What does project authorization involve and how should you seek it? What is earned value and how are the calculations made? How do you select the appropriate method for handing over a project and what are the pitfalls associated with the options you can choose from?

The Project Management A-Z provides you with the answer to these questions and more in an A-Z coverage of 80 project management techniques. Each one includes an explanation of the technique, how, when and why you would use it. There are sample forms, checklists of key questions to ask yourself and others, cross-references to the other techniques within the manual …everything to ensure that you:

• Understand the technique and the context in which it is used;
• Identify whether or not it will work for you;
• Are able to apply it appropriately and effectively.

If you are just starting a project or deeply engrossed in one, the opportunity to discuss alternative approaches, or explore the problems and opportunities that the project may throw up is particularly valuable. Sometimes you may have access to a project mentor or coach who can advise you. The Project Management A-Z helps fill that role, challenging your perception and helping build your confidence in the quality of the processes you are using and the decisions you are making.

Successful projects are built on the skills of the project manager, the quality of the basic foundations that are laid, and sensitive but assertive management of processes and resources. The Project Management A-Z is a definitive reference to the main techniques for all of these key elements.

Contents: Background and acknowledgements; Introduction; Glossary of common project management terms; Approval; Authorization; Back-scheduling; Baselines and baselining; Benefits; Budget control; Budgets for project work; Business case; Business case review; Champion; Change control; Closing a project; Communications plan; Constraints; Contract management; Controlling against the schedule; Critical success factors; Decisions in projects; Earned value analysis; Estimating; Exceptions (and management by); Feasibility study; Filing and document management in projects; Handover options; Impact analysis; Investment appraisal for projects; Issue management; Lessons learned; Matrix management; Milestones and milestone plans; Network analysis and the critical path; Objective(s); Planning checklist; Post-project review; Procurement; Programme or project?; Project; Project and stage plans; Project health checks; Project life cycle; Project office; Project opportunities; Project strategy; Quality in project work; Quality reviews and product descriptions; Reports in projects and programmes; Request for change; Responsibility matrix; Risk management; Scheduling; Scope; Sensitivity analysis; Small project; Sponsor; Stage or phase; Stages - start and end procedures; Stakeholders - identification and communication; Starting a project; Statement of work; Steering group; Task checklist; Terms of reference; Tolerance; Tranche (of a programme); Tuning or scaling a project; Two-level planning; Web projects; Work breakdown structure; Work distribution model; Work package; Zero tolerance. Appendix: PRINCE® introduction; PRINCE® and planning software tools; PRINCE® 'off specification'; PRINCE® product breakdown structure; PRINCE® product checklist; PRINCE® product description; PRINCE® product flow diagram; PRINCE® products; PRINCE® project board; PRINCE® project initiation; PRINCE® tolerance; Bibliography; Index.

About the Author: Alan Wren has over 25 years project and change management experience. During his career to date, he has worked in The United Kingdom, The United States, Australia, The Middle East and several European countries.

In 1993, Alan established his own project management consultancy, which has since become AWA Project Management Limited. Assignments have varied between managing business and technical change, the development and delivery of training and coaching for current and future project managers, and the implementation of corporate project management methods. Clients have included world-class companies in pharmaceuticals, fast-moving consumer goods, utilities, stock-broking, manufacturing, banking and four UK government departments.

For consultancy and training, you can contact Alan at:
alanwren@awa-projects.co.uk
http://www.awa-projects.co.uk/

Reviews: 'The value of this book lies not in that it provides any blinding new insights into the work of a project manager, or that it sets out to be a training manual for new practitioners. Instead it offers straightforward practical advice on real project management topics and issues, and structures it for easy reference. I can see experienced project managers turning to it on a regular basis, probably when their teams aren't watching, and new project managers carrying it in their briefcase for reading on the train to work. My only regret is that it wasn't around 15 years ago when I took on my first project management assignment.' Henry Golton, London Electricity (now edf Energy ), UK

'Does exactly what it says on the tin. …The text is written concisely and very clearly, yet it is not necessarily a resource for an absolute beginner. …for a project manager who has grasped the basic techniques, or for those looking for advanced ideas to push their skills still further, this book is a perfect reference guide.' I.T. Training, Feb 04

This title is also available as an eBook, ISBN 978-0-7546-8546-3