Effective project management : traditional, agile, extreme, hybrid

Effective project management traditional, agile, extreme, hybrid

Detalles Bibliográficos
Otros Autores: Wysocki, Robert K., author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Indianapolis, Indiana : Wiley [2019]
Edición:Eighth edition
Materias:
Project management.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849079506719
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright
  • About the Author
  • About the Technical Editor
  • Credits
  • Acknowledgments
  • Contents
  • Preface
  • Introduction
  • Why I Wrote This Book
  • Education Market
  • Training Market
  • Consultant Market
  • Practitioner Market
  • How Is This Book Organized?
  • Part I: Understanding the Project Management Landscape
  • Part II: Traditional Project Management
  • Part III: Complex Project Management
  • Appendices
  • Unique Value Propositions
  • Co-Manager Model
  • Integrated Continuous Improvement Process
  • Requirements Elicitation
  • Scope Triangle
  • Project Set-up Phase
  • Project Scope Bank
  • Probative Swim Lanes
  • Bundled Change Management
  • Vetted Portfolio
  • The Rationale for This Organization
  • A Bottom-Up Learning Experience
  • Learning about Process Groups
  • Learning How Process Groups Form Life Cycle Processes
  • Learning Effective Life Cycle Management Strategies
  • Learning How to Adapt to the Realities of Projects
  • Learning to Be a Thinking Project Manager
  • How to Use This Book
  • Introductory (Chapters 1-10)
  • Intermediate (Chapters 6-15)
  • Advanced (Chapters 11-15)
  • Who Should Use This Book
  • Practicing Professionals
  • Undergraduate, Graduate, and Adjunct Faculty
  • Corporate Trainers
  • What's on the Website
  • Slide Presentation
  • Individual, Team, and Class Exercises
  • Case Studies
  • Putting It All Together
  • EPM8e Logo
  • Part I Understanding the Project Management Landscape
  • 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 Project
  • An Intuitive View of the Project Landscape
  • Defining a Program
  • Defining a Portfolio
  • Understanding the Scope Triangle
  • Scope.
  • Quality
  • Cost
  • Time
  • Resources
  • Risk
  • Envisioning the Scope Triangle as a System in Balance
  • Prioritizing the Scope Triangle Variables for Improved Change Management
  • Applying the Scope Triangle
  • Problem Resolution
  • Scope Change Impact Analysis
  • The Importance of Classifying Projects
  • Establishing a Rule for Classifying Projects
  • Classification by Project Characteristics
  • Classification by Project Application
  • The Contemporary Project Environment
  • High Speed
  • High Change
  • Lower Cost
  • Increasing Levels of Complexity
  • More Uncertainty
  • Discussion Questions
  • Chapter 2 What Is Project Management?
  • Understanding the Fundamentals of Project Management
  • What Business Situation Is Being Addressed by This Project?
  • What Does the Business Need to Do?
  • What Are You Proposing to Do?
  • How Will You Do It?
  • How Will You Know You Did It?
  • How Well Did You Do?
  • Challenges to Effective Project Management
  • Flexibility and Adaptability
  • Deep Understanding of the Business and Its Systems
  • Take Charge of the Project and Its Management
  • Project Management Is Organized Common Sense
  • Managing the Creeps
  • Scope Creep
  • Hope Creep
  • Effort Creep
  • Feature Creep
  • What Are Requirements, Really?
  • Introducing Project Management Life Cycles
  • Traditional Project Management Approaches
  • Low Complexity
  • Few Scope Change Requests
  • Well-Understood Technology Infrastructure
  • Low Risk
  • Experienced and Skilled Project Teams
  • Plan-Driven TPM Projects
  • Linear Project Management Life Cycle Model
  • Incremental Project Management Life Cycle Model
  • Agile Project Management Approaches
  • A Critical Problem without a Known Solution
  • A Previously Untapped Business Opportunity
  • Change-Driven APM Projects
  • APM Projects Are Critical to the Organization
  • Meaningful Client Involvement Is Essential.
  • APM Projects Use Small Co-located Teams
  • Iterative Project Management Life Cycle Model
  • Adaptive Project Management Life Cycle Model
  • Extreme Project Management Approach
  • The xPM Project Is a Research and Development Project
  • The xPM Project Is Very High Risk
  • The Extreme Model
  • Emertxe Project Management Approach
  • A New Technology without a Known Application
  • A Solution Out Looking for a Problem to Solve
  • Hybrid Project Management Approach
  • Recap of PMLC Models
  • Similarities between the PMLC Models
  • Differences between the 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
  • Discussion Questions
  • Chapter 3 What Is Strategic Project Management?
  • Definition of Strategic Project Management
  • The Business Environment: A View from the Top
  • Business Climate
