Managing projects in human resources, training and development

Shipment of my order was really fast which was a major plus for me because I needed the book for an online class. The book came in mint condition as stated and I was very pleased. Thanks Title......Page 2 Copyright......Page 3 Contents......Page 4 Figures and tables......Page 8 Acknowledgements......Page 9 Introduction......Page 10 How to use this book......Page 11 Overview of chapters......Page 12 Projects and change......Page 16 Features of a project......Page 17 Aims......Page 19 Setting clear objectives......Page 20 Key dimensions of a project......Page 21 People in projects......Page 23 Projects in HR, training and development......Page 24 Outcomes and multiple outcomes......Page 25 Achieving outcomes......Page 26 2 Scoping the project......Page 28 Why scope a project?......Page 29 The life of a project......Page 30 Does this project meet a need?......Page 38 Describing needs......Page 40 Have we considered all the options?......Page 41 Option appraisal......Page 43 Opportunities and threats......Page 44 Is this project feasible?......Page 45 Should we do a pilot study?......Page 48 Is the benefit worth the cost?......Page 50 Working with the sponsor......Page 54 Will the project be supported?......Page 56 Stakeholder mapping......Page 58 Working with your stakeholders......Page 61 Creating the project brief......Page 63 Structure of the project brief......Page 65 Risk and contingency planning......Page 68 Preparing to manage risks......Page 70 Risk assessment and impact analysis......Page 72 Strategies for dealing with risk......Page 73 A contingency plan......Page 74 A framework for managing risk......Page 75 Influencing stakeholders......Page 76 6 Outline planning......Page 80 Where do you start?......Page 81 Developing a project plan......Page 83 Using a logic diagram......Page 84 Identifying deliverables......Page 88 Estimating time......Page 94 Work breakdown structure......Page 95 Staff costs......Page 99 Avoiding abusive practices......Page 100 Equipment costs......Page 102 Materials costs......Page 103 Who should estimate?......Page 104 Planning for quality......Page 105 Timing and sequence......Page 106 Drawing up a Gantt chart......Page 107 Using computer programs to plan and schedule......Page 108 Identifying the critical path......Page 109 Drawing up the implementation plan......Page 116 Team structure......Page 117 Planning team responsibilities......Page 119 Making it happen......Page 120 Managing project activities during implementation......Page 121 Keeping an overview......Page 123 10 Monitoring and control......Page 126 Monitoring......Page 127 Milestones......Page 130 Maintaining balance......Page 131 Controlling change......Page 133 Communications in a project......Page 134 Why is good communication needed?......Page 136 How can communication be provided?......Page 137 Managing the flow of information......Page 138 Providing information for those who need it......Page 139 Where is information needed?......Page 144 Access to information and confidentiality......Page 145 What might hinder communication?......Page 146 The nature of leadership......Page 148 Leadership in a project......Page 149 Power in leadership of projects......Page 150 Expert power......Page 151 Style in leadership of projects......Page 152 Leadership roles in a project......Page 153 Motivation and teamworking......Page 155 Team development......Page 156 Managing yourself......Page 159 Preparing for good performance......Page 160 Managing performance of teams in a project......Page 162 Managing relationships and conflict......Page 163 Ensuring that the team have the necessary skills and experience......Page 166 Developing collaboration......Page 168 Dealing with poor performance......Page 169 14 Completing the project......Page 172 Handover and delivery......Page 173 Planning for a successful conclusion......Page 175 Closing the project......Page 176 Closure checklists......Page 177 Dismantling the team......Page 178 Project drift......Page 179 15 Evaluating the project......Page 182 Evaluation during a project......Page 183 Evaluation at the end of a project......Page 184 Designing a formal evaluation......Page 185 Planning an evaluation......Page 186 Analysing and reporting the results......Page 190 Follow-up to the report......Page 191 Writing a project report......Page 192 Characteristics of a good report......Page 194 Style, structure and format......Page 195 To link learning about theory and practice......Page 197 To enable learners to make a useful workplace contribution related to their studies......Page 198 Making effective presentations......Page 199 Understanding your audience......Page 200 Who is in your audience?......Page 201 Purpose and content......Page 202 Delivery......Page 204 Organizational learning about management of projects......Page 208 Coach and supervise......Page 211 Individual development from a project......Page 213 Management development through leading a project......Page 214 References......Page 218 Index......Page 220 What is a project? Projects and change Features of a project Aims Setting clear objectives Key dimensions of a project People in projects Projects in HR, training and development Outcomes and multiple outcomes Achieving outcomes Scoping the project Why scope a project? The life of a project Questions, evidence and decisions Does