generally considered standard practice in today's business environment. This is not to say it is always performed at a high level. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think yet, the difference in the return on value can be quite significant. This knowledge becomes especially important as traditional projects increasingly give way to more complicated ones.

Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business's organizational structure, and even politics. As these forces add to a project's complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies.

Managing Complex Projects delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today's project manager, including:

• Dealing with multiple virtual teams located around the world

• Working with partners and stakeholders that may have limited project management tools and experience

• Adjusting to long-term projects in which the stakeholders may change

• Managing projects where stated goals and objectives differ among stakeholders

Accompanied by illustrations throughout, this book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on nontraditional, complex projects by combining "hard" skills, such as risk management and scheduling, with "soft" skills that focus on people and interpersonal communication two sets of skills all project managers should possess. Managing Complex Projects is the resource needed to gain these fresh project management perspectives and serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.