Project Management Step-by-stepAmacom, 2002 - 292 lappuses Exploring the thinking behind project management -- then putting it to work! |
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1.–5. rezultāts no 27.
33. lappuse
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35. lappuse
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71. lappuse
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120. lappuse
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142. lappuse
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Saturs
Preparing for Project Management Success | 1 |
Understanding the Importance of Project Management | 3 |
Organizing for Project Management Efficiency | 15 |
Defining the Roles of the Project Manager and the Team | 29 |
Defining the Roles of Clients Customers and Other Stakeholders | 44 |
Setting Up a Planning and Control System | 49 |
Planning the Project | 57 |
Defining the Project | 59 |
Reporting on Project Objectives | 171 |
Controlling Changes in the Project | 184 |
Conducting Project Evaluations | 189 |
Managing Risk | 194 |
Closing the Project | 203 |
Leading the Project Team | 209 |
Developing Project Teams | 211 |
Managing Conflict | 216 |
Creating a Work Breakdown Structure | 75 |
Estimating Activities | 79 |
Sequencing Activities | 97 |
Calculating the Critical Path | 107 |
Preparing Schedules | 116 |
Preparing Resource Plans | 123 |
Preparing Budget Plans | 130 |
Getting Approvals and Compiling a Project Charter | 134 |
Setting Up a Monitoring and Control Process | 138 |
Executing the Project | 147 |
Initiating the Project | 149 |
Controlling Project Objectives | 151 |
Communicating Effectively | 221 |
Holding Effective Meetings | 231 |
Making Team Decisions | 237 |
Using Sources of Power Wisely | 241 |
Managing Change | 247 |
Managing Performance | 250 |
Answers to Exercises and Case Studies | 257 |
Glossary | 271 |
Suggested Readings and Resources | 283 |
287 | |
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actual cost agement APPLICATION EXERCISE APPLICATION QUESTIONS appropriate approved assigned baseline begin breakdown structure budgeted cost calculations Cause-and-effect diagram Chapter client communication complete the project conflict Control charts critical path Critical Path Method cumulative costs current project decision define demo determine variances develop diagramming method duration Early finish earned value analysis effective estimate evaluate example feedback Figure float functional managers Gantt chart identify impact involved issues late finish line graph managing projects matrix measure meeting ment network diagram organization organizational structure Parametric estimate Pareto Principle percent performance person personnel planning and control potential Precedence Diagramming Method Prepare problems proj project objectives project plan project scope project team relationships requirements responsibility Responsibility Assignment Matrix risk event roles schedule scope statement senior management shows specific stakeholders steps team members tion tives Trench footings vendor