About this item
Highlights
- The keys to project management success delivered by one of the world's most respected experts in the field Why do some project managers achieve their project goals while others fail?
- About the Author: TRES ROEDER is a global expert on project and change management.
- 256 Pages
- Business + Money Management, Project Management
Description
Book Synopsis
The keys to project management success delivered by one of the world's most respected experts in the field
Why do some project managers achieve their project goals while others fail? Drawing on his years of experience as a recognized global expert on project management and organizational change, author Tres Roeder answers that question, and lays out a proven path to project success.
Focusing on the major differences between project management and other types of management--not least of them being the temporary nature of projects versus the repetitive nature of most managerial tasks--Roeder describes best practices in all key areas of managing project stakeholders.
- A recognized global expert on project management provides the foundational elements required for project management success
- Contributes toward the fulfillment of the continuing education required every three years to maintain PMP(R) accreditation
- Uses real-world scenarios and relevant case studies to present project management concepts to beginning and intermediate PMP(R)s
- Contains chapters on Leadership, Buy In, and Negotiation for more advanced project managers
(PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)
From the Back Cover
Why do some project managers achieve their goals while others fail? One major reason is that project management is quite different from operational management, requiring a unique set of skills and management strategies which, all too often, must be acquired on the fly by managers thrust into PM roles.But, according to author Tres Roeder, there is often a more subtle reason why even seasoned project management professionals fail: they lack the necessary "soft skills" required to successfully manage the various stakeholders involved in a project.
Traditional project management thinking, Roeder explains, focuses almost exclusively on the technical and business aspects of running a project, giving little, if any, attention to the complex people side of the equation. But whether it's developing software, organizing a new business unit, or building a shopping mall, the project manager is responsible for assembling and launching a team of stakeholders--people, many of whom may be involved in only one phase of the project--and successfully managing his or her team through to the completion of the project. Clearly, the people management skills required in such transient situations vary widely from those required by most operational managers.
In this groundbreaking guide, Tres Roeder, a globally recognized expert on project management and organizational change, offers time-tested strategies and techniques for effectively identifying, categorizing, prioritizing, managing, and leading project stakeholders. Focusing on the major differences between project management and other types of management--not the least of which is the temporary nature of projects versus the repetitive nature of most operational management tasks--he describes the foundational elements of project stakeholder management. And, with the help of numerous real-world scenarios and case studies, Roeder describes best practices in all key areas of project stakeholder management, including:
- Project planning and organizing
- Recruitment and team building
- Resource allocation
- Leadership
- Stakeholder communication
- Negotiation
- Time management
- Managing difficult stakeholders
- Conflict resolution
Why do some project managers achieve their goals while others fail? Drawing on his years of experience, Tres Roeder answers that question, analyzing common project manager mistakes and offering proven solutions for avoiding them. More importantly, he lays out a proven path to project success, making Managing Project Stakeholders an indispensable resource for managers who find themselves thrust into a project management role. It is also a valuable working reference for project management professionals (PMPs), working toward the fulfillment of the continuing education requirement for maintaining PMP accreditation.
About the Author
TRES ROEDER is a global expert on project and change management. He has been quoted by the New York Times, the Wall Street Journal, MSN Money, Microsoft Press, Human Resource Executive Online, Crain's Cleveland Business, and others. A former consultant with Booz Allen Hamilton, Mr. Roeder founded Roeder Consulting in 2001. He has led Fortune 500 consulting engagements in areas such as corporate strategy, operations improvement, process improvement and implementation. Mr. Roeder is a PMP(R) with a BA in economics from the University of Illinois and an MBA from the Kellogg School of Management, Northwestern University.