個案資料

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 1, Planning a Project, introduces two fundamental models: one to establish the strategic aspects of a project plan-the project mission-the second, the tactical concerns. It also set outs a structure for a plan that reflects the different levels of volatility. In doing so, it provides an overview of the book, defines many of the key terms used in the book, introduces the Project Mission Model, and identifies the key steps involved in planning.

• Project management
• Service system design
• Strategic planning
• Software development and engineering
• Corporate strategy