Improving Your Project Management SkillsAmerican Management Association, 2006 - 206 lappuses "Each year, thousands of project managers, certified Project Management Professionals (PMPs(R)), and other project-focused professionals enroll in the American Management Association's project management seminars. Individuals and companies recognize the value of these courses: up-to-date, repeatable project initiatives they can implement throughout their departments and organizations to improve processes, streamline productivity, and drastically reduce costs.
Based on one of the most popular of these renowned seminars, Improving Your Project Management Skills is both a practical reference for beginners and a handy refresher for seasoned professionals. The book covers all the major areas taught in the AMA seminar of the same name: defining project scope, planning and budgeting, scheduling, implementation, project closure, and more.
A powerful learning tool and workplace reference based on a bestselling course, Improving Your Project Management Skills lets project professionals bring the power of the seminar back to their own project environments." |
No grāmatas satura
1.–5. rezultāts no 21.
Atvainojiet, šīs lappuses saturs ir ierobežots..
Atvainojiet, šīs lappuses saturs ir ierobežots..
Atvainojiet, šīs lappuses saturs ir ierobežots..
Atvainojiet, šīs lappuses saturs ir ierobežots..
Atvainojiet, šīs lappuses saturs ir ierobežots..
Saturs
The Core Concepts | 3 |
Project Management Vocabulary | 5 |
Why Project Management? | 8 |
Classic Functions of Management | 10 |
Organizing | 11 |
Coordinating | 12 |
Knowledge Areas | 13 |
Other Definitions | 15 |
Conditional Diagramming | 93 |
Overlap or Separation of Activities | 96 |
Sample Network Diagram | 98 |
Calculating Critical Path Dates | 99 |
Forward Pass | 100 |
Backward Pass | 101 |
Project Float | 102 |
Estimating Work | 103 |
Leading and Directing Project Teams | 17 |
Leadership Aspects of Project | 18 |
Leadership Skills | 19 |
Leadership Theories | 20 |
Trait | 21 |
Situation | 22 |
Relationship | 23 |
Leadership Functions | 24 |
Motivate | 27 |
Solve Problems | 29 |
Direct Others | 31 |
Manage Others | 32 |
Conducting Meetings | 33 |
Stages of Meetings | 34 |
Conducting | 35 |
Conducting Information Interviews | 37 |
Interview Checklist | 38 |
Technical Questions | 39 |
Becoming an Active Listener | 40 |
Consolidating Information After the Interviews | 41 |
PROJECT PLANNING | 43 |
Defining Project Scope and Requirements | 45 |
Establish Goals and Objectives | 46 |
Establish Time Cost and Performance Objectives | 47 |
Goal Breakdown Structure | 50 |
Project Scope Document | 54 |
Exclusions | 55 |
Constraints | 56 |
Assumptions | 57 |
Time Cost and Performance TradeOffs | 58 |
Tools to Use in Preparing a Scope Document | 60 |
Interviews | 61 |
Gap Analysis | 62 |
SWOT Analysis | 63 |
Creativity Tools | 64 |
SMART Objectives | 65 |
Example Scope Document | 67 |
Developing the Project Work Plan The Work Breakdown Structure | 73 |
The Work Breakdown Structure Is an Outline | 75 |
The Work Breakdown Structure Is a Validation Tool | 78 |
Work Breakdown Structures Are Flexible | 81 |
Techniques to Create Work Breakdown Structures | 85 |
Defining Activity Dependencies and Creating Network Diagrams | 89 |
Network Diagrams Show Activity Sequence | 90 |
Types of Network Diagrams | 92 |
Work Breakdown Structure | 104 |
Estimating Methods | 105 |
Analogous Approach | 107 |
Simulation | 108 |
Level of Detail Rule | 109 |
Human Productivity Rule | 112 |
Estimates Should Consider Risks | 114 |
EffortDriven vs DurationDriven Estimates | 117 |
Estimates Are Predictions | 118 |
Variance Factors | 119 |
Quality of the Estimate | 120 |
PUTTING IT TOGETHER | 123 |
Producing a Project Plan | 125 |
Components of a Project Plan | 126 |
Schedule Plan | 128 |
Resource and Budget Plans | 131 |
Resource Imbalance | 139 |
Project Cost Plan | 141 |
Control Processes | 142 |
Organization Plan | 145 |
Risk Management | 147 |
Communication Plan | 149 |
Documentation and Commitments | 150 |
PROJECT CONTROL | 153 |
Monitoring and Controlling Projects | 155 |
Project Kickoff Meeting | 156 |
Project Meetings | 157 |
Monitoring Project Work | 159 |
Schedule Importance | 160 |
Labor Hours | 167 |
Change Control | 170 |
Sources of Change | 172 |
Closing a Project | 175 |
Benefits of Project Closure | 176 |
Project Closure Ensures Project Requirements Are Met | 177 |
Projects May End in a Variety of Ways | 179 |
Closure Begins with Customer Acceptance | 181 |
Lessons Learned | 182 |
Finance and Administration Records | 184 |
Staff Release | 185 |
APPENDIXES | 187 |
Recommended Reading | 189 |
Templates for the Project Plan | 193 |
201 | |