When Fortune Magazine estimated that 70% of all strategies fail, it also noted thatmost of these strategies were basically sound, but could not be executed. The centralpremise of Strategic Project Management Made Simple is that most projects and strategiesnever get off the ground because of adhoc, haphazard, and obsolete methods used toturn their ideas into coherent and actionable plans. Strategic Project ManagementMade Simple is the first book to couple a step-by-step process with an interactivethinking tool that takes a strategic approach to designing projects and action initiatives.Strategic Project Management Made Simple builds a solid platform upon four criticalquestions that are vital for teams to intelligently answer in order to create theirown strong, strategic foundation. These questions are:1. What are wetrying to accomplish and why?2. How will we measure success?3.

• Ready Made

Don't show me this again. This is one of over 2,200 courses on OCW. Find materials for this course in the pages linked along the left. MIT OpenCourseWare is a free & open publication of material from thousands of MIT courses, covering the entire MIT curriculum. No enrollment or registration. Strategic Project Management Made Simple: Practical Tools for Leaders and Teams by Terry Schmidt Terry Schmidt focusses on execution – taking projects from strategy to effective implementation. The book provides a detailed approach on how to apply the principles of learned theory into real projects, and that too across several industries. Strategic Project Management (SPM) (also called Enterprise Project Management by some) has been defined by Callahan & Brooks (2004) as “the use of the appropriate project management knowledge, skills, tools and techniques in the context of the companies goals and objectives so that the project deliverables will contribute to company value in.

What other conditions must exist?4. How do we get there?This fresh approach begins with clearly understanding the what and why of aproject - comprehending the bigger picture goals that are often given only lip serviceor cursory reviews. The second and third questions clarify success measures and identifythe risky assumptions that can later cause pain if not spotted early. The how questions- what are the activities, budgets, and schedules - comes last in our four-questionsystem.

By contrast, most project approaches prematurely concentrate on the how withoutfirst adequately addressing the three other questions. These four questions guidereaders into fleshing out a simple, yet sophisticated, mental workbench called 'theLogical Framework' - a Systems Thinking paradigm that lays out one's own project strategyin an easily accessible, interactive 4x4 matrix. The inclusion of memorable featuresand concepts (four critical questions, LogFrame matrix, If-then thinking, and ImplementationEquation) make this book unique. TERRY SCHMIDT is a certified PMP and internationally known management consultantwho helps organizations become more strategic, productive, and profitable. He hasmore than thirty years of experience as an executive, educator, and strategy coachin thirty-four countries. The founder of www.ManagementPro.com, he teaches strategicproject management at the UCLA Technical Management Program and at the Universityof Wisconsin, and teaches team-building at the MIT Professional Institute.

He is affiliatedwith the Haines Centre, a global alliance of master consultants in over twenty countries.Terry is a lifelong learner with a BS in aerospace engineering from the Universityof Washington and an MBA from Harvard.For more on Terry and Strategic ProjectManagement Made Simple, visit www.managementpro.com.

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Ready Made

Start a 30-day free trial. After trial: 39.99 kr p/m. ReviewsJaznille france★★★★★1 April 2016This is a great book in project planning and management.MBAH WEREWUM★★★★★25 November 2014This book is highly equipped with the necessary skills and knowledge needed for any aspiring project manager. It is very enriching.Nigus Tadesse★★★★★22 October 2014It is very helpful, user friendly and self-explanatory.fraidoon stana★★★★★4 August 2014Excellent with good examples and practical aspects.Artjoms Spiridonovs★★★★★20 March 2014A good example of a simple and quite professional look at project management.More.

PrefaceSearching in any library for books on project management will definitely lead to success. Much seems to have been written about how to manage a project successfully.

But why do most projects in real life still fail or end up exceeding the originally agreed upon budget, time or resources? The answer is quite easy: The project simply does not exist. Every project and as a consequence every project manager has to deal with different targets, different environments and, last but not least, with different people. Therefore, only the Know-how and the Do-how will transform a project manager into an excellent project manager.This book is based upon the global project management experiences I gained in different positions, especially with international management consulting companies and working as a member and chairman of executive boards.

I now have the pleasure to share my knowledge and gain new experiences (not only in project management) as a professor with eager and enthusiastic students.Every project manager will develop his or her own management style in their career. Due to the constraints in the number of pages of this book I have limited the examples and case studies to an absolute minimum. Also the so-called “soft-skills” of project management could not be discussed in detail.This book should provide the interested reader with an overview of the methods and tools which have been proven successful for project managers. Everybody who would like to have an extended reading about some chapters should refer to the endnotes, where additional references are listed.If you have any comments, please do not hesitate to contact me at olafpassenheim@web.de.Have fun reading the book and implementing some techniques in your next projects.April 2009Prof. Olaf Passenheim. Project Management1.1 Introduction1.2 Project Management and Process Management1.3 Conceptual Framework2.

Project Organisations2.1 Introduction2.2 Project Organisation and Responsibilities2.3 Organisational Models2.4 Choosing the Project Organisation2.5 Conclusion3. Project Scope and Estimation of Times and Cost3.1 Introduction3.2 Project Kick-Off Meeting3.3 Project Scope Management3.4 Activity Resource Estimating3.5 Project Time Management3.6 Estimation of Project Cost3.7 Conclusion4.

Project Plan4.1 Introduction4.2 Developing a Project Network Plan4.3 Activity-On-Node Network Techniques4.4 Time Calculations4.5 Conclusion5. Progress and Performance Measurement5.1 Introduction5.2 The Project Control Process5.3 Performance Indicators5.4 Project Monitoring, Evaluation and Control5.5 Conclusion6. Risk Management6.1 Introduction6.2 Risk Management6.3 Risk Identification6.4 Risk Analysis6.5 Risk Response6.6 Risk Control6.7 Conclusion7. Documentation, Audit, Termination and Closure7.1 Introduction7.2 Documentation7.3 Audit7.4 Project Termination7.5 Project Closure7.6 Conclusion8.

Final Remarks and further ReadingsEndnotes.