The seven essential tools for keeping projects on time and under budget You're executing risk management, leadership, and planning--all hallmarks of outstanding project management. And yet you're still having trouble keeping your projects on schedule. Creative Project Management adds two new elements to the mix: creativity and innovation. Internationally renowned project man...
The seven essential tools for keeping projects on time and under budget You're executing risk management, leadership, and planning--all hallmarks of outstanding project management. And yet you're still having trouble keeping your projects on schedule. Creative Project Management adds two new elements to the mix: creativity and innovation. Internationally renowned project management consultants Michael Dobson and Ted Leemann combine traditional project management skills, such as risk evaluation, decision-making, and human dynamics, with outside-the-box thinking and business creativity. They provide seven new tools and approaches you can apply to any project. The methods discussed inside Creative Project Management show you how to: Realistically imagine the outcome of your decisions Work with--and around--the realities and constraints that affect your decisions Read and predict trends Manage the long- and short-term ramifications of your decisions Evaluate the impact of present and future technologies on your decisions Imagine new choices you didn't think you had Creative Project Management provides an invaluable new set of tools for any project management professional tasked with making difficult decisions in these uncertain times.
There are many possible ways to succeed in managing an “impossible” project:
■ Sometimes a team discovers a brilliant critical insight, or it is simply smart enough and good enough to achieve what lesser mortals could not.
■ Sometimes the team gets it done by sheer Herculean effort, working harder and longer than anyone expects.
■ Sometimes the team gets it done, but at a high price. Maybe the project exceeds one or more of the Triple Constraints, and as a result there’s been attrition or long-term damage to the organization.
■ Sometimes the team fakes it, slaps a coat of paint on it, and hopes nobody notices that the wheels have fallen off. (查看原文)
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