Project management. a common sense guide to the PMBOK / Part one, Framework and schedule :

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The Guide to the Project Management Body of Knowledge published by the Project Management Institute provides a roadmap of 49 processes designed to support project managers in all phases of project management. The sheer number of processes and their allocation across process groups and knowledge area...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Marion, James W. (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York, NY : Momentum Press, [2018]
Colección:Industrial and systems engineering collection.
Temas:
Project management.
Gestion de projet.
BUSINESS & ECONOMICS > Industrial Management.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Management Science.
BUSINESS & ECONOMICS > Organizational Behavior.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • I. From the PMBOK framework to project selection
  • 1. Introduction to the PMBOK framework
  • 1.1 The PMI framework: it is all about getting work done
  • 1.2 Projects versus ongoing operations
  • 1.3 Digital versus analog
  • 1.4 The process groups and what they mean in practice
  • 1.5 The five process groups
  • 1.6 Beyond the five process groups
  • 1.7 Why process groups and project life cycles are not the same thing
  • 1.8 Knowledge areas: a content view of what happens with process groups
  • 1.9 Process groups and knowledge areas: how do they go together?
  • 1.10 What's next to think about? Complete the plan
  • 1.11 Do it! (the executing process group)
  • 1.12 Stay on top of it! (the monitoring and controlling process group)
  • 1.13 Finish it! (the closing process group)
  • 1.14 Seeing the "big picture"
  • 1.15 The five process groups
  • 1.16 The process logic in the PMBOK
  • 1.17 Chapter 1: important "takeaways" for the project manager.
  • 2. Project selection
  • 2.1 What should be done? Deciding upon the right project
  • 2.2 Strategy: knowing "why" comes before what
  • 2.3 Strategic alignment
  • 2.4 How to narrow down project choices
  • 2.5 Qualitative selection tools
  • 2.6 Quantitative selection tools
  • 2.7 Project selection questions and analysis techniques
  • 2.8 The TVM: what does it mean?
  • 2.9 How is TVM applied to the payback period calculation?
  • 2.10 Risk and reward in project selection
  • 2.11 Another view of return: the internal rate of return (IRR)
  • 2.12 Returning to the original question
  • 2.13 Numbers do not ensure unbiased results
  • 2.14 Chapter 2: important "takeaways" for the project manager.
  • II. From project to schedule
  • 3. Getting started: estimates, stakeholders, and scope
  • 3.1 Initial project estimates
  • 3.2 The ROM estimate
  • 3.3 Starting a plan with a project schedule
  • 3.4 Start it! Getting work started with the initiation process group
  • 3.5 The charter as contract
  • 3.6 Stakeholders: who are they, and why think about them?
  • 3.7 Analyzing your stakeholders
  • 3.8 Scope, time, and cost in the planning process group
  • 3.9 Top down versus bottom up
  • 3.10 Applying expertise
  • 3.11 Using analogies and parametric estimation
  • 3.12 Estimating and trade-offs
  • 3.13 Project estimates and "the learning curve"
  • 3.14 From high-level estimates
  • 3.15 Project scope-getting started
  • 3.16 Planning to plan: how to approach your project schedule
  • 3.17 Describing scope in stages
  • 3.18 The WBS: what's the point?
  • 3.19 Scope = deliverables
  • 3.20 Chapter 3: important "takeways" for the project manager.
  • 4. How long, and how much?
  • 4.1 Time: activities and deliverables
  • 4.2 Putting things in order
  • 4.3 From simple, to complex
  • 4.4 Activity on arrow: a different type of network diagram
  • 4.5 Analyzing project duration using a network diagram
  • 4.6 The forward pass
  • 4.7 Forward pass with merging activities
  • 4.8 The backward pass
  • 4.9 Activity slack
  • 4.10 CPM and sensitivity
  • 4.11 Building the estimated PERT schedule
  • 4.12 The PERT network diagram
  • 4.13 The weighted average and the project average
  • 4.14 The normal curve and probability
  • 4.15 Units of project time and probability
  • 4.16 Measuring standard deviations
  • 4.17 Using the Z table
  • 4.18 Approximating probabilities
  • 4.19 The "50 percent rule"
  • 4.20 Converting schedule time units to standard deviations
  • 4.21 The significance of the project mean
  • 4.22 Determining the project standard deviation
  • 4.23 Variance calculations
  • 4.24 Practical use of PERT analysis
  • 4.25 An additional number to remember
  • 4.26 Recalling the PERT analysis sequence
  • 4.27 PERT versus Monte Carlo analysis
  • 4.28 The schedule duration and resource limitations
  • 4.29 The critical chain
  • 4.30 Further conflicts and additional delays
  • 4.31 Impact of conflict resolution
  • 4.32 Schedule optimization
  • 4.33 Schedule precedence impact
  • 4.34 Cost: what funding will be required to complete the project?
  • 4.35 Categorizing costs
  • 4.36 Budget plot ("S curve or PV")
  • 4.37 From budget to Gantt
  • 4.38 Chapter 4: Important "takeways" for the project manager.
  • 5. The schedule is not a plan
  • 5.1 Answering the unanswered questions
  • 5.2 Final thoughts on the PMBOK framework
  • 5.3 PMBOK 6 and Agile
  • 5.4 Chapter 5: Important "takeways" for the project manager
  • Additional readings
  • About the author
  • Index.

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