  • PESTEL
  • Porter's Five Forces Model
  • SWOT
  • Market Opportunities
  • BCG Growth-Share Matrix
  • How to Use the BCG Growth-Share Matrix
  • How Are You Going to Allocate Your Resources?
  • Enterprise Capacity
  • SWOT
  • Value Chain Analysis
  • VRIO
  • Objectives, Strategies, and Tactics Model
  • Vision/Mission
  • Strategies
  • Tactics
  • OST Dependency Structure
  • What Is the Enterprise Project RASCI Matrix?
  • Complex Project Profiling
  • Putting It All Together
  • Discussion Questions
  • Chapter 4 What Is a Collaborative Project Team?
  • Overview
  • The Complex Project Team
  • Project Executive
  • Core Team
  • Project Sponsor
  • Process Co-Manager
  • Product Co-Manager
  • Development Team Leader
  • Client Team Leader
  • Business Systems Engineer and Business Analyst
  • Process Team and Product Team
  • Selecting the Project Team
  • Co-Managers Define Project Team Structure and Core Team Roles.
  • Co-Managers Populate the Roles with Skill Requirements
  • Gain Approval of the Staffing Plan
  • Using the Co-Manager Model
  • Establishing Meaningful Client Involvement
  • The Challenges to Meaningful Client Involvement
  • What If the Client Team Does Not Understand the HPM Framework?
  • Commercial Off the Shelf (COTS) Facilitator-Led Training
  • Custom-Designed, Instructor-Led Training
  • Real-Time, Consultant-Led Training
  • What If You Can't Get the Client to Be Meaningfully Involved?
  • What If the Client Is Hesitant to Get Involved?
  • What If the Client Wants to Get Too Involved?
  • Stakeholder Management
  • Who Are the HPM Framework Stakeholders?
  • Challenges to Attaining and Sustaining Meaningful Client Involvement
  • Always Use the Language of the Client
  • Maintain a Continuous Brainstorming Culture
  • Establish an Open and Honest Team Environment
  • Use a Co-Project Manager Model
  • Discussion Questions
  • Chapter 5 What Are Project Management Process Groups?
  • Overview of the 10 Project Management Knowledge Areas
  • Project Integration Management
  • Project Scope Management
  • Project Schedule Management
  • Project Cost Management
  • Project Quality Management
  • Quality Planning Process
  • Quality Assurance Process
  • Quality Control Process
  • Project Resource Management
  • Project Communications Management
  • Who Are the Project Stakeholders?
  • What Do They Need to Know about the Project?
  • How Should Their Needs Be Met?
  • Project Risk Management
  • Risk Identification
  • Risk Assessment
  • Risk Mitigation
  • Risk Monitoring
  • Project Procurement Management
  • Vendor Solicitation
  • Vendor Evaluation
  • Types of Contracts
  • Discussion Points for Negotiating the Final Contract
  • Final Contract Negotiation
  • Vendor Management
  • Project Stakeholder Management
  • Overview of the Five Process Groups
  • The Initiating Process Group.
  • The Planning Process Group
  • The Executing Process Group
  • The Monitoring and Controlling Process Group
  • The Closing Process Group
  • Mapping Knowledge Areas to Process Groups
  • How to Use the Mapping
  • Using Process Groups to Define PMLC Models
  • A Look Ahead: Mapping Process Groups to Form Complex PMLC Models
  • Discussion Questions
  • Part II Traditional Project Management
  • Chapter 6 How to Scope a TPM Project
  • Using Tools, Templates, and Processes to Scope a Project
  • Managing Client Expectations
  • Wants vs. Needs
  • Project Scoping Process
  • Conducting Conditions of Satisfaction
  • Establishing Clarity of Purpose
  • Specifying Business Outcomes
  • Conducting COS Milestone Reviews
  • The Project Scoping Meeting
  • Purpose
  • Attendees
  • Agenda
  • Project Scoping Meeting Deliverables
  • Creating the RBS
  • Stakeholder Participation in Requirements Elicitation and Decomposition
  • Approaches to Requirements Elicitation and Decomposition
  • Shuttle Diplomacy and Resolving Requirements Elicitation and Decomposition Differences
  • Project Classification
  • Determining the Best-Fit PMLC Model
  • Writing the POS
  • Submitting the POS
  • Discussion Questions
  • Chapter 7 How to Plan a TPM Project
  • Using Tools, Templates, and Processes to Plan a Project
  • The Importance of Planning
  • Using Application Software Packages to Plan a Project
  • Determining the Need for a Software Package
  • Project Planning Tools
  • Sticky Notes
  • Marking Pens
  • Whiteboard
  • How Much Time Should Planning Take?
  • Planning and Conducting Joint Project Planning Sessions
  • Planning the JPPS
  • Attendees
  • Facilities
  • Equipment
  • The Complete Planning Agenda
  • Deliverables
  • Running the Planning Session
  • Building the WBS
  • Using the RBS to Build the WBS
  • Uses for the WBS
  • Thought-Process Tool
  • Architectural-Design Tool
  • Planning Tool.
  • Project-Status-Reporting Tool.

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