This book was written for experienced project management professionals and executives who find themselves in front of difficult projects and want to be successful. Managing projects in today’s rapidly changing business environment has proven to be more challenging than most project managers and executives would like to admit. This is evidenced by the alarming number of projects that fail to complete within budget, on time, with the right scope, with the righty quality, and a highly satisfied customer.
The chapters are laid out in a logical sequence and the information is structured in a way that it can be followed like a recipe book. Each chapter includes the following sections: Overview, Why is this important, Who is involved, When should someone use this process, Initial set-up, Execution (how to do it), Summary & Conclusion, More than you wanted to know and Bibliography. This book also provides an extensive companion website.
Victor Allen has more than 30 years of experience as a project or program manager and Ron May has more than 40 years practicing the art of management and leadership. They have worked on hundreds of projects in a multitude of industries throughout their careers. These include: Nuclear Power, Electric Transmission and Distribution, Transportation and Roads, Automobile shipping, Commercial Retail, Facility, Real Estate and Commercial Buildings, Computer and Information Technology, Power Generation, Gas Transmission and Distribution, Renewable and Environmental, Smart Technology, and Municipal Infrastructure.
Ron May has been recognized as an accomplished leader in large business organizations, small startups and non-profit enterprises. Ron led organizational creation and change efforts which led to notable results in cost cutting, people engagement, dramatic safety improvement, policy and vision enactments, quality improvement, and maturity in project management and continuous improvement. He has held positions in project management, project controls, financial controls, supply chain, modification and maintenance management, administrative and union relations, operations management, information technology management, and executive leadership.
Managing projects in today’s rapidly changing business environment has proven to be more challenging than most project managers would like to admit. This is evidenced by the alarming number of projects that fail to complete within budget, on time, with the right scope, with the appropriate level of quality, and a highly satisfied customer. These are the success attributes of a project.
There are some project managers that declare victory if they met any one of the success attributes. I define success as meeting all success attributes. The reality is that neither definition is truly correct. A truly successful project appropriately manages key stakeholder expectations and results in a highly satisfied customer. I have been on projects where we met all success attributes and the customer declared the project a failure and refused to use the product. I have also been on projects where we missed all success attributes and the customer considered the project a roaring success. Never underestimate the power of your key stakeholders.