The Fast Forward MBA in Project Management.
Eric. Verzuh
Bok Engelsk 2015 · Electronic books.
| Omfang | 1 online resource (531 pages)
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| Utgave | 5th ed.
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| Opplysninger | The Fast Forward MBA in Project Management -- Contents -- Forms Available Online -- Acknowledgments -- About the Author -- Preface -- Part 1: Introduction -- Chapter 1: Project Management: A Platform for Innovation -- Introduction -- The Art and Science of Project Leadership -- A Practical Checklist for Successful Projects: How This Book Will Help You -- Beyond the Book: Tools for Application and Continuous Learning -- End Point -- Stellar Performer: OrthoSpot -- Stellar Performer: PM4NGOs -- Chapter 2: Foundation Principles of Project Management -- Introduction -- Projects Require Project Management -- The Challenge of Managing Projects -- The Evolution of a Discipline -- The Definition of Success -- Project Management Functions -- Project Life Cycle -- Organizing for Projects -- Project Managers Are Leaders -- End Point -- Stellar Performer: Seattle Children's Hospital and Regional Medical Center -- Chapter 3: Build Great Products: Lessons from Agile, Lean Start-Up, and Stage-Gate -- Introduction -- Defining Value: a New Lens for Judging Projects Informs the Development Process -- Leverage a Consistent Product Development Process -- Best Practices for Capturing Requirements Are Integrated Into a Product Development Process -- A Development Process Is Not Project Management -- Innovation Projects Experiment to Discover Desirability and Viability -- End Point -- Stellar Performer: The Lean Startup Innovation Movement -- Stellar Performer: The Agile Approach to Software Development -- Stellar Performer: The Stage-Gate System for New-Product Development -- Part 2: Defining the Project -- Chapter 4: Project Initiation: Turning a Problem or Opportunity into a Project -- Introduction -- Project Initiation's Place in the Project Life Cycle -- A Proposal Defines the Future Business Value -- Managing Requirements Is Tightly Linked to Project Initiation.. - A Framework for Building High-Performance Teams -- Leadership Responsibilities -- Building a Positive Team Environment -- Ground Rules -- Team Identity -- Team Listening Skills -- Meeting Management -- Summary of Building a Positive Team Environment -- Collaborative Problem Solving -- Problem Analysis -- Decision Modes -- Conflict Management -- Continuous Learning -- Summary of Collaborative Problem Solving -- Job Satisfaction -- End Point -- Stellar Performer: Habitat for Humanity -- Chapter 14: Clear Communication Among Project Stakeholders -- Introduction -- Embrace Your Role As a Leader -- Creating a Communication Plan -- Change Management: Promote Behavior Change in Affected Stakeholders -- Communicating Within the Project Team -- Stellar Performer: Lockheed Martin Aeronautics -- Closeout Reporting -- End Point -- Fast Foundation in Project Management -- Chapter 15: Control Scope to Deliver Value -- Introduction -- The Change Control Process -- Configuration Management -- Change Control Is Essential for Managing Expectations -- End Point -- Fast Foundation in Project Management -- Chapter 16: Measuring Progress -- Introduction -- Measuring Schedule Performance -- Measuring Cost Performance -- Earned Value Reporting -- Cost and Schedule Baselines -- End Point -- Chapter 17: Solving Common Project Problems -- Introduction -- Responsibility Beyond Your Authority -- Disaster Recovery -- Reducing the Time to Market -- When the Customer Delays the Project -- The Impossible Dream -- Fighting Fires -- Managing Volunteers -- End Point -- Part 5: Advancing Your Practice of Project Management -- Chapter 18: Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization -- Introduction -- Defining Enterprise Project Management -- Three Tiers of Management Within Epm -- The Four Components of Epm.. - Common Principles for Project Initiation -- Involve a Wide Variety of Stakeholders -- Clarify the Problem Before Proposing a Solution -- Invest In Creativity -- Quantify the Benefits and Costs of the Alternatives -- Use Risk Management to Improve the Solution -- Follow an Industry Best Practice -- Basic Project Proposal Content -- 1. Project Goal -- 2. Problem/Opportunity Definition -- 3. Proposed Solution -- 4. Project Selection and Ranking Criteria -- 5. Cost-Benefit Analysis -- 6. Business Requirements -- 7. Scope -- 8. Obstacles and Risks -- 9. Schedule Overview -- Designing a Realistic Initiation Process -- End Point -- Stellar Performer: The Logical Framework Approach -- Chapter 5: Know Your Key Stakeholders and Win Their Cooperation -- Introduction -- Stakeholder Focus Throughout the Life of the Project -- Stakeholder Management