The Complete Idiot's Guide to Project Management (2nd by Sunny Baker

By Sunny Baker

You do not have to be an MBA to profit the rules of undertaking administration! This ebook offers accomplished, easy-to-understand directions for buying your tasks performed on time and less than finances.

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Extra info for The Complete Idiot's Guide to Project Management (2nd Edition)

Sample text

You probably won’t have to use a computer program to create the schedule or to manage the budget (although you might). But using good project management techniques from this book is still important because the choice of the marketing manager is important to your business. You can’t afford to treat even a small project, such as hiring a new employee, like ordinary work. Now would be a good time to identify two small but important projects, one from your work and one personal project that you have been postponing.

Meeting quality outcomes (or goals) that have been agreed upon by the project team and the project stakeholders. Quality may be difficult to define in some cases, but in project management, the quality of outcomes almost always refers to producing a project that does what it is supposed to do (functionality) and making sure that all the functionality works (performance). Thus, if you’re building a spaceship to transport 100 people to Mars, but it can only take 50 people to the moon, you’ve missed both the functionality and performance goals for project quality.

Project success depends on people, not on reports or charts or even computers. To be a successful project manager, you must accommodate people’s needs and priorities. People manage the project. People do most of the work. People enjoy (or curse) the end results. Projects also put stresses on these people because projects almost always involve new group structures, deadlines, and extra work. If a project’s end results don’t serve people, then the project has failed. Another way of stating this rule is: Do no damage to the people on the project!

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