Want to know more?
There are lots of topics which will prove helpful to anyone running a project. These include:
- Risk Management – a very important element within project management
- Event Management – managing an event is a project and there are extra ideas in this topic
- Teambuilding – valuable when building a project team
- Change – all projects create change of one form or another
- Motivation – to motivate the team to succeed
- Delegation – understanding how to do it properly
- Meetings – how to run your project meetings successfully
- Managing Upwards – how to manage the project sponsor and the project board
And many others such as:
- Creative Thinking
- Listening Skills
- Questioning Skills
- Conflict Resolution
And if you are running more than one project in parallel, see Programme Management
Project management ninth edition
Dennis Lock, published by Gower Publishing Ltd, 2007, 520 pages
Dennis Lock’s masterly exposition of the principles and practice of project management has been pre-eminent in its field for three decades. It examines the entire process in detail, from initial appraisal to final closedown, demonstrating techniques that range from the simplest of manual charts to sophisticated computer systems. Examples and diagrams reinforce the text throughout. For this hefty 9th Edition, expansion from 25 to 30 chapters has allowed greater emphasis to be given to stakeholders’ perceptions of success, the organisation and management of business change projects, people’s roles in project management and the wider business contexts in which project management has been adopted.
Project manager: mastering the art of delivery in project management
J Richard Newton, published by Financial Times/Prentice Hall, 2005, 279 pages
This book focuses on human behaviours and the basic management tasks that need to be completed, as well as potential pitfalls that may be encountered. The content is clear and concise and set in real-world situations so that the delivery of projects is handled in a pragmatic way. The format is easy to read and includes practical tips and lessons. Those new to project management will find it an ideal reference, based upon real-life project experience. Those with experience will find plenty to refresh their thinking.
Brilliant project management: what the best project managers know, say and do
Stephen Barker and Rob Cole, published by Prentice Hall, 2007, 161 pages
This is practical advice from authors with 30 years of experience between them. It has lots of useful checklists and ‘top tips’ and is easy to read. As a guide book, you can dip in and out – looking at topics you need to brush up on – or read it through in one go. Good for the novice and the experienced project manager alike – who will probably use it differently.
All change!: project leader’s secret handbook
Eddie Obeng, published by Financial Times/ Prentice Hall, 1995, 384 pages
If you’ve ever heard Eddie Obeng speak, you’ll want to buy this book. If not, this down-to-earth, self-diagnostic manual is full of practical checklists and tools designed to help explain what’s going on or going wrong. It’s a handbook that should be used – so don’t be put off by the two different ways into it and its upside-down, flipped-over covers. We assume that’s a device to keep the best bits secret!
Project management demystified
Geoff Reiss, published by Taylor & Francis Ltd, Third Revised Edition, 2007, 210 pages
This book explains the many techniques which have been developed to help you manage projects successfully. Examples are drawn from construction, civil engineering, product launches, publishing, computer hardware and software, scientific projects and aerospace. Approachable and easy-to-use, it shows readers how, where and when to use the various project management techniques as well as demonstrating how to achieve efficient management of human, material and financial resources.
Project management for dummies
Stanley E Portny, published by John Wiley & Sons; 2nd Edition, 2006, 384 pages
If you are a ‘Dummies’ fan, then you’ll know what you’re getting. However, be aware that at nearly 400 pages this is neither a light nor a quick read.
Managing successful projects with PRINCE2
Office of Government Commerce, published by TSO, Fifth Revised Edition, 2005, 457 pages
This is the PRINCE2 manual that describes and defines the de facto UK project management methodology, now used across the public and private sector. If you are thinking of taking training in PRINCE2, you will usually receive a copy as part of your course. If your organisation uses PRINCE2 already, you might want a copy on hand, or one or more of the supporting books below...
Office of Government Commerce, published by TSO, Fifth Revised Edition, 2005, 49 pages
The full details of PRINCE2 are in the manual and this pocketbook has been produced as an aide memoire and handy reference for the trained PRINCE2 Practitioner who is assumed to be familiar with the method and the terminology.
For successful project management: think PRINCE2
Office of Government Commerce, published by TSO, 2007, 114 pages
This is an affordable introductory, practical guide to PRINCE2. This official beginner’s guide is written by practitioners and gives the real view on PRINCE2, from a government organisation, private sector and not-for-profit global organisation perspective. It introduces the principles of PRINCE2 with practical examples of PRINCE2 in action.
People issues and PRINCE2
Office of Government Commerce, published by TSO, 2002, 117 pages
PRINCE2 provides Project Managers with highly effective ways of managing any discrepancies. However, no plan or methodology can be entirely fool proof against the single most unpredictable element in any project: people. Because human factors are so central to every project, OGC has developed guidance to help managers tackle this issue. PRINCE2 is about controlling the various risks to which projects are subject: the better the risks are managed, the more likely the project is to be successful.
Office of Government Commerce, published by TSO, 2002, 138 pages
PRINCE2 is a very adaptable project management method, but new users can find knowing how and where to adapt it to the size and scope of their projects somewhat daunting. This can lead to over-zealous adherence to unnecessary levels of formality and detail in smaller, low-risk projects, and the impression of excessive bureaucracy on the part of PRINCE2. Conversely, it can also lead to inappropriate short cuts being taken in other cases, undermining the integrity of the method, and the control and management of risk that it provides. This publication is designed to guide readers on how to stay on the safe ground between these two extremes.
The UK’s Association for Project Management
The US-based Project Management Institute (PMI)
APM Group Ltd (PRINCE2 Official Accreditor)
APMG–UK (other programme and project management qualifications)
The Stationery Office (PRINCE2 Official Publisher)