Successful project management : a step-by-step approach with practical examples / Milton D. Rosenau, Gregory D. Githens.
Material type: TextPublisher: Hoboken, N.J. : J. Wiley, [2005]Copyright date: ©2005Edition: Fourth editionDescription: xix, 360 pages : illustrations ; 24 cmContent type:- text
- unmediated
- volume
- 047168032X
- 9780471680321
- 658.404 22
- HD69.P75 R67 2005
Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
---|---|---|---|---|---|---|---|
Book | City Campus City Campus Main Collection | 658.404 ROS (Browse shelf(Opens below)) | 1 | Available | A402851B |
Browsing City Campus shelves, Shelving location: City Campus Main Collection Close shelf browser (Hides shelf browser)
658.404 RIC Project management theory and practice / | 658.404 ROB Guide to project management / | 658.404 ROB Effective project management / | 658.404 ROS Successful project management : a step-by-step approach with practical examples / | 658.404 SAN PMP in depth : project management professional study guide for the PMP exam / | 658.404 SCH Resource allocation in project management / | 658.404 SCH An Introduction to project management / |
Includes index.
1. What Is a Project? -- 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 Product -- Strategic Alignment of Projects -- The Product Life Cycle and the Project 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 Baseline for Risk -- How the Triple Constraint Helps to Explain Three Common Tradeoffs -- The 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. Why and How to Plan a Project -- Integrated Project Planning -- Using Computer Software During Project Planning -- The Plan -- Applying Project Plans During Execution -- Project Planning is an Investment, Not an Expense -- Highlights -- 6. The Work Breakdown Structure -- 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? -- Computer Software -- Helpful Hints -- Typical Problems -- Highlights -- 8. Time Estimating and Compressing the Schedule -- Types of Time Estimates -- Earliest and Latest Start and Finish Times -- Typical Problems -- Highlights -- 9. Cost Estimating and Budgeting -- Resource Planning -- Cost Estimating -- Project Cost System -- Budgeting Cost -- Computer Software -- Typical Problems -- Highlights -- 10. The Impact of Limited Resources -- Resources -- Computer Software -- Time Versus Cost Trade-Off -- Typical Problems -- Highlights -- 11. Risk and Contingency -- Ten Steps for Team-Based Risk Management -- Building a Culture for Good Decision Making -- Highlights -- Part 3. Leading the People Who Work on a Project -- 12. Organizational Design for Delivering Projects -- Three Organizational Forms -- Other Organizational Forms -- The Informal Organization -- Typical Problems -- Highlights -- 13. Building the Project Team -- Core Team and Extended Team -- Staffing Starts with Project Scope -- Formal Project Authority -- Assigning Personnel to the Project -- Sources of Personnel -- Compromise -- Control -- Task Assignments -- The Virtual Project Team -- Turning a Group Into a True Team -- Computer Software -- Typical Problems -- Highlights -- 14. Organizing the Support Team -- Involvement and Commitment -- Coordination -- Interaction With Support Groups -- Subcontractors -- Typical Problems -- Highlights -- 15. The Role of the Project Manager -- Project Manager Competencies -- Project Management Career Path -- What a Project Manager Does -- Theories of Motivation and Their Implications -- Three Useful Techniques -- Typical Problems -- Highlights -- 16. Practical Tips for Project Managers -- Communication -- Conflict Resolution -- Efficient Time Management -- Tips -- Typical Problems -- Highlights -- Part 4. Controlling the Project -- 17. Essential of Project Control -- Develop a Baseline -- Develop a Performance Measurement System -- Measure Performance Against Baseline and Determine Variances -- Forecasts -- Corrective Actions -- Multiple Projects -- Computer Software -- Typical Problems -- Highlights -- 18. Project Reviews -- The Necessity for Reviews -- The Conduct of Reviews -- Periodic Reviews -- Follow-Up Actions -- Topical Reviews -- Typical Problems -- Highlights -- 19. Project Cost Reports -- Cost Monitoring -- Computer Cost Reports -- Cost Monitoring Problems -- Earned Value Management -- Computer Software -- Typical Problems -- Highlights -- 20. Handling Project Changes -- A Project Performance Track Record: Good or Bad? -- The Process of Managing Changes -- Unmanaged Risks and Issues -- Typical Problems -- Highlights -- 21. Solving the Inevitable Problems -- The General Approach -- Decision Trees -- Matrix Array -- Problem-Solving Meeting Styles -- Typical Problems -- Highlights -- Part 5. Completing a Project -- 22. How to Complete a Project -- Winding Down the Project -- Acceptance -- Managing Scope Change -- Documentation -- Increasing Odds of Success -- Typical Problems -- Highlights -- 23. Final Wrap-Up -- People Issues -- Lessons Learned and Audits -- Intellectual Property and Other Ownership Rights -- Typical Problems -- Highlights -- Part 6. Other Issues in Project Management -- 24. Small Projects -- Simplified Management -- Problems -- Typical Problems -- Highlights -- 25. New Product Development Projects -- Why New Product Development Projects Are Unique -- A General Framework -- Resource Overloading -- Typical Problems -- Highlights -- 26. Project Management Software -- When and Where to Use Computer Project Management Software -- Cautions with Computer Project Management Software -- Other Software -- Typical Problems -- Highlights -- 27. Where Do You Go From Here? -- Summary -- Continuing Project Management Skill Development -- The Future of Project Management -- A Final Thought -- Appendix 1. Abbreviations Used in Project Management -- Appendix 2. Glossary of Project Management Terms -- Appendix 3. Examples of Planning Checklists for Project Managers.
"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 revised and updated, this Fourth Edition examines the role of integration in project planning, risk-and-issues management, virtual teams, new theories, project management offices, and more! Successful Project Management, Fourth Edition is an ideal primer for students and an indispensable quick reference for experienced professionals.;"--Publisher description.
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