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 40.
x. lappuse
... : Taking Charge of Your Project Management Software Appendix G : Selected Project Manager Resources Notes Index About the Author 155 159 161 165 167 171 177 ACKNOWLEDGMENTS This handbook , like its predecessor , is largely X Contents.
... : Taking Charge of Your Project Management Software Appendix G : Selected Project Manager Resources Notes Index About the Author 155 159 161 165 167 171 177 ACKNOWLEDGMENTS This handbook , like its predecessor , is largely X Contents.
2. lappuse
... Note that I am focusing only on projects and project man- agement . Unfortunately , it's easy to confuse project management - related practices with all sorts of other management practices . ONGOING OPERATIONS VS. PROJECTS VS. PROGRAMS ...
... Note that I am focusing only on projects and project man- agement . Unfortunately , it's easy to confuse project management - related practices with all sorts of other management practices . ONGOING OPERATIONS VS. PROJECTS VS. PROGRAMS ...
3. lappuse
... Note that the concept of a project is relative . For example , if you were planning to move your family from one house to another , you would likely view the move as a project . On the other hand , such a move would simply be another ...
... Note that the concept of a project is relative . For example , if you were planning to move your family from one house to another , you would likely view the move as a project . On the other hand , such a move would simply be another ...
5. lappuse
... Note : You might find that experienced project managers or your supervisor might be able to help you identify the ways in which your project is similar to , or different from , projects that the organization has supported in the past ...
... Note : You might find that experienced project managers or your supervisor might be able to help you identify the ways in which your project is similar to , or different from , projects that the organization has supported in the past ...
14. lappuse
Atvainojiet, šīs lappuses saturs ir ierobežots..
Atvainojiet, šīs lappuses saturs ir ierobežots..
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.