Effective project management traditional, agile, extreme
Expert guidance on ensuring project success-the latest edition! Many projects fail to deliver on time and within budget, and often-poor project management is to blame. If you're a project manager, the newest edition of this expert and top-selling book will help you avoid the pitfalls and manage...
| Autor principal: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Indianapolis, IN :
Wiley
c2012.
|
| Edición: | 6th ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627924406719 |
Tabla de Contenidos:
- Effective Project Management; Variation in Duration: Common Cause versus Special Cause; Integrating a PMLC Model into the Agile Project Portfolio Management Process; Measuring Project Management Process and Practice Maturity; About the Author; Credits; Acknowledgments; Contents at a Glance; Contents; Preface; Introduction; Part I Defining and Using Project Management Process Groups; Chapter 1 What Is a Project?; Defining a Project; Sequence of Activities; Unique Activities; Complex Activities; Connected Activities; One Goal; Specified Time; Within Budget; According to Specification
- A Business-focused Definition of a ProjectDefining a Program; Establishing Temporary Program Offices; Establishing Permanent Program Offices; Defining a Portfolio; Understanding the Scope Triangle; Scope; Quality; Cost; Time; Resources; Envisioning the Scope Triangle as a System in Balance; Prioritizing the Scope Triangle Variables for Improved Change Management; Applying the Scope Triangle; Managing the Creeps; Scope Creep; Hope Creep; Effort Creep; Feature Creep; The Importance of Classifying Projects; Establishing a Rule for Classifying Projects; Classification by Project Characteristics
- Classification by Project ApplicationPutting It All Together; Discussion Questions; Chapter 2 What Is Project Management?; Understanding the Fundamentals of Project Management; What Business Situation Is Being Addressed by This Project?; What Do You Need to Do?; What Will You Do?; How Will You Do It?; How Will You Know You Did It?; How Well Did You Do?; What Are Requirements - Really?; Introducing Project Management Life Cycles; Goal and Solution Clarity; Traditional Project Management Approaches; Agile Project Management Approaches; Extreme Project Management Approach
- Emertxe Project Management Life Cycle ModelRecap of PMLC Models; Choosing the Best-Fit PMLC Model; Total Cost; Duration; Market Stability; Technology; Business Climate; Number of Departments Affected; Organizational Environment; Team Skills and Competencies; Putting It All Together; Discussion Questions; Chapter 3 Understanding the Project Management Process Groups; Defining the Five Process Groups; The Scoping Process Group; The Planning Process Group; The Launching Process Group; The Monitoring and Controlling Process Group; The Closing Process Group; Defining the Nine Knowledge Areas
- Integration ManagementScope Management; Time Management; Cost Management; Quality Management; Human Resource Management; Communications Management; Risk Management; Procurement Management; Mapping Knowledge Areas to Process Groups; What the Mapping Means; How to Use the Mapping; Using Process Groups to Define PMLCs; A Look Ahead: Mapping Process Groups to Form Complex PMLCs; Putting It All Together; Discussion Questions; Chapter 4 How to Scope a TPM Project; Using Tools, Templates, and Processes to Scope a Project; Managing Client Expectations; Wants versus Needs; Project Scoping Process
- The Project Scoping Meeting
