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In a business environment where complexity, chaos, and uncertainty dominate, the old tried-and-true methods of managing projects no longer work well. Whether undertaking conventional projects in construction or the defense industry or pursuing information-age projects in such areas as information systems, finance, or research and development, many project managers have discovered that conventional wisdom is only marginally relevant to them in these turbulent times. In this new revision of The New Project Management,
J. Davidson Frame gets to the heart of the current realities of managing projects in the new millenium, offering concrete strategies for getting things done in today's complex business environment.
Frame demonstrates why today's project managers must transform themselves from implementors to initiators - and why they need to get up to speed on such key issues as ensuring customer satisfaction, managing complexity, accelerating schedules, coping with empowerment, managing contractors, managing managers, building team spirit, and more. This revised edition of the book focuses on the hottest topics in project management today, augmenting and expanding the existing coverage of risk management and estimating, and includes three all-new chapters on establishing and maintaining the project support office, new techniques for scheduling - including critical chain and time-boxed scheduling - and bridging the business-technology gap when developing project requirements.
The author provides a practical toolkit for today's project manager, offering strategies for identifying customers and maximizing their satisfaction; techniques to help managers evaluate and select products, personnel, and vendors; an easy-to-understand risk management process that really works; a user-friendly method of project evaluation that helps managers gauge progress; and a team management checklist. The book also includes new examples and an updated reference section.
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.
J. Davidson Frame is Dean of Academic Affairs at the University of Management and Technology (UMT) in Arlington, Virginia. Prior to joining UMT, he established the project management program at George Washington University. He also served as director of the Project Management Certification Program at the Project Management Institute (PMI) and has served on PMI's board of directors. Frame has authored more than forty articles and five books, including Project Management Competence (Jossey-Bass, 1999).