Syndetics cover image
Image from Syndetics

Successful Project Management [electronic resource] : A Step-by-Step Approach with Practical Examples

By: Contributor(s): Material type: Computer fileComputer filePublisher number: 9780471680321Publication details: Hoboken : John Wiley & Sons, 2011.Edition: 4th edISBN:
  • 9781118276914
Subject(s): Genre/Form: Additional physical formats: No title; Print version:: Successful Project Management : A Step-by-Step Approach with Practical ExamplesDDC classification:
  • 658.404 658.404
LOC classification:
  • HD69.P75
Online resources:
Contents:
Successful Project Management; Contents; Preface; About the Authors; 1: Projects, Project Management, and Program Management; PROJECTS ARE A TYPE OF WORK; PROJECTS DISTINGUISHED FROM TASKS AND FROM PROCESSES; PROGRAMS ARE COLLECTIONS OF PROJECTS; PROJECT MANAGEMENT MATURITY; INTEGRATED PROJECT MANAGEMENT; THE PROJECT MANAGEMENT ''HAT'' IS DIFFERENT FROM THE TECHNICAL OR PRODUCT MANAGEMENT ''HAT''; EFFECTIVE PROJECT MANAGERS MANAGE EXPECTATIONS OF STAKEHOLDERS; A ROADMAP OF FIVE IMPORTANT PROGRAM MANAGEMENT FUNCTIONS; HIGHLIGHTS; Part 1: Defining the Goals of a Project
2: Linking the Project to the ProductSTRATEGIC ALIGNMENT OF PROJECTS; THE PROJECT LIFE CYCLE AND THE PRODUCT LIFE CYCLE; PROJECT COMPLETION INCLUDES DELIVERING A RESULT THAT MEETS THE REQUIREMENTS; THE DELIVERING ORGANIZATION AND THE CONSUMING ORGANIZATION; ALL PROJECTS INVOLVE AGREEMENTS; GOOD BOUNDARIES; TAKING ACTION; HIGHLIGHTS; 3: Balancing Competing Demands with the Triple Constraint; MANY WAYS TO MEASURE PROJECT PERFORMANCE; THE TRIPLE CONSTRAINT; A MODEL TO HELP EVALUATE COMPETING DEMANDS; ADJUSTING THE BASELINE FOR RISK
APPLYING PROJECT PLANS DURING EXECUTIONPROJECT PLANNING IS AN INVESTMENT, NOT AN EXPENSE; HIGHLIGHTS; 6: The Work BreakdownStructure; THE WORK BREAKDOWN STRUCTURE; THE WORK PACKAGE AND THE WBS DICTIONARY; TOP-DOWN PLANNING APPROACH FOR DEVELOPING THE WBS; ORGANIZING THE WBS FOR COMPLETENESS AND CONTROL; BOTTOM-UP PLANNING APPROACH FOR DEVELOPING THE WBS; VALIDATING THE WORK SCOPE; WORK SCOPE IS FUNDAMENTAL TO PROJECT INTEGRATION; HIGHLIGHTS; 7: Scheduling; OVERVIEW OF SCHEDULING FORMATS; BAR CHARTS; MILESTONES; NETWORK DIAGRAMS; THE NETWORK LOGIC DIAGRAM; WHY USE A NETWORK DIAGRAM?
BUILDING A CULTURE FOR GOOD DECISION MAKING
COMPUTER SOFTWAREHELPFUL HINTS; TYPICAL PROBLEMS; HIGHLIGHTS; 8: Time Estimating andCompressing the Schedule; TYPES OF TIME ESTIMATES; EARLIEST AND LATEST START AND FINISH TIMES; TYPICAL PROBLEMS; HIGHLIGHTS; 9: Cost Estimatingand Budgeting; RESOURCE PLANNING; COST ESTIMATING; PROJECT COST SYSTEM; BUDGETING COST; COMPUTER SOFTWARE; TYPICAL PROBLEMS; HIGHLIGHTS; 10: The Impact ofLimited Resources; RESOURCES; COMPUTER SOFTWARE; TIME-VERSUS-COST TRADEOFF; TYPICAL PROBLEMS; HIGHLIGHTS; 11: Project Risk andIssues Management; TEN STEPS FOR TEAM-BASED RISK MANAGEMENT
HOW THE TRIPLE CONSTRAINT HELPS TO EXPLAIN THREE COMMON TRADEOFFSTHE TRIPLE CONSTRAINT DURING CONTROL; OTHER EXAMPLES OF BALANCING COMPETING DEMANDS: FINANCIAL MANAGEMENT; PROJECT MANAGEMENT AS A DECISION-MAKING PROCESS; HIGHLIGHTS; 4: Contracts, Negotiations,and Proposals; CONTRACTS; NEGOTIATING THE CONTRACT; PROPOSALS: A SPECIAL KIND OF PROJECT; THE PROPOSAL PROCESS; TYPICAL PROBLEMS; INTERNATIONAL PROJECTS; HIGHLIGHTS; Part 2: Planning a Project; 5: Planning the Project; INTEGRATED PROJECT PLANNING; USING COMPUTER SOFTWARE DURING PROJECT PLANNING; ''THE PLAN''
Summary: The Fourth Edition of this internationally bestseller details the quick and easy way to master the basics of project management. Using a lively, conversational style, project management gurus Mickey Rosenau and Gregory Githens equip readers with fundamental principles and ""tested-in-the-trenches"" techniques for managing projects in any type of organization. They arm readers with easy-to-use tools for resolving any technical, mechanical, or personnel problem that may arise over the course of a project and break project management down into twenty-two chronological steps. Extensively re
Holdings
Item type Home library Call number Status Date due Barcode Item holds
Electronic Resource Electronic Resource UH Online Library Ebooks Not for loan
Total holds: 0

Enhanced descriptions from Syndetics:

Description based upon print version of record.

