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 47.
1. lappuse
... project to achieve quality results , on time and within budget . □ You have training or experience in a particular field such as marketing , engi- neering , accounting , computer installation , desktop publishing , 1 II III.
... project to achieve quality results , on time and within budget . □ You have training or experience in a particular field such as marketing , engi- neering , accounting , computer installation , desktop publishing , 1 II III.
3. lappuse
... particular field or industry sector . For example , there are " best practices " or standard operating procedures in the construction industry , the software development industry , the defense industry , and lots of other indus- tries ...
... particular field or industry sector . For example , there are " best practices " or standard operating procedures in the construction industry , the software development industry , the defense industry , and lots of other indus- tries ...
5. lappuse
... particular function . 10 For 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 ...
... particular function . 10 For 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 ...
6. lappuse
... particular , figuring out how your project's major delivera- bles ( results ) will determine your appropriate project phases and how these phases 1 may be grouped together to make up the life 6 The Project Manager's Partner VI VII VIII.
... particular , figuring out how your project's major delivera- bles ( results ) will determine your appropriate project phases and how these phases 1 may be grouped together to make up the life 6 The Project Manager's Partner VI VII VIII.
11. 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.