Managing Projects (HBR 20-Minute Manager Series)
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About this ebook
You've been asked to manage a key project--or perhaps you've volunteered for an assignment that could advance your career. So how do you make sure the project succeeds? Managing Projects walks you quickly through the basics, including:
- Drawing up a realistic schedule and project plan
- Monitoring key tasks and benchmarks
- Communicating with stakeholders
- Bringing the project to a close
Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives--from the most trusted source in business. Also available as an ebook.
Harvard Business Review
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Reviews for Managing Projects (HBR 20-Minute Manager Series)
8 ratings1 review
- Rating: 5 out of 5 stars5/5i found it very brief but same time, covered all key points. I love all the charts and scenarios mentioned in this book. This will be one of my forever guide for project management.
Book preview
Managing Projects (HBR 20-Minute Manager Series) - Harvard Business Review
Managing Projects
Get up to speed fast on essential business skills. Whether you’re looking for a crash course or a brief refresher, you’ll find just what you need in HBR’s 20-Minute Manager series—foundational reading for ambitious professionals and aspiring executives. Each book is a concise, practical primer, so you’ll have time to brush up on a variety of key management topics.
Advice you can quickly read and apply, from the most trusted source in business.
Titles include:
Creating Business Plans
http://hbr.org/product/creating-business-plans-20-minute-manager-series/an/16998-PBK-ENG
Delegating Work
http://hbr.org/product/delegating-work-20-minute-manager-series/an/16999-PBK-ENG
Finance Basics
http://hbr.org/product/finance-basics-20-minute-manager-series/an/16864-PBK-ENG
Managing Projects
http://hbr.org/product/managing-projects-20-minute-manager-series/an/16862-PBK-ENG
Managing Time
http://hbr.org/product/managing-time-20-minute-manager-series/an/17001-PBK-ENG
Managing Up
http://hbr.org/product/managing-up-20-minute-manager-series/an/16863-PBK-ENG
Presentations
http://hbr.org/product/presentations-20-minute-manager-series/an/16865-PBK-ENG
Running Meetings
http://hbr.org/product/running-meetings-20-minute-manager-series/an/17003-PBK-ENG
Managing Projects
Create your schedule
Monitor your budget
Meet your goals
HARVARD BUSINESS REVIEW PRESS
Boston, Massachusetts
Copyright 2014 Harvard Business School Publishing Corporation
All rights reserved
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.
The web addresses referenced in this book were live and correct at the time of the book’s publication but may be subject to change.
Library of Congress Cataloging-in-Publication Data
Managing projects.
pages cm. — (20-minute manager series)
ISBN 978-1-62527-083-2 (alk. paper)
1. Project management.
HD69.P75M3634 2014
658.4'52—dc23
2013039031
ISBN: 978-1-62527-088-7 (ebook)
Preview
You’ve been asked to manage a project. Or you know you soon will be.
No surprise there, since every business involves a lot of projects. If you’re a leader—or if you hope to become one—then project manager
will eventually be part of your job description.
But don’t worry. You’re starting with the right book. Here you’ll get a brief, useful tour of what’s involved in:
• Defining a project.
• Setting clear goals and milestones.
• Putting together a terrific team.
• Keeping stakeholders in the loop.
• Dealing with problems like scope creep and cost overruns.
• Bringing your project to a successful close.
Contents
The Basics
What constitutes a project
What project management involves
The four phases of every project
Planning Your Project
Define the real problem
Identify your stakeholders
Set the project’s goals
Prepare for trade-offs
Spell out the tasks
Building Up Your Project
Assemble your team
Set the schedule
Develop a budget
Managing Your Project
Delegate—but track results
Monitor progress against the schedule
Monitor progress against the budget
Ensure quality control
Report progress to stakeholders
Dealing with Your Project’s Problems
Scope creep
Delays
Budget overruns
People issues
Bringing Your Project to a Successful Conclusion
Prepare the handoff
Conduct a post-project evaluation
Develop a useful final report
Thank everyone—and prepare for the next project
Test Yourself
Learn More
Sources
Index
Managing Projects
The Basics
The Basics
To begin, let’s talk about what a project is and what project management is all about. As you’ll see, every project can be broken down into four phases—planning, build-up, implementation, and closeout—which makes the whole enterprise a lot easier to get your mind around. You’re likely to encounter bumps along the way, so we’ll also touch on how to handle the most common problems.
What constitutes a project
A project is a good-sized task that someone wants done. Unlike a process, it has a beginning, middle, and end. Building a house is a project. So is launching a new product or developing a new marketing campaign.
Some companies are project-based—that’s all they do. Think of construction and engineering firms, custom manufacturers, advertising agencies, and so on.