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 7, Planning When It Has to be Different, focuses on projects in which innovation and creativity are core goals. Such projects must involve more freedom, as well as tolerance for failure that requires different forms of management and collaboration, but nonetheless need a thoughtful planning approach to be successful. This chapter provides some methods for doing so.

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