helps participants focus on the viability of the project in relation to objectives mentioned in the business case One of the strengths of PRINCE2 ® 7 Managing Successful Projects is its ability to bring the theory of project management in easily digestible form, whilst at the same time using lots of examples to make it extremely relevant. Scott Berkun (2008). Making Things Happen: Mastering Project Management (Theory in Practice). Sebastopol: O’Reilly Media Inc. 410. ISBN-13: 978-0596517717 Of course, not all projects have such powerful outcomes. But what they all have in common is being dynamic environments which bring change and uncertainty. As such, they not only need managers to get things done, but also a clear sense of direction. This remains true no matter what the size, scale or scope of the project in question.

Whenever we want to do something, build something, achieve something or go somewhere, we need to answer some questions: A Guide to the PMBoK (Project Management Institute) – Probably not one you’d take on your summer holiday, but definitely a reference bible for your bookshelf especially if you’re studying for the PMP exam. Quality (What? ) : all participants understand the quality attributes of the products to be delivered and then how the project management will ensure that these requirements are ultimately delivered.Project Management For Dummies (Stanley E. Portny) – In my experience the “For Dummies” books have always been a fantastic introduction to the chosen subject area. This 4th edition of the book principles of successful project management and shows you how to motivate any team to gain maximum productivity, including the latest trend of using social media within your project. detailed stage plan for the current management stage, aligned with the overall project plan timescales , produced before the start of that stage Manage by exception - tolerances are defined for each project objective, to set limits for delegat ing authority. Reports management products : provid e a snapshot of the status of certain aspects of the project. These are:

without fail and further delay project manager must seek approval to replace the project plan or stage plan for the current management stage with the exception plan

The current version of Managing Successful Projects with PRINCE2® will not be reprinted, apart from maybe the front cover. If you bought the 2017 version of the manual before the name change, you won’t need to buy another copy. The user is the person who is going to use the results or outcome of the project, or who will be impacted by the outcome of a project. For a book about project management, it is welcome to see elements of change management being incorporated into the main text. Usually when discussing project management, it often seems that change management is done by ‘someone else’ and is usually not seen as a project responsibility. Read on to find out more about it. If you want to learn about what has changed in PRINCE2 7 th edition then you should read PRINCE2 7 th Edition – What’s different? Introduction

PRINCE2 ® 7 Managing Successful Projects is a book that would benefit a wide range of readers, including: Project management practitioners Project Management Institute (2017). A Guide to the Project Management Body of Knowledge: PMBOK(R) Guide. Sixth Edition. Pennsylvania: Project Management Institute, Inc. 756. ISBN-13: 978-1628251845 provide a normal termination point at which acceptance of the project’s product is confirmed and accepted by the user groupSo, PRINCE2 is a method for managing projects. It helps you work out who to involve and what their responsibilities are. It gives you a set of processes to work through and explains what information to gather along the way. But PRINCE2 doesn't do the work for you. It cannot guarantee that your projects will be successful. Good projects, which deliver quality results, on-time within budget, depend on the quality of people involved. This includes everyone from Project Board down to individual team members. In today's projects, there are often different groups of people involved. They include the customer, one or more suppliers, and of course the user. In project management, scope means working out what the project should achieve and how to do it. That's not always easy with all these different groups involved.