The Project Manager's Partner: A Step-by-step Guide to Project ManagementAMACOM, 2002 - 175 lappuses This updated, second edition of The Project Manager's Partner provides information on the essential skills, knowledge and practices needed to deliver quality results - on time and within budget. This handbook uses 20 key actions and results to explain how to: calculate the project lifecycle, divided into specific project phases and a final deliverables date; determine the broad actions needed to complete the project; and figure out the specific steps needed to acomplish essential actions. The book includes guidelines, worksheets, checklists and examples that should help the manager in any field, at any level of the organization. |
No grāmatas satura
1.5. rezultāts no 88.
vii. lappuse
... Create the Project Plan Phase III : Create Deliverables ' Specifications Phase IV : Create Deliverables Phase V : Test and Implement Deliverables Assignment : Your Unique Project Life Cycle Part II : Your Essential Project Actions ...
... Create the Project Plan Phase III : Create Deliverables ' Specifications Phase IV : Create Deliverables Phase V : Test and Implement Deliverables Assignment : Your Unique Project Life Cycle Part II : Your Essential Project Actions ...
viii. lappuse
... Creating a Formal Quality Plan Optional Action Item : Create a Formal Project Communications Plan Guidelines for Developing the Project Communications Plan Worksheet : Project Communications Planner Action Item : Organize and Acquire ...
... Creating a Formal Quality Plan Optional Action Item : Create a Formal Project Communications Plan Guidelines for Developing the Project Communications Plan Worksheet : Project Communications Planner Action Item : Organize and Acquire ...
1. lappuse
... created The Project Manager's Partner . The Project Manager's Partner is a set of items to help project managers ask the right questions and do the right things to get the job done . While it can serve as a valuable quick reference for ...
... created The Project Manager's Partner . The Project Manager's Partner is a set of items to help project managers ask the right questions and do the right things to get the job done . While it can serve as a valuable quick reference for ...
2. lappuse
... create a unique product or service.2 So , for example , when the trucking company decides to build a new warehouse , it is engaged in a project . This project ( a temporary endeavor ) will eventually come to an end , culminating in a ...
... create a unique product or service.2 So , for example , when the trucking company decides to build a new warehouse , it is engaged in a project . This project ( a temporary endeavor ) will eventually come to an end , culminating in a ...
4. lappuse
... create your project deliverables . In addition , the people who must review and ap- prove your project deliverables ( i.e. , the sponsors and stakeholders ) are also mem- bers of larger organizations . They need to be available to make ...
... create your project deliverables . In addition , the people who must review and ap- prove your project deliverables ( i.e. , the sponsors and stakeholders ) are also mem- bers of larger organizations . They need to be available to make ...
Saturs
XII | 9 |
XIII | 10 |
XIV | 11 |
XV | 12 |
XVI | 13 |
XVII | 14 |
XVIII | 15 |
XX | 16 |
LXI | 85 |
LXII | 86 |
LXIII | 88 |
LXIV | 91 |
LXV | 92 |
LXVI | 93 |
LXVII | 96 |
LXVIII | 97 |
XXI | 19 |
XXII | 20 |
XXIV | 22 |
XXVI | 23 |
XXVIII | 24 |
XXX | 27 |
XXXI | 29 |
XXXII | 31 |
XXXIV | 32 |
XXXV | 35 |
XXXVII | 36 |
XXXVIII | 39 |
XXXIX | 40 |
XL | 42 |
XLI | 43 |
XLII | 46 |
XLIII | 47 |
XLIV | 49 |
XLV | 52 |
XLVI | 55 |
XLVII | 56 |
XLVIII | 58 |
XLIX | 59 |
L | 62 |
LI | 63 |
LII | 70 |
LIII | 72 |
LIV | 75 |
LVI | 78 |
LVII | 79 |
LVIII | 81 |
LX | 82 |
LXIX | 99 |
LXX | 100 |
LXXI | 103 |
LXXIII | 106 |
LXXV | 109 |
LXXVII | 111 |
LXXVIII | 112 |
LXXX | 114 |
LXXXI | 117 |
LXXXII | 118 |
LXXXIII | 119 |
LXXXIV | 120 |
LXXXV | 122 |
LXXXVI | 123 |
LXXXVII | 124 |
LXXXVIII | 125 |
LXXXIX | 126 |
XC | 127 |
XCI | 129 |
XCIII | 130 |
XCIV | 134 |
XCV | 137 |
XCVI | 141 |
XCVIII | 151 |
C | 155 |
CII | 159 |
CIII | 165 |
CIV | 167 |
171 | |
CVI | |
Citi izdevumi - Skatīt visu
The Project Manager's Partner: A Step-by-step Guide to Project Management Michael Greer Ierobežota priekšskatīšana - 2001 |
The Project Manager's Partner: A Step-by-step Guide to Project Management Michael Greer Fragmentu skats - 1996 |
Bieži izmantoti vārdi un frāzes
analysis appropriate assigned assumptions BACKGROUND INFORMATION boxes to mark Budget and Spending check boxes checklists Close Out Project contract contractors cost estimates Create a Formal Create Deliverables critical path critical path method Define and Sequence DESIRED OUTPUTS detailed document Estimate Durations evaluate example expected monetary value Figure finish date Follow these steps formal approval formal or informal Formal Quality Plan Gantt chart go/no go Guidelines Ibid identified informal advisory group involves items as completed mark items milestone Need and Feasibility novice project manager Optional Action Item organization organizational performance PITFALLS AND CAUTIONS PMI's PMBOK item procurement proj project deliverables project life cycle Project Management Institute project management professional project management software project phase project schedule project team members resources required responsibilities risk management plan Scope Change Sequence Project Activities sign-off specific spending plan staffing task tion Updates vendors VETERAN PROJECT MANAGER worksheet
Populāri fragmenti
3. lappuse - The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.