Successful Project Management; Contents; Preface; About the Authors; 1: Projects, Project Management, and Program Management; PROJECTS ARE A TYPE OF WORK; PROJECTS DISTINGUISHED FROM TASKS AND FROM PROCESSES; PROGRAMS ARE COLLECTIONS OF PROJECTS; PROJECT MANAGEMENT MATURITY; INTEGRATED PROJECT MANAGEMENT; THE PROJECT MANAGEMENT ''HAT'' IS DIFFERENT FROM THE TECHNICAL OR PRODUCT MANAGEMENT ''HAT''; EFFECTIVE PROJECT MANAGERS MANAGE EXPECTATIONS OF STAKEHOLDERS; A ROADMAP OF FIVE IMPORTANT PROGRAM MANAGEMENT FUNCTIONS; HIGHLIGHTS; Part 1: Defining the Goals of a Project

2: Linking the Project to the ProductSTRATEGIC ALIGNMENT OF PROJECTS; THE PROJECT LIFE CYCLE AND THE PRODUCT LIFE CYCLE; PROJECT COMPLETION INCLUDES DELIVERING A RESULT THAT MEETS THE REQUIREMENTS; THE DELIVERING ORGANIZATION AND THE CONSUMING ORGANIZATION; ALL PROJECTS INVOLVE AGREEMENTS; GOOD BOUNDARIES; TAKING ACTION; HIGHLIGHTS; 3: Balancing Competing Demands with the Triple Constraint; MANY WAYS TO MEASURE PROJECT PERFORMANCE; THE TRIPLE CONSTRAINT; A MODEL TO HELP EVALUATE COMPETING DEMANDS; ADJUSTING THE BASELINE FOR RISK

APPLYING PROJECT PLANS DURING EXECUTIONPROJECT PLANNING IS AN INVESTMENT, NOT AN EXPENSE; HIGHLIGHTS; 6: The Work BreakdownStructure; THE WORK BREAKDOWN STRUCTURE; THE WORK PACKAGE AND THE WBS DICTIONARY; TOP-DOWN PLANNING APPROACH FOR DEVELOPING THE WBS; ORGANIZING THE WBS FOR COMPLETENESS AND CONTROL; BOTTOM-UP PLANNING APPROACH FOR DEVELOPING THE WBS; VALIDATING THE WORK SCOPE; WORK SCOPE IS FUNDAMENTAL TO PROJECT INTEGRATION; HIGHLIGHTS; 7: Scheduling; OVERVIEW OF SCHEDULING FORMATS; BAR CHARTS; MILESTONES; NETWORK DIAGRAMS; THE NETWORK LOGIC DIAGRAM; WHY USE A NETWORK DIAGRAM?

BUILDING A CULTURE FOR GOOD DECISION MAKING

COMPUTER SOFTWAREHELPFUL HINTS; TYPICAL PROBLEMS; HIGHLIGHTS; 8: Time Estimating andCompressing the Schedule; TYPES OF TIME ESTIMATES; EARLIEST AND LATEST START AND FINISH TIMES; TYPICAL PROBLEMS; HIGHLIGHTS; 9: Cost Estimatingand Budgeting; RESOURCE PLANNING; COST ESTIMATING; PROJECT COST SYSTEM; BUDGETING COST; COMPUTER SOFTWARE; TYPICAL PROBLEMS; HIGHLIGHTS; 10: The Impact ofLimited Resources; RESOURCES; COMPUTER SOFTWARE; TIME-VERSUS-COST TRADEOFF; TYPICAL PROBLEMS; HIGHLIGHTS; 11: Project Risk andIssues Management; TEN STEPS FOR TEAM-BASED RISK MANAGEMENT

HOW THE TRIPLE CONSTRAINT HELPS TO EXPLAIN THREE COMMON TRADEOFFSTHE TRIPLE CONSTRAINT DURING CONTROL; OTHER EXAMPLES OF BALANCING COMPETING DEMANDS: FINANCIAL MANAGEMENT; PROJECT MANAGEMENT AS A DECISION-MAKING PROCESS; HIGHLIGHTS; 4: Contracts, Negotiations,and Proposals; CONTRACTS; NEGOTIATING THE CONTRACT; PROPOSALS: A SPECIAL KIND OF PROJECT; THE PROPOSAL PROCESS; TYPICAL PROBLEMS; INTERNATIONAL PROJECTS; HIGHLIGHTS; Part 2: Planning a Project; 5: Planning the Project; INTEGRATED PROJECT PLANNING; USING COMPUTER SOFTWARE DURING PROJECT PLANNING; ''THE PLAN''

The Fourth Edition of this internationally bestseller details the quick and easy way to master the basics of project management. Using a lively, conversational style, project management gurus Mickey Rosenau and Gregory Githens equip readers with fundamental principles and ""tested-in-the-trenches"" techniques for managing projects in any type of organization. They arm readers with easy-to-use tools for resolving any technical, mechanical, or personnel problem that may arise over the course of a project and break project management down into twenty-two chronological steps. Extensively re