Software extension to the PMBOK guide
The importance of computer software to the modern business world is undeniable. Organizations across all industries and geographies are dependent on data processing and electronic communication, and on the software that drives these capabilities. The management of software development projects, just...
| Autores Corporativos: | , |
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Newtown Square, Pennsylvania :
Project Management Institute
2013.
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| Edición: | Fifth edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628748006719 |
Tabla de Contenidos:
- Title Page; Copyright Page; Table of Contents; Foreword; Preface; 1 - Introduction; 1.1 - Purpose of the Software Extension to the PMBOK® Guide; 1.1.1 - Audience for the Software Extension to the PMBOK® Guide; 1.2 - What is a Project?; 1.2.1 - The Relationships among Portfolios, Programs, and Projects; 1.3 - What is Project Management?; 1.3.1 - Why Software Project Management is Challenging; 1.4 - Relationships with Program and Portfolio Management; 1.4.1 - Portfolio Management; 1.4.2 - Program Management; 1.4.3 - Projects and Strategic Planning; 1.4.4 - Project Management Office
- 1.5 - The Relationship between Project Management, Operations Management, and Organizational Strategy1.5.1 - Operational Issues and Project Management; 1.5.2 - Organizational Issues and Software Project Management; 1.6 - Business Value; 1.7 - The Role of a Project Manager; 1.7.1 - Interpersonal Skills of a Project Manager; 1.8 - Project Management Body of Knowledge; 1.9 - Quality Management; 1.10 - Project Life Cycles and Agile Methods; 1.11 - Explanation of Software Extension Processes: Inputs, Tools and Techniques, and Outputs; 2 - Project Life Cycle and Organization
- 2.1 - Organizational Influences on Project Management2.1.1 - Organizational Cultures and Styles; 2.1.2 - Organizational Communications; 2.1.3 - Organizational Structures; 2.1.4 - Organizational Process Assets; 2.1.5 - Enterprise Environmental Factors; 2.2 - Project Stakeholders and Governance; 2.2.1 - Project Stakeholders; 2.2.2 - Project Governance; 2.3 - The Project Team; 2.3.1 - Composition of Project Teams; 2.3.2 - Collaborative Teams; 2.4 - Project Life Cycle; 2.4.1 - Characteristics of Project Life Cycles; 2.4.2 - Project Phases; 3 - Project Management Processes for a Project
- 3.1 - Common Project Management Process Interactions3.2 - Project Management Process Groups; 3.3 - Initiating Process Group; 3.4 - Planning Process Group; 3.5 - Executing Process Group; 3.6 - Monitoring and Controlling Process Group; 3.7 - Closing Process Group; 3.8 - Project Information; 3.9 - Role of the Knowledge Areas; 4 - Project Integration Management; 4.1 - Develop Project Charter; 4.1.1 - Develop Project Charter: Inputs; 4.1.2 - Develop Project Charter: Tools and Techniques; 4.1.3 - Develop Project Charter: Outputs; 4.2 - Develop Project Management Plan
- 4.2.1 - Develop Project Management Plan: Inputs4.2.2 - Develop Project Management Plan: Tools and Techniques; 4.2.3 - Develop Project Management Plan: Outputs; 4.3 - Direct and Manage Project Work; 4.3.1 - Direct and Manage Project Work: Inputs; 4.3.2 - Direct and Manage Project Work: Tools and Techniques; 4.3.3 - Direct and Manage Project Work: Outputs; 4.4 - Monitor and Control Project Work; 4.4.1 - Monitor and Control Project Work: Inputs; 4.4.2 - Monitor and Control Project Work: Tools and Techniques; 4.4.3 - Monitor and Control Software Project Work: Outputs
- 4.5 - Perform Integrated Change Control
