Effective Project Management : (Record no. 9762)
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| fixed length control field | 11087nam a22004693i 4500 |
| 001 - CONTROL NUMBER | |
| control field | EBC5747804 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | MiAaPQ |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20240724113640.0 |
| 006 - FIXED-LENGTH DATA ELEMENTS--ADDITIONAL MATERIAL CHARACTERISTICS | |
| fixed length control field | m o d | |
| 007 - PHYSICAL DESCRIPTION FIXED FIELD--GENERAL INFORMATION | |
| fixed length control field | cr cnu|||||||| |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 240724s2019 xx o ||||0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9781119562788 |
| Qualifying information | (electronic bk.) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| Canceled/invalid ISBN | 9781119562801 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (MiAaPQ)EBC5747804 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (Au-PeEL)EBL5747804 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (OCoLC)1096533428 |
| 040 ## - CATALOGING SOURCE | |
| Original cataloging agency | MiAaPQ |
| Language of cataloging | eng |
| Description conventions | rda |
| -- | pn |
| Transcribing agency | MiAaPQ |
| Modifying agency | MiAaPQ |
| 050 #4 - LIBRARY OF CONGRESS CALL NUMBER | |
| Classification number | HD69.P75 .W976 2019 |
| 082 0# - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.4/04 |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Wysocki, Robert K. |
| 245 10 - TITLE STATEMENT | |
| Title | Effective Project Management : |
| Remainder of title | Traditional, Agile, Extreme, Hybrid. |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 8th ed. |
| 264 #1 - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE | |
| Place of production, publication, distribution, manufacture | Newark : |
| Name of producer, publisher, distributor, manufacturer | John Wiley & Sons, Incorporated, |
| Date of production, publication, distribution, manufacture, or copyright notice | 2019. |
| 264 #4 - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE | |
| Date of production, publication, distribution, manufacture, or copyright notice | ©2020. |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 1 online resource (654 pages) |
| 336 ## - CONTENT TYPE | |
| Content type term | text |
| Content type code | txt |
| Source | rdacontent |
| 337 ## - MEDIA TYPE | |
| Media type term | computer |
| Media type code | c |
| Source | rdamedia |
| 338 ## - CARRIER TYPE | |
| Carrier type term | online resource |
| Carrier type code | cr |
| Source | rdacarrier |
| 505 0# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Cover -- Title Page -- Copyright -- About the Author -- About the Technical Editor -- Credits -- Acknowledgments -- Contents -- Preface -- Introduction -- Why I Wrote This Book -- Education Market -- Training Market -- Consultant Market -- Practitioner Market -- How Is This Book Organized? -- Part I: Understanding the Project Management Landscape -- Part II: Traditional Project Management -- Part III: Complex Project Management -- Appendices -- Unique Value Propositions -- Co-Manager Model -- Integrated Continuous Improvement Process -- Requirements Elicitation -- Scope Triangle -- Project Set-up Phase -- Project Scope Bank -- Probative Swim Lanes -- Bundled Change Management -- Vetted Portfolio -- The Rationale for This Organization -- A Bottom-Up Learning Experience -- Learning about Process Groups -- Learning How Process Groups Form Life Cycle Processes -- Learning Effective Life Cycle Management Strategies -- Learning How to Adapt to the Realities of Projects -- Learning to Be a Thinking Project Manager -- How to Use This Book -- Introductory (Chapters 1-10) -- Intermediate (Chapters 6-15) -- Advanced (Chapters 11-15) -- Who Should Use This Book -- Practicing Professionals -- Undergraduate, Graduate, and Adjunct Faculty -- Corporate Trainers -- What's on the Website -- Slide Presentation -- Individual, Team, and Class Exercises -- Case Studies -- Putting It All Together -- EPM8e Logo -- Part I Understanding the Project Management Landscape -- Chapter 1 What Is a Project? -- Defining a Project -- Sequence of Activities -- Unique Activities -- Complex Activities -- Connected Activities -- One Goal -- Specified Time -- Within Budget -- According to Specification -- A Business-Focused Definition of a Project -- An Intuitive View of the Project Landscape -- Defining a Program -- Defining a Portfolio -- Understanding the Scope Triangle -- Scope. