Successful Project Management

1. What is success?

What happens to the project?; Defining

success; Your view of success; Success

depends on who is measuring; What are the

perceived causes of failure; Reduce the

probability of failure

2. The climate for success

Why do initiatives appear to fail?; Some

definitions; Projects - are they just an

accident?; A common misconception;

What's the current climate?; What influences

the climate?; Operating climate for success;

The key activities; Defined roles and

responsibilities - the key players; Influence

of organisational culture

3. The project process - key steps for success

The project phases; The phase gates;

The phase gate - a constraint?; The key

steps to success;

4. Project conception and start-up

Selecting the right project; The start-up process;

Customer needs and expectations; Identifying

the project constraints; Assumptions; The

kick-off meeting; Recording essential information

5. The definition phase

The project brief and specification; Defining

the project; Risk assessment; Getting

your project definition approved

6. Managing the stakeholders

What is a stakeholder; Identifying

stakeholders; The two most important

stakeholders; Stakeholder influence;

Gathering information about stakeholders;

The stakeholder influence matrix; What

happens next with stakeholders

7. Managing the risks

What is a risk; Why bother?; The risk

management process; Identifying the risks;

A typical starter checklist; Decide the primary

response strategy; Quantifying the risks;

Risk score; What do I do now?

Monitoring risks

8. Planning the project

A common misconception; Who needs to

be involved; Where does planning start?;

Identifying the key stages; Allocating

responsibility; Estimating; The critical

path of your project;

1. what is success? what happens to the project?; defining success; your view of success; success depends on who is measuring; what are the perceived causes of failure; reduce the probability of failure 2. the climate for success why do initiatives appear to fail?; some definitions; projects - are they just an accident?; a common misconception; what's the current climate?; what influences the climate?; operating climate for success; the key activities; defined roles and responsibilities - the key players; influence of organisational culture 3. the project process - key steps for success the project phases; the phase gates; the phase gate - a constraint?; the key steps to success; 4. project conception and start-up selecting the right project; the start-up process; customer needs and expectations; identifying the project constraints; assumptions; the kick-off meeting; recording essential information 5. the definition phase the project brief and specification; defining the project; risk assessment; getting your project definition approved 6. managing the stakeholders what is a stakeholder; identifying stakeholders; the two most important stakeholders; stakeholder influence; gathering information about stakeholders; the stakeholder influence matrix; what happens next with stakeholders 7. managing the risks what is a risk; why bother?; the risk management process; identifying the risks; a typical starter checklist; decide the primary response strategy; quantifying the risks; risk score; what do i do now? monitoring risks 8. planning the project a common misconception; who needs to be involved; where does planning start?; identifying the key stages; allocating responsibility; estimating; the critical path of your project; analyse resource requirements; optimising your schedule; review the project risk log; review the project budget; freezing the baseline schedule;

Young, Trevor L

Trevor L Young was, for many years, a senior consultant for the Industrial Society where he designed and conducted two public training courses in project management techniques and project leadership.

Trevor Young was an independent consultant specialising in the introduction of programme management. He was a member of the Institute of Personnel and Development and the author of The Handbook of Project Management, also published by Kogan Page.