By Dennis J. Cohen
Undertaking managers are not any longer judged by way of the technical good fortune in their initiatives by myself. they're additionally held responsible for their contributions to the company's monetary objectives. but so much undertaking managers do not need the company wisdom essential to make project-based judgements that result in bottom-line luck. during this ebook, Dennis Cohen and Robert Graham, either former college professors and skilled venture administration experts, give you the abilities that, beforehand, may perhaps basically be won via a graduate measure and years of hands-on experience.Cohen and Graham stroll venture managers via uncomplicated company ideas resembling worth construction, accounting and finance, approach, and advertising. They attach those techniques to the choices venture managers face on a daily basis. they usually make it effortless to use the ensuing recommendations at the activity via a distinct company structures calculator. Readers can use the net calculator along side the booklet to appreciate how assorted undertaking variables impact enterprise results, to figure out the final impression of proposed undertaking adjustments, and to guage the industrial result of many choices they make.Cohen and Graham's rules observe both to tasks in company, non-profit, and executive companies. and every one is illustrated via case reviews drawn from a number of industries, together with prescription drugs, the expertise area, even the winemaking enterprise. even if the mandate is to get new items to marketplace, enhance the infrastructure, or higher serve buyers and consumers, this e-book teaches venture managers tips on how to make day by day judgements from an upper-management point of view. And it presents a blueprint for making plans and pitching strength initiatives that demonstrates a better point of commercial savvy.
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Additional resources for The Project Manager's MBA: How to Translate Project Decisions into Business Success
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25 26 The Project Manager’s MBA you can answer yes to all but the last question, you will benefit from skimming the chapter and reading the sections that relate the financial concepts specifically to projects. If you answered no to every question and perhaps also had difficulty understanding the questions themselves, we suggest that you read this chapter and also look at a basic learning resource on finance and accounting. ) This chapter is about basic accounting and finance for companies and projects.
Barry used part of the cash to buy computers and the other equipment needed to develop and copy the program. He also found a great deal on a small office condo. It was being auctioned in a sheriff ’s sale, and he bought it as a space for setting up the business. He also used part of the cash to pay the wages of an assistant programmer who would help him develop the system. Once the product was ready, the assistant also helped produce copies, take orders, and ship the finished product. DDI took orders through the mail from individual hobbyists.
However, entrepreneurs run their businesses from a business plan. And project managers should do the same thing. Most companies that use business case analysis have their own processes and methods. However, the Appendix to this book offers a generic outline for constructing a business case. The case becomes a business plan with the addition of more detail. This requires additional analysis and testing of all the assumptions in the case as well as learning more about the market. Once completed, the business plan becomes a powerful guide for making project decisions that enhance shareholder value and for conducting an evaluation at the end of the project outcome lifecycle.