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Project management

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Abstract

Managing the volume of reorganisation, innovation and challenge that NHS senior managers confront, inevitably involves them in meeting situations, and being called to make decisions, for areas in which there is little precedent or established practice. For these areas it is unlikely that outcomes can be reliably forecast.

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References

  1. 1.
    Barnes, M. (1992) How to manage projects. Intercity Magazine, June.Google Scholar
  2. 2.
    Learmonth & Burchett (1990) NHS Prince Course. Google Scholar
  3. 3.
    National Audit Office (1990) Managing Computer Projects in the NHS, November.Google Scholar
  4. 4.
    MORI Health Research Unit (1993) Survey of IM & T Strategy for England, December.Google Scholar
  5. 5.
    Anon (1990) Project Management for All, PC Magazine, September.Google Scholar
  6. 6.
    NHS Management Executive (1993) Benefits Management. HMSO, London.Google Scholar
  7. 7.
    NHS Management Executive (1992) Information Management and Technology Strategy for England. HMSO, London.Google Scholar

Further Reading

  1. Baguley, P. (1995) Managing Successful Projects. Pitman.Google Scholar
  2. Bentley, C. (1992) Introducing PRINCE. NCC Blackwell.Google Scholar
  3. Boddy, D., Buchanan, D. Take the Lead (interpersonal skills for Project Managers). Prentice Hall.Google Scholar
  4. Brown, M. (1992) Successful Project Management in a Week. Headway: Hodder & Stoughton.Google Scholar
  5. Burton, C, Michael, N. (1992) A Practical Guide to Project Management. Kogan Page.Google Scholar
  6. Duhig Berry Limited PRINCE in the Customer and Supplier Context. NCC Blackwell.Google Scholar
  7. Geddes, M., Hastings, C. Briner, W. (1990) Project Leadership. Gower.Google Scholar
  8. Hammond, J. (1990) The Human Side of Project Management. Project Management Today, November /December.Google Scholar
  9. Harrison, F. L. (1992) Advanced Project Management. 3rd edn. Gower.Google Scholar
  10. Harvard Business School (1991) Project Management. Harvard Business Reviews, USA.Google Scholar
  11. Ivy Business Training Software plc. (1994) An Introduction to Project Management. (Diskette/Book). Ivy.Google Scholar
  12. Johnson, A. L. (1992) The Superproject Expert. I/O Press.Google Scholar
  13. Kliem, R. L., Ludin, L S. (1993) The People Side of Project Management. Gower.Google Scholar
  14. Lashbrooke, G. (1991) A Project Managers Handbook. Kogan Page.Google Scholar
  15. Lock, D. (1990) Project Planner. Gower.Google Scholar
  16. Lock, D. (ed.) (1992) Project Management. 5th edn. Gower.Google Scholar
  17. Lock, D. (ed.) (1994) Handbook of Project Management, 2nd edn. Gower.Google Scholar
  18. Lock, D. (1996) The Essentials of Project Management. Gower.Google Scholar
  19. Lockyer, K., Gordon, J. (1996) Project Management and Project Network Techniques. Pitman.Google Scholar
  20. Lovejoy, S. (1993) A Systematic Approach to Getting Results. Gower.Google Scholar
  21. NHS Management Executive (1993) Practical Guide to Project Initiation. HMSO, London.Google Scholar
  22. Young, T. (1993) Planning Projects Industrial Society.Google Scholar

Copyright information

© Springer Science+Business Media Dordrecht 1998

Authors and Affiliations

  1. 1.Centre for Health Planning and ManagementKeele UniversityStaffordshireUK
  2. 2.Mary Sheridan Centre for Child HealthKing’s College School of Medicine and Dentistry, LondonLondonUK
  3. 3.PHLS Communicable Disease Surveillance CentreLondonUK

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