Is Risk Management for People -- Stakeholder Roles: Project Manager -- Stakeholder Roles: Project Team -- Stakeholder Roles: Management -- Stakeholder Roles: The Customer -- Customers Provide Funding -- Affected Stakeholders Can Make Crucial Contributions -- Engage Affected Stakeholders -- Lead the Stakeholders -- End Point -- Fast Foundation in Project Management -- Chapter 6: Write the Rules: Key Documents to Manage Expectations and Define Success -- Introduction -- Project Rules Are the Foundation -- Publish a Project Charter -- Write a Statement of Work -- Statement of Work: Minimum Content -- Responsibility Matrix -- End Point -- Part 3: The Planning Process -- Chapter 7: Risk Management: Minimize the Threats to Your Project -- Introduction -- All Project Management Is Risk Management -- The Risk Management Framework -- Step One: Identify the Risks -- Step Two: Analyze and Prioritize the Risks -- Step Three: Develop Response Plans -- Step Four: Establish Contingency and Reserve.. - Establish Consistent Epm Processes -- Technology Enables Epm Processes -- The People Who Deliver Projects -- Support Project Management: the Project Office -- End Point -- Stellar Performer: Bill & -- Melinda Gates Foundation: Enterprise Project Management Office -- Chapter 19: Requirements Engineering: The Key to Building the Right Product -- Introduction -- Requirements Engineering and Project Management Are Intimately Connected -- Requirement Types Illustrate the Evolving Product Vision -- Requirements Engineering Scope and Processes -- Requirements Development Activities -- Requirements Management Activities -- Requirements Documentation Techniques -- Requirements Engineering Demands Discipline -- End Point -- Chapter 20: Project Portfolio Management: Align Project Resources with Business Strategy -- Introduction -- The Scope and Goals of the Portfolio -- Stakeholders: Roles in Project Portfolio Management -- PPM Information Supports Decisions -- Project Selection and Prioritization -- Ongoing Portfolio Management -- Monitor the Results of Projects and the Portfolio -- Culture Change -- End Point -- Chapter 21: PMP Exam Preparation -- Introduction -- Requirements to Earn the Pmp -- Top 10 Study Tips for the Pmp Exam -- End Point -- Chapter 22: Microsoft Project: Guidelines for Effective Use -- Introduction -- Project Management Software Supports the Discipline -- Looking Under the Hood: the Design of Project -- Set Up the Project First -- Follow the Planning Model in This Book -- Task Types: Fix the Duration, Work, or Resource Level -- Assigning Resources to a Project -- Resource Leveling Your Schedule -- Maintaining the Plan Throughout the Project -- Project Server and Project Web App -- End Point -- Appendix A: The Detailed Planning Model -- Appendix B: Downloadable Form Samples -- Notes -- Index -- End User License Agreement.. - Step Five: Continuous Risk Management -- Unexpected Leadership -- End Point -- Fast Foundation in Project Management -- Chapter 8: Work Breakdown Structure: Break Your Project into Manageable Units of Work -- Introduction -- Defining the Work Breakdown Structure -- Building a Work Breakdown Structure -- Criteria for a Successful Work Breakdown Structure -- Work Package Size -- Planning for Quality -- Breaking Down Large Programs -- Contractors or Vendors Can Provide a Wbs -- End Point -- Chapter 9: Realistic Scheduling -- Introduction -- Planning Overview -- Planning Step Two: Identify Task Relationships -- Planning Step Three: Estimate Work Packages -- Planning Step Four: Calculate an Initial Schedule -- Planning Step Five: Assign and Level Resources -- Small Projects Need Smaller Plans -- End Point -- Fast Foundation in Project Management -- Chapter 10: Managing Agile Development with Scrum -- Introduction -- Scrum Is a Framework -- Managing the Product Backlog -- Make the Plan Visible: Task Boards and Burndown Charts -- Key Factors for Scrum to Be Effective -- End Point -- Chapter 11: The Art and Science of Accurate Estimating -- Introduction -- Estimating Fundamentals -- Estimating Techniques -- Building the Detailed Budget Estimate -- Generating the Cash Flow Schedule -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Tynet, Inc. -- Stellar Performer: Adobe Systems -- Chapter 12: Balancing the Trade-Off Among Cost, Schedule, and Quality -- Introduction -- Three Levels of Balancing a Project -- Balancing At the Project Level -- Balancing At the Business Case Level -- Balancing At the Enterprise Level -- End Point -- Stellar Performer: Safeco Field -- Stellar Performer: Boeing 767-400ER Program -- Part 4: Controlling the Project -- Chapter 13: Building a High-Performance Project Team -- Introduction.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781119086581
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