Download 59 Checklists for Project And Programme Managers: Fifty-nine by Rudy Kor PDF

By Rudy Kor

This booklet is aimed toward those who find themselves fascinated about, or are approximately to get entangled in, a venture or programme. when you believe your undertaking and programme administration competences may be better, "59 Checklists for venture and Programme Managers" will absolutely give you valuable feedback. the sensible strategy taken via Rudy Kor and Gert Wijnen makes this a simple publication to dip into for those who need to know what to do in a specific scenario. The ebook covers quite a number themes, together with: selecting the best method, setting up for tasks and programmes, staff administration, beginning and executing initiatives, and programme administration. for every subject, the e-book presents a sequence of checklists to steer you thru crucial features of every topic. With such hands-on recommendation from said specialists so simply to be had, this can be a booklet which no venture or programme supervisor could be with out. The record technique offers readers with instruments and strategies for this actual method of operating and may allow new or skilled group individuals to plot, begin, run and bring regardless of the output their companies' programme or initiatives require.

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Additional resources for 59 Checklists for Project And Programme Managers: Fifty-nine Checklists for Project And Programme Managers

Sample text

Multi-project management (MPM) is managing a large number of unrelated projects simultaneously, all of which are carried out by the same resource. The only important element linking the projects of multi-project management is that their simultaneous realisation by the same resource (department, company, organisation, branch, unit, network) makes specific demands on the management of this resource. This makes multi-project management completely different to programme management. Multi-project management is also known as ‘enterprise project management’.

There is a good chance that everyone will expect one of their colleagues to bail them out. To summarise: a project or programme owner is expected to: • remain involved during the course of the project or programme; • ensure that the project or programme manager is able to manage the work; • make sure that the decision is taken at pre-arranged times to stop, adjust or continue the assignment; • call the shots, have the last word; • want the problem to be solved or grasp an opportunity; • accept the profits and costs associated with the deliverable or outcome; • be emotionally involved with the project or programme and willing to take action and risks.

There are subtle distinctions in their involvement, which can vary from, ‘At last I am going to get what I have been waiting for’, to, ‘Everything that I have been working on for so long will be destroyed when I have to use this project result’. So these users include satisfied beneficiaries but also angry, frustrated ‘victims’. These are often also intermediary groups who may act on behalf of the beneficiaries or the victims. The pilot group is a body that is often used by the project and programme owner, on the user’s behalf, to ensure the usability of the outcome.

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