Team Development for High-tech Project ManagersArtech House, 2002 - 213 lappuses This unique volume is the first to go beyond the theory of team dynamics and project management to present real world applications. The culmination of years of experience and research, the book describes practical techniques for building successful high performance project teams using actual examples from high tech companies. A concise guide for both new and experienced managers, this valuable resource enables you to: select the right projects for your organization; reduce the time needed for team development and productive operation; learn motivational and retention strategies for technical project personnel; avoid project management pitfalls; and inject quality into current and future projects. The book examines the typical life cycle of team development and the general mechanics of team and project formation in today's project management setting. It scrutinizes both successes and failures in nurturing and developing a team, offering techniques and suggestions on building better teams in thefuture. |
No grāmatas satura
1.–5. rezultāts no 52.
xi. lappuse
... task of accomplishing project tasks . I have been involved with a number of high - tech organizations in various capacities over the last 15 years , and I know from experience ( sometimes painful experience ) that a project is doomed ...
... task of accomplishing project tasks . I have been involved with a number of high - tech organizations in various capacities over the last 15 years , and I know from experience ( sometimes painful experience ) that a project is doomed ...
1. lappuse
... ticularly the Department of Defense , realized that it needed a process with which to keep track of large - scale projects with thousands of tasks and hundreds of suppliers and subcontractors . Principles of formal project 1 II.
... ticularly the Department of Defense , realized that it needed a process with which to keep track of large - scale projects with thousands of tasks and hundreds of suppliers and subcontractors . Principles of formal project 1 II.
2. lappuse
... tasks that are in small enough chunks to allow you to assign specific resources and to estimate time to completion . Each of these subtasks should be stated just as clearly and unequivocally as the ultimate goal . The tasks must also be ...
... tasks that are in small enough chunks to allow you to assign specific resources and to estimate time to completion . Each of these subtasks should be stated just as clearly and unequivocally as the ultimate goal . The tasks must also be ...
3. lappuse
... tasks in a project . It can be used to show the critical path through the network of tasks . The critical path is the chain of tasks which , front to back , takes the longest length of time to complete . If tasks on the critical path ...
... tasks in a project . It can be used to show the critical path through the network of tasks . The critical path is the chain of tasks which , front to back , takes the longest length of time to complete . If tasks on the critical path ...
4. lappuse
... TASK NAME ( DAYS ) A.M. ) P.M. ) PREDECESSORS 1 Office layouts drawn 17 7/13/99 8/04/99 - 1.1 Relationship charts 10 7/13/99 7/26/99 - prepared 1.1.1 Interviews conducted 1.1.2 Charts prepared 5 5 1.2 Block layouts drawn 3 7/13/99 7/19 ...
... TASK NAME ( DAYS ) A.M. ) P.M. ) PREDECESSORS 1 Office layouts drawn 17 7/13/99 8/04/99 - 1.1 Relationship charts 10 7/13/99 7/26/99 - prepared 1.1.1 Interviews conducted 1.1.2 Charts prepared 5 5 1.2 Block layouts drawn 3 7/13/99 7/19 ...
Saturs
X | 14 |
XI | 15 |
XII | 24 |
XIII | 26 |
XIV | 31 |
XVI | 32 |
XVII | 33 |
XVIII | 36 |
XIX | 38 |
XX | 40 |
XXI | 42 |
XXII | 43 |
XXIII | 45 |
XXIV | 47 |
XXV | 48 |
XXVI | 52 |
XXVII | 56 |
XXVIII | 58 |
XXIX | 59 |
XXX | 60 |
XXXII | 63 |
XXXIII | 64 |
XXXIV | 70 |
XXXV | 74 |
XXXVI | 75 |
XXXVII | 77 |
XXXVIII | 79 |
XXXIX | 82 |
XL | 83 |
XLI | 84 |
XLII | 86 |
XLIII | 87 |
XLIV | 88 |
XLV | 89 |
XLVI | 91 |
XLVII | 95 |
XLVIII | 99 |
XLIX | 100 |
L | 101 |
LI | 103 |
LII | 106 |
LXI | 121 |
LXII | 123 |
LXIII | 124 |
LXIV | 125 |
LXV | 126 |
LXVI | 128 |
LXVII | 130 |
LXIX | 132 |
LXXI | 133 |
LXXII | 140 |
LXXIII | 143 |
LXXV | 145 |
LXXVI | 146 |
LXXVII | 147 |
LXXVIII | 152 |
LXXX | 153 |
LXXXI | 154 |
LXXXIII | 156 |
LXXXIV | 157 |
LXXXV | 158 |
LXXXVI | 159 |
LXXXVII | 160 |
LXXXVIII | 162 |
XCI | 163 |
XCII | 164 |
XCIV | 165 |
XCVI | 166 |
XCIX | 169 |
C | 173 |
CI | 178 |
CIII | 181 |
CIV | 182 |
CVII | 183 |
CX | 184 |
CXIII | 185 |
CXIV | 189 |
CXV | 195 |
CXVI | 199 |
CXVII | 203 |
CXVIII | 205 |
Citi izdevumi - Skatīt visu
Bieži izmantoti vārdi un frāzes
accomplish achieve assigned audit evidence audit risk brainstorming business climate client coefficient of variation communication complete conflict cost creative criteria Cross-functional teams deal decisions defined delegate detection risk discuss employees empower empowerment engagement letter Equity theory evaluation facilitator formal functional managers Functional teams goals high-tech impact implementation individuals Internal auditors involved issues kaizen matrix meeting ment methodology misstatements motivation negotiation Once organization organizational participants particular parties perform person personnel phase position problem solving procedures proj project ideas project leader project life cycle Project Management Institute project manager project plan project selection project tasks project team members proposal quality circles quality management requirements definition reward schedule situation skills solutions stage stakeholders step strategies structure successful team development team lead technical techniques thinking tion total quality management
Populāri fragmenti
6. lappuse - Institute defines project management as ... "the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.
159. lappuse - Concepts, 1969-71 (COBAC, p. 18) defined auditing as: "a systematic process of objectively obtaining and evaluating evidence regarding assertions about economic actions and events to ascertain the degree of correspondence between those assertions and established criteria and communicating the results to interested users.
6. lappuse - The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participant satisfaction.
173. lappuse - Information is material if its omission or misstatement could influence the economic decisions of users taken on the basis of the financial statements. Materiality depends on the size of the item or error judged in the particular circumstances of its omission or misstatement.
51. lappuse - To be the number one aerospace company in the world and among the premier industrial concerns in terms of quality, profitability, and growth.