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Quality -- Cost -- Time -- Resources -- Risk -- Envisioning the Scope Triangle as a System in Balance -- Prioritizing the Scope Triangle Variables for Improved Change Management -- Applying the Scope Triangle -- Problem Resolution -- Scope Change Impact Analysis -- The Importance of Classifying Projects -- Establishing a Rule for Classifying Projects -- Classification by Project Characteristics -- Classification by Project Application -- The Contemporary Project Environment -- High Speed -- High Change -- Lower Cost -- Increasing Levels of Complexity -- More Uncertainty -- Discussion Questions -- Chapter 2 What Is Project Management? -- Understanding the Fundamentals of Project Management -- What Business Situation Is Being Addressed by This Project? -- What Does the Business Need to Do? -- What Are You Proposing to Do? -- How Will You Do It? -- How Will You Know You Did It? -- How Well Did You Do? -- Challenges to Effective Project Management -- Flexibility and Adaptability -- Deep Understanding of the Business and Its Systems -- Take Charge of the Project and Its Management -- Project Management Is Organized Common Sense -- Managing the Creeps -- Scope Creep -- Hope Creep -- Effort Creep -- Feature Creep -- What Are Requirements, Really? -- Introducing Project Management Life Cycles -- Traditional Project Management Approaches -- Low Complexity -- Few Scope Change Requests -- Well-Understood Technology Infrastructure -- Low Risk -- Experienced and Skilled Project Teams -- Plan-Driven TPM Projects -- Linear Project Management Life Cycle Model -- Incremental Project Management Life Cycle Model -- Agile Project Management Approaches -- A Critical Problem without a Known Solution -- A Previously Untapped Business Opportunity -- Change-Driven APM Projects -- APM Projects Are Critical to the Organization -- Meaningful Client Involvement Is Essential. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | APM Projects Use Small Co-located Teams -- Iterative Project Management Life Cycle Model -- Adaptive Project Management Life Cycle Model -- Extreme Project Management Approach -- The xPM Project Is a Research and Development Project -- The xPM Project Is Very High Risk -- The Extreme Model -- Emertxe Project Management Approach -- A New Technology without a Known Application -- A Solution Out Looking for a Problem to Solve -- Hybrid Project Management Approach -- Recap of PMLC Models -- Similarities between the PMLC Models -- Differences between the PMLC Models -- Choosing the Best-Fit PMLC Model -- Total Cost -- Duration -- Market Stability -- Technology -- Business Climate -- Number of Departments Affected -- Organizational Environment -- Team Skills and Competencies -- Discussion Questions -- Chapter 3 What Is Strategic Project Management? -- Definition of Strategic Project Management -- The Business Environment: A View from the Top -- Business Climate -- PESTEL -- Porter's Five Forces Model -- SWOT -- Market Opportunities -- BCG Growth-Share Matrix -- How to Use the BCG Growth-Share Matrix -- How Are You Going to Allocate Your Resources? -- Enterprise Capacity -- SWOT -- Value Chain Analysis -- VRIO -- Objectives, Strategies, and Tactics Model -- Vision/Mission -- Strategies -- Tactics -- OST Dependency Structure -- What Is the Enterprise Project RASCI Matrix? -- Complex Project Profiling -- Putting It All Together -- Discussion Questions -- Chapter 4 What Is a Collaborative Project Team? -- Overview -- The Complex Project Team -- Project Executive -- Core Team -- Project Sponsor -- Process Co-Manager -- Product Co-Manager -- Development Team Leader -- Client Team Leader -- Business Systems Engineer and Business Analyst -- Process Team and Product Team -- Selecting the Project Team -- Co-Managers Define Project Team Structure and Core Team Roles. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Co-Managers Populate the Roles with Skill Requirements -- Gain Approval of the Staffing Plan -- Using the Co-Manager Model -- Establishing Meaningful Client Involvement -- The Challenges to Meaningful Client Involvement -- What If the Client Team Does Not Understand the HPM Framework? -- Commercial Off the Shelf (COTS) Facilitator-Led Training -- Custom-Designed, Instructor-Led Training -- Real-Time, Consultant-Led Training -- What If You Can't Get the Client to Be Meaningfully Involved? -- What If the Client Is Hesitant to Get Involved? -- What If the Client Wants to Get Too Involved? -- Stakeholder Management -- Who Are the HPM Framework Stakeholders? -- Challenges to Attaining and Sustaining Meaningful Client Involvement -- Always Use the Language of the Client -- Maintain a Continuous Brainstorming Culture -- Establish an Open and Honest Team Environment -- Use a Co-Project Manager Model -- Discussion Questions -- Chapter 5 What Are Project Management Process Groups? -- Overview of the 10 Project Management Knowledge Areas -- Project Integration Management -- Project Scope Management -- Project Schedule Management -- Project Cost Management -- Project Quality Management -- Quality Planning Process -- Quality Assurance Process -- Quality Control Process -- Project Resource Management -- Project Communications Management -- Who Are the Project Stakeholders? -- What Do They Need to Know about the Project? -- How Should Their Needs Be Met? -- Project Risk Management -- Risk Identification -- Risk Assessment -- Risk Mitigation -- Risk Monitoring -- Project Procurement Management -- Vendor Solicitation -- Vendor Evaluation -- Types of Contracts -- Discussion Points for Negotiating the Final Contract -- Final Contract Negotiation -- Vendor Management -- Project Stakeholder Management -- Overview of the Five Process Groups -- The Initiating Process Group. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | The Planning Process Group -- The Executing Process Group -- The Monitoring and Controlling Process Group -- The Closing Process Group -- Mapping Knowledge Areas to Process Groups -- How to Use the Mapping -- Using Process Groups to Define PMLC Models -- A Look Ahead: Mapping Process Groups to Form Complex PMLC Models -- Discussion Questions -- Part II Traditional Project Management -- Chapter 6 How to Scope a TPM Project -- Using Tools, Templates, and Processes to Scope a Project -- Managing Client Expectations -- Wants vs. Needs -- Project Scoping Process -- Conducting Conditions of Satisfaction -- Establishing Clarity of Purpose -- Specifying Business Outcomes -- Conducting COS Milestone Reviews -- The Project Scoping Meeting -- Purpose -- Attendees -- Agenda -- Project Scoping Meeting Deliverables -- Creating the RBS -- Stakeholder Participation in Requirements Elicitation and Decomposition -- Approaches to Requirements Elicitation and Decomposition -- Shuttle Diplomacy and Resolving Requirements Elicitation and Decomposition Differences -- Project Classification -- Determining the Best-Fit PMLC Model -- Writing the POS -- Submitting the POS -- Discussion Questions -- Chapter 7 How to Plan a TPM Project -- Using Tools, Templates, and Processes to Plan a Project -- The Importance of Planning -- Using Application Software Packages to Plan a Project -- Determining the Need for a Software Package -- Project Planning Tools -- Sticky Notes -- Marking Pens -- Whiteboard -- How Much Time Should Planning Take? -- Planning and Conducting Joint Project Planning Sessions -- Planning the JPPS -- Attendees -- Facilities -- Equipment -- The Complete Planning Agenda -- Deliverables -- Running the Planning Session -- Building the WBS -- Using the RBS to Build the WBS -- Uses for the WBS -- Thought-Process Tool -- Architectural-Design Tool -- Planning Tool. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Project-Status-Reporting Tool. |
| 588 ## - SOURCE OF DESCRIPTION NOTE | |
| Source of description note | Description based on publisher supplied metadata and other sources. |
| 590 ## - LOCAL NOTE (RLIN) | |
| Local note | Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Project management. |
| 655 #4 - INDEX TERM--GENRE/FORM | |
| Genre/form data or focus term | Electronic books. |
| 776 08 - ADDITIONAL PHYSICAL FORM ENTRY | |
| Relationship information | Print version: |
| Main entry heading | Wysocki, Robert K. |
| Title | Effective Project Management |
| Place, publisher, and date of publication | Newark : John Wiley & Sons, Incorporated,c2019 |
| International Standard Book Number | 9781119562801 |
| 797 2# - LOCAL ADDED ENTRY--CORPORATE NAME (RLIN) | |
| Corporate name or jurisdiction name as entry element | ProQuest (Firm) |
| 856 40 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://ebookcentral.proquest.com/lib/orpp/detail.action?docID=5747804">https://ebookcentral.proquest.com/lib/orpp/detail.action?docID=5747804</a> |
| Public note | Click to View |
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