this project meet a need? Does it help to achieve organizational goals? Have we considered all the options? Option appraisal Cost effectiveness Opportunities and threats Is this project feasible? Should we do a pilot study? Is the benefit worth the cost? Defining the project Working with the sponsor Will the project be supported? Stakeholder mapping Working with your stakeholders Creating the project brief Structure of the project brief Managing risk Risk and contingency planning Preparing to manage risks Risk assessment and impact analysis Strategies for dealing with risk A contingency plan A framework for managing risk Influencing stakeholders Outline planning Where do you start? Developing a project plan Using a logic diagram Identifying deliverables Estimating time and costs Estimating time Work breakdown structure Staff costs Avoiding abusive practices Equipment costs Materials costs Estimating revenues and intangible benefits Who should estimate? Planning for quality Scheduling Timing and sequence Drawing up a Gantt chart Using computer programs to plan and schedule Identifying the critical path Implementing the project Drawing up the implementation plan Team structure Planning team responsibilities Making it happen Resourcing Managing project activities during implementation Keeping an overview Monitoring and control Monitoring Milestones Maintaining balance Controlling change Communications Communications in a project Why is good communication needed? How can communication be provided? Managing the flow of information Providing information for those who need it Where is information needed? Access to information and confidentiality What might hinder communication Leadership and teamworking The nature of leadership Leadership in a project Power in leadership of projects Style in leadership of projects Leadership roles in a project Motivation and teamworking Team development Managing yourself Managing people and performance Preparing for good performance Managing performance of teams in a project Managing relationships and conflict Making requirements explicit Ensuring that the team have the necessary skills and experience Developing collaboration Dealing with poor performance Completing the project Handover and delivery Delivering with style Planning for a successful conclusion Closing the project Closure checklists Dismantling the team Project drift Evaluating the project Evaluation during a project Evaluation at the end of a project Designing a formal evaluation Planning an evaluation Analysing and reporting the results Follow-up to the report Reporting the project Writing a project report Characteristics of a good report Style, structure and format Reporting the project to gain an academic or professional award Making effective presentations Understanding your audience Who is in your audience? Purpose and content Delivery Learning from the project Organizational learning about management of projects Sharing learning from a project Individual development from a project Management development through leading a project. Managing projects in HR, Training and Development is an essential handbook for both operational staff and senior human resource managers and covers all aspects of project management. The book examines how to carry out an effective project intended to make an improvement in a context where human resources, training and development are central concerns. This includes workplaces, universities, colleges, training and development organizations. The book introduces a framework of techniques and processes that provide practical tools and approaches and there are numerous examples that demonstrate how these tools can be used and applied to achieve change and improvement. Each chapter discusses an aspect of project management and includes examples drawn from human resource, training and development settings. Techniques are introduced and applied to examples and there are 'pauses for thought' to encourage the reader to think ideas through. The book also puts an emphasis on structured learning from experience and critical reflection. This practical and thoughtful approach provides an ideal guide for anyone who takes responsibility for leading, managing, supervising or contributing to a project in this area of work. People are often expected to manage projects as part of their day-to-day work but few receive special training to help them to take on this task. Managing Projects in Human Resources, Training and Development is an essential handbook for both operational staff and senior human resource managers requiring information and guidance on all aspects of project management. Working through a framework of techniques and processes, this book provides the practical tools and approaches required for successful project management. It is packed with case studies, figures and diagrams. Examples drawn from human resources, training and development settings are used throughout the book, making it a practical and thoughtful guide for anyone taking responsibility for leading, managing or contributing to a project in this area of work.

* Aimed at staff at operational level or managers new to project management

In a practical and sequential approach to project management in developmental situations, the author introduces a framework of techniques and processes and numerous examples that demonstrate how these tools can be applied.