TY  - BOOK
AU  - Ellis,George
TI  - Project management in product development: leadership skills and management techniques to deliver great products 
SN  - 9780128023228
AV  - MLCM 2020/47307 (H) 
U1  - 658.575 23
PY  - 2016///
CY  - Amsterdam
PB  - Elsevier
KW  - Project management
KW  - Leadership Skills
KW  - Project Management
KW  - Management Techniques
N1  - Minimal Level Cataloging Plus; Includes bibliographic references and indes; Table of Contents
Dedication
Preface
Acknowledgments
Part I. The Fundamentals
Introduction
Chapter 1 Introduction
Chapter 2 The Critical Path Method: Planning Phase
Chapter 3 The Critical Path Method: Execution Phase
Chapter 1. An Introduction to Project Management for Product Development
1.1. The Project: Flexibility, Communication, and Accountability
1.2. Project Management and Leadership
1.3. Product Development Projects
1.4. Why Organizations Need PMs
1.5. Do You Want to Be a PM?
1.6. Project Stakeholders
1.7. Certification
Chapter 2. The Critical Path Method: Planning Phase
2.1. Engineering Process Flow Charts
2.2. Critical Path Project Management: Process Overview
2.3. When you need help
Chapter 3. The Critical Path Method: Execution Phase
3.1. Working Alone and with One or Two Team Members
3.2. Leading Team Meetings
3.3. Representing the Team at Staff Reviews
3.4. Finishing the Project
Part II. Leadership Skills and Management Methods
Introduction
Chapter 4 Total Leadership for Project Managers
Chapter 5 Phase–Gate: Extending the Critical Path Method
Chapter 6 Critical Chain Project Management
Chapter 7 Lean Product Development
Chapter 8. Agile Scrum, Extreme Programming, and Scrumban
Chapter 4. Total Leadership for Project Managers
4.1. What Is Leadership?
4.2. Motivation and Inspiration
4.3. The Total Leadership Matrix
4.4. Leadership in Project Management
4.5. The Intersection of Transaction and Transformation
4.6. Communication Tools
4.7. Team Dispersion
4.8. Recommended Reading
Chapter 5. Phase–Gate: Extending the Critical Path Method
5.1. Overview of Phase–Gate Project Management
5.2. Creating a WBS for a Phase
5.3. Dealing with Schedule Issues
5.4. CPM Key Measures of Effectiveness (without Phase–Gate)
5.5. Summary
5.6. Leadership and Alternative Project Management Methods
5.7. Recommended Reading
Chapter 6. Critical Chain Project Management (CCPM)
6.1. An Overview of Critical Chain Project Management
6.2. The Theory of Constraints
6.3. Building a Critical Chain Project Plan
6.4. Execution and Human Behavior that Delay Projects
6.5. Tracking Progress with the Fever Chart
6.6. Full Kitting
6.7. CCPM for Project Portfolios
6.8. How Well Does CCPM Work?
6.9. Challenges to Adopting/Sustaining CCPM
6.10. CCPM Key Measures of Effectiveness
6.11. Summary
6.12. Recommended Reading
Chapter 7. Lean Product Development
7.1. An Introduction to Lean Thinking
7.2. Lean Product Development
7.3. Seven Lean Techniques for Product Development
7.4. Comparing LPD to Other Project Management Methods
7.5. LPD Key Measures of Effectiveness
7.6. Summary
7.7. Recommended Reading
Chapter 8. Agile Project Management: Scrum, Extreme Programming, and Scrumban
8.1. Introduction to Agile
8.2. Agile Scrum
8.3. eXtreme Programming
8.4. Scrumban
8.5. Barriers to Adoption of Scrum
8.6. Agile Key Measures of Effectiveness
8.7. Summary
8.8. Recommended Reading
Part III. Advanced Topics
Introduction
Chapter 9 Risks and Issues: Preparing for and Responding to the Unexpected
Chapter 10 Patents for Project Managers
Chapter 11 Reporting
Chapter 9. Risks and Issues: Preparing for and Responding to the Unexpected
9.1. Risk in Product Development Projects
9.2. Types of Issues and Risks
9.3. Preparation: Avoiding and Reducing Issues
9.4. Responding to Risk: Leading the Team through the Unexpected
9.5. Recommended Reading
Chapter 10. Patents for Project Managers
10.1. Introduction to Patents
10.2. Types of Intellectual Property
10.3. The Structure of a US Patent
10.4. Searching Patents
10.5. The Patenting Process
10.6. Resources
10.7. Recommended Reading
Chapter 11. Reporting
11.1. Management Presentation
11.2. Metrics
11.3. KPI: Metrics to Drive Improvement
11.4. Dashboard
11.5. Recommended Reading
Appendix A. Certifying Agencies for Project Managers
Appendix B. Sorting Problems People Express with Their Jobs
Glossary
Index
N2  - Project Management in Product Development: Leadership Skills and Management Techniques to Deliver Great Products is written for new and aspiring project managers in product development. Although texts on project management are common, the material presented here is unique, instead focusing on product development, a challenging segment of project management because of the high level of uncertainty, the need for a robust set of problem-solving techniques, and a demand for broad cross-functional teams.

The book also focuses on more than just project management techniques, including a thorough treatment of transformational and transactional leadership. Other topics covered include problem-solving techniques, development, and continuous improvement of processes required in product development, risk recognition and management, and proper communication with mangers and other stakeholders.

Finally, project management techniques used in product development are presented, including the critical path method, scrum and XP, and Kanban/lean project development, along with the strengths and weaknesses of each.
ER  -