w.yong 2007-5-11 00:00
Project Management Nation
个人认为：
1。这不是一本让你通过PMP考试的书，也不是一本简单的项目管理知识的书。总而言之，这不是一本适合初学者的书。
2。如果你在项目管理领域有较多的工作经验，如果你英文尚可，如果你对管理学有一定了解，那么
3。这本书将有有助于融合上述领域的知识和经验于一体，提高你项目管理的专业水平。
以下为电子图书资料发贴选项：
【原书作者】： Project Management Nation; Tools, Techniques and Goals for the New and Practicing IT Project Manager (2002)
【译者】：Jason Charvat
【ISBN 】：0471139262
【页数 】：246
【开本 】 ：
【出版社】 ：John Wiley & Sons, Inc.
【出版日期】：2002
【文件格式】：PDF
【封面附图】：
【摘要或目录】：
Guides every project manager in responding to challenges promptly,with certainty and expertise.
Table of Contents
Project Management Nation—Tools, Techniques, and Goals for the New and
Practicing IT Project manager
Foreword
Preface
Chapter 1 - Understanding Project Strategy
Chapter 2 - Becoming an IT Project Manager
Chapter 3 - Project Concepts
Chapter 4 - The Project Analysis
Chapter 5 - Planning for Success
Chapter 6 - Executing the Project
Chapter 7 - Controlling the Project
Chapter 8 - Implementing the Project
Chapter 9 - Closing the Project
Glossary
Index
List of Figures
List of Tables
Preface
This book is a usable and practical approach on the subject of IT project
management. The title of the book—Project Management Nation—was
largely intended to illustrate the point that project managers at times
approach IT projects in similar ways. They could thus be seen as a nation
of professionals, irrespective of where they reside globally. The chapters
presented to you have been carefully structured and the intent is for you
to accomplish the following goals: first, to immediately benefit from the
knowledge, and second, to apply this knowledge from a information
technology perspective. The chapters appear in a logical manner and
should be read sequentially to gain understanding of the concepts and
techniques. By understanding one chapter, you will be able to start one
phase of a project during its life cycle. By mastering all, you will be able
to participate or actively engage in completing all phases of a project.
This book consists of nine chapters that are independent, yet all
connected:
§ Chapter 1: Understanding Project Strategy. I am writing this
chapter primarily for the project sponsor or executive team in
order to detail the business and IT strategy issues, their
relationships to projects, and, more importantly, the manner in
which project management actually relates to this
organizational strategy. Without a clear strategy, it is not
apparent why projects are important to a business, and, as a
result, many projects are either cancelled or face bitter
consequences later on.
§ Chapter 2: Becoming an IT Project Manager. During this
chapter, I identify what makes one project manager better
than the next, by evaluating the attributes, characteristics, and
type of person that makes an effective project manager.
§ Chapter 3: Project Concepts. I consider why a formal life cycle
approach works best in the project management environment,
as many businesses all have their own project methodologies
and approaches. This chapter examines which one is better
suited to a specific project.
Once giving a complete explanation as to how the overall strategy drives
project management, the book moves on to Chapters 4 to 9. These
chapters focus on what you, as the project manager, need to do with
your project team and stakeholders to ensure that the project goals are
achieved and that the business benefits are delivered.
§ Chapter 4: The Project Analysis. This chapter identifies and
concentrates specifically on how and when a project actually
starts. Do project managers simply jump in and run with the
project or are there some formalities to consider before
planning the project? Within this chapter I show the feasibility
of a project right through to the approval of the project.
§ Chapter 5: Planning for Success. Planning a project can be
demanding for any project manager who has never attempted
to perform such a task. This chapter deals with the basic
essentials of planning a project. Simply put, many project
failures that occur today are due to failure of planning and
estimation. This chapter presents ways to overcome these
failures.
§ Chapter 6: Executing the Project. In this chapter I present how
to execute a project with the project stakeholders, not
forgetting the issues and pitfalls that need to be addressed
during this phase.
§ Chapter 7: Controlling the Project. Controlling any project
requires essential project management skills and techniques.
This chapter examines how to control a project smoothly and in
a timely manner during the various project phases.
§ Chapter 8: Implementing the Project. Within this chapter I
identify and recognize the most important areas of project
implementation. To implement a project based solely on a gut
feeling is not good enough. Most of the failures that occur
today are failures of implementation!
§ Chapter 9: Closing the Project. Within this chapter I specifically
explore the practical requirements and issues that need to be
catered to by the project manager when completing a project.
This book is intended to be of significant interest to both the new and
practicing IT project managers who are primarily interested in starting a
IT project once they have been identified or have been assigned a project
by management. Knowing which key areas and templates are needed and
understanding what to do during each project phase (with the help of
valuable project lessons learned) will go a long way in establishing your
credibility as a project manager. To avoid any surprise on your part, let
me state that my intention with this book was not to delve into the great
depths of each knowledge area and technique (such as PERTS and Gantt
charts), but rather to supplement it from a practicing perspective. I
welcome any critique you may have.