| 000 | 11087nam a22004693i 4500 | ||
|---|---|---|---|
| 001 | EBC5747804 | ||
| 003 | MiAaPQ | ||
| 005 | 20240724113640.0 | ||
| 006 | m o d | | ||
| 007 | cr cnu|||||||| | ||
| 008 | 240724s2019 xx o ||||0 eng d | ||
| 020 |
_a9781119562788 _q(electronic bk.) |
||
| 020 | _z9781119562801 | ||
| 035 | _a(MiAaPQ)EBC5747804 | ||
| 035 | _a(Au-PeEL)EBL5747804 | ||
| 035 | _a(OCoLC)1096533428 | ||
| 040 |
_aMiAaPQ _beng _erda _epn _cMiAaPQ _dMiAaPQ |
||
| 050 | 4 | _aHD69.P75 .W976 2019 | |
| 082 | 0 | _a658.4/04 | |
| 100 | 1 | _aWysocki, Robert K. | |
| 245 | 1 | 0 |
_aEffective Project Management : _bTraditional, Agile, Extreme, Hybrid. |
| 250 | _a8th ed. | ||
| 264 | 1 |
_aNewark : _bJohn Wiley & Sons, Incorporated, _c2019. |
|
| 264 | 4 | _c©2020. | |
| 300 | _a1 online resource (654 pages) | ||
| 336 |
_atext _btxt _2rdacontent |
||
| 337 |
_acomputer _bc _2rdamedia |
||
| 338 |
_aonline resource _bcr _2rdacarrier |
||
| 505 | 0 | _aCover -- 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 | _aQuality -- 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 | _aAPM 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 | _aCo-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 | _aThe 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 | _aProject-Status-Reporting Tool. | |
| 588 | _aDescription based on publisher supplied metadata and other sources. | ||
| 590 | _aElectronic 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 | _aProject management. | |
| 655 | 4 | _aElectronic books. | |
| 776 | 0 | 8 |
_iPrint version: _aWysocki, Robert K. _tEffective Project Management _dNewark : John Wiley & Sons, Incorporated,c2019 _z9781119562801 |
| 797 | 2 | _aProQuest (Firm) | |
| 856 | 4 | 0 |
_uhttps://ebookcentral.proquest.com/lib/orpp/detail.action?docID=5747804 _zClick to View |
| 999 |
_c9762 _d9762 |
||