By Rudy Kor

This booklet is aimed toward those who find themselves inquisitive about, or are approximately to get involved in, a undertaking or programme. in the event you consider your undertaking and programme administration competences will be superior, "59 Checklists for undertaking and Programme Managers" will absolutely provide you with worthwhile feedback. the sensible strategy taken via Rudy Kor and Gert Wijnen makes this a simple e-book to dip into in the event you need to know what to do in a selected state of affairs. The booklet covers a variety of themes, together with: selecting the right technique, establishing for initiatives and programmes, crew administration, beginning and executing tasks, and programme administration. for every subject, the ebook offers a sequence of checklists to steer you thru crucial points of every topic. With such hands-on recommendation from stated specialists so simply to be had, this can be a e-book which no undertaking or programme supervisor could be with out. The record procedure presents readers with instruments and methods for this actual approach of operating and may permit new or skilled workforce individuals to devise, begin, run and bring regardless of the output their businesses' programme or initiatives require.

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

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Which structure is most suitable for which situation? The dependent structure is the most suitable if what is most important is that the permanent organisation accepts the outcome of the project or programme and is not interested in managing it directly. Resources such as budgets are difficult to trace back to the assignment as they are shown as internal posts within the accounting systems of the individual departments. This means that the project or programme manager has no influence over the costs or budgets, as it is the department bosses who decide on expenditure.

59 CHECKLISTS FOR PROJECT AND PROGRAMME MANAGERS How to deal with tensions between the two types of organisations: • Anticipate the differences and tensions between the organisations and their staff (for example different objectives, cultures, systems) before they happen. • Find out what the most significant differences are. • Deal with these differences by: – compensating for them; – ignoring them; – changing the organisation (structure, systems). • Gear the organisation of the project or programme to best exploit the structure of the permanent organisation(s) on the one hand, and the interests of the assignment on the other.

The work necessary to do this is of secondary importance. This speaks for itself, because if the deliverable that is aimed for is not clear, it is already a waste of time and effort making an inventory of the activities, let alone starting them. A project is a unique result or deliverable that has been collectively agreed in advance by the stakeholders and that must be realised with set means and through a unique combination of activities. The project method is made up of three linked processes: phasing, managing and decision making.

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