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 49.
viii. lappuse
... Example : Effort / Duration Table 56 555 Guidelines for Estimating Durations for Activities and Resources Required 58 Worksheet : Estimating Durations , Resources , and Effort g⌘ 59 Action Item : Develop a Project Schedule 62 ...
... Example : Effort / Duration Table 56 555 Guidelines for Estimating Durations for Activities and Resources Required 58 Worksheet : Estimating Durations , Resources , and Effort g⌘ 59 Action Item : Develop a Project Schedule 62 ...
2. lappuse
... example , a trucking operation picks up freight , makes deliveries , handles associated paperwork , and so on . These constitute its ongoing operations . In contrast , projects are temporary endeavors undertaken to create a unique ...
... example , a trucking operation picks up freight , makes deliveries , handles associated paperwork , and so on . These constitute its ongoing operations . In contrast , projects are temporary endeavors undertaken to create a unique ...
3. lappuse
... example , let's say the trucking company has decided that a valuable long - term goal is to ex- pand its operations from handling regional , East Coast freight to handling continent- wide deliveries . It will need to build several more ...
... example , let's say the trucking company has decided that a valuable long - term goal is to ex- pand its operations from handling regional , East Coast freight to handling continent- wide deliveries . It will need to build several more ...
4. lappuse
... example , if the performing organization has only five computers and ten are required to execute the project , then you will need to rent more computers or lengthen the project schedule . Or if the organization can make available only ...
... example , if the performing organization has only five computers and ten are required to execute the project , then you will need to rent more computers or lengthen the project schedule . Or if the organization can make available only ...
5. lappuse
... example , let's say a functionally organized computer manufacturer is about to introduce a new computer . In this company , the engineering department might be working on a project to develop a prototype of the new computer , while the ...
... example , let's say a functionally organized computer manufacturer is about to introduce a new computer . In this company , the engineering department might be working on a project to develop a prototype of the new computer , while the ...
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.