Paul B. Williams - Getting a Project Done on Time: Managing People, Time, and Results

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Page iii Getting a Project Done On Time Managing People, Time, and Results Paul B. Williams American Management Association New York Atlanta Boston Chicago Kansas City San Francisco Washington, D.C. Brussels Mexico City Tokyo Toronto Page iv This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Williams, Paul B., 1948 Getting a project done on time: managing people, time, and results / Paul B. Williams. p. cm. Includes index. ISBN 0-8144-0284-4 1. Time management. 2. Industrial project management. I. Title. HD69.T54W544 1996 658.4'093dc2095-26228 CIP 1996 Paul B. Williams All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5 4

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title	:	Getting a Project Done On Time : Managing People, Time, and Results
author	:	Williams, Paul B.
publisher	:	AMACOM Books
isbn10 | asin	:	0814402844
print isbn13	:	9780814402849
ebook isbn13	:	9780585026022
language	:	English
subject	Time management, Industrial project management.
publication date	:	1996
lcc	:	HD69.T54W544 1996eb
ddc	:	658.4/093
subject	:	Time management, Industrial project management.

Page v To Howard & Edna For not giving up trying for a daughter after four sons To Brian, Emily & Dylan For their convincing demonstration that love is an instinct To Liz For life

Page vii Contents Preface ix Acknowledgments xv Chapter 1 Fact Finding 1 Chapter 2 Getting Help From Other People 19 Chapter 3 Planning and Charting Projects 41 Chapter 4 Reviewing the Project Plan With the Prime Mover 73 Chapter 5 So Much to Do, So Little Time 89 Chapter 6 Influencing Participants 111 Chapter 7 Presenting Project Results 131 Chapter 8 Managing People and Projects: The Psychology of Project Shelving 153 Index 163

Page ix Preface The Top Ten Reasons to Read This Book 10. Organizations that are willing to allow hastily planned, poorly led projects weaken themselves and endanger employees by wasting precious resources. 9. Organizations that are flattening (e.g., through reengineering, downsizing, or rightsizing) will depend on projects and project leaders to get work done that was once handled by departments. 8. With rare exceptions, project prime movers believe that project meltdowns are the result of weak project leadership. 7. More than one lumpy project leadership performance can give you a reputation that will repel future project participants.

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