Managing Complex Projects
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.
416 pages; ISBN 9780470927984
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Title: Managing Complex Projects
Author: International Institute for Learning; Harold R. Kerzner; Carl Belack
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