The Fast Forward MBA in Project Management: The Comprehensive, Easy-To-Read Handbook for Beginners and Pros
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2021
|
| Ausgabe: | 6th ed |
| Schriftenreihe: | Fast Forward MBA Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 online resource (543 pages) |
| ISBN: | 9781119700791 |
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| 245 | 1 | 0 | |a The Fast Forward MBA in Project Management |b The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
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| 264 | 4 | |c ©2021 | |
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| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- About the Author -- Preface -- Part 1 Introduction -- CHAPTER 1 Project Management: A Platform for Innovation -- A Timeless Leadership Toolset -- Project Management is keeping Pace with Global Change -- Project Management is an Essential Leadership Skill Set -- Successful Projects Deliver Value -- The Art and Science of Project Leadership -- A Practical Checklist for Successful Projects: How This Book Will Help You -- Beyond the Book: Tools for Application and Continuous Learning -- End Point -- Stellar Performer: OrthoSpot -- Stellar Performer: PM4NGOs -- CHAPTER 2 Project Leadership: People Before Process -- The Project Leadership Challenge -- Build a Team Culture Suited to a Journey of Discovery -- Temporary Teams Form Before They Perform -- Build Personal Authority and Influence -- Project Leaders Need Political Savvy -- Your Decision to Lead -- End Point -- CHAPTER 3 Foundation Principles of Project Management -- Projects Require Project Management -- How a Project is Defined -- The Challenge of Managing Projects -- The Evolution of a Discipline -- The Definition of Project Success -- Project Management Functions -- Project Life Cycle -- Organizing for Projects -- Project Managers Are Leaders -- End Point -- Stellar Performer: Seattle Children's Hospital and Regional Medical Center -- CHAPTER 4 Agile and Waterfall: Choose a Development Process -- Defining Value: A New Lens for Judging Projects Informs the Development Process -- Choose a Product Development Process That Delivers Value -- Best Practices for Capturing Requirements Are Integrated into a Product Development Process -- A Development Process Is Not Project Management -- Waterfall or Agile: Which Delivers the Best Value? -- Common Agile Practices -- Common Agile Benefits | |
| 505 | 8 | |a Choosing Between Agile and Waterfall Development -- Innovation Projects Experiment to Discover Desirability and Viability -- Product Development Methods Influence Project Management -- End Point -- Stellar Performer: The Lean Startup Innovation Movement -- Part 2 Defining the Project -- CHAPTER 5 Project Initiation: Turn a Problem or Opportunity into a Business Case -- Project Initiation's Place in the Project Life Cycle -- A Mini-Analysis Phase or a Complete Project -- The Role of a Project Manager in Project Initiation -- A Business Case Defines the Future Business Value -- Business Risk and Project Risk -- Managing Requirements Is Tightly Linked to Project Initiation -- Common Principles for Project Initiation -- Project Selection and Prioritization -- Basic Business Case Content -- Designing a Realistic Initiation Process -- Project Leadership: Focus on Value -- End Point -- Fast Foundation in Project Management -- Stellar Performer: The Logical Framework Approach -- CHAPTER 6 Engage Your Stakeholders and Win Their Cooperation -- Stakeholder Focus Throughout the Life of the Project -- Stakeholder Management Is Risk Management for People -- Stakeholder Roles on Every Project -- Stakeholder Roles: Project Manager -- Stakeholder Roles: Project Team -- Stakeholder Roles: Management -- Stakeholder Roles: The Customer -- Affected Stakeholders Can Make Crucial Contributions -- Engage Affected Stakeholders -- Lead the Stakeholders -- End Point -- Fast Foundation in Project Management -- CHAPTER 7 Write the Rules: Manage Expectations and Define Success -- Project Rules Are the Foundation -- Publish a Project Charter -- Write a Project Charter -- Responsibility Matrix -- End Point -- Fast Foundation in Project Management -- PART 3 The Planning Process -- CHAPTER 8 Risk Management: Minimize the Threats to Your Project | |
| 505 | 8 | |a All Project Management Is Risk Management -- The Risk Management Framework -- Step One: Identify the Risks -- Step Two: Analyze and Prioritize the Risks -- Step Three: Develop Response Plans -- Step Four: Establish Contingency and Reserve -- Step Five: Continuous Risk Management -- Unexpected Leadership -- End Point -- Fast Foundation in Project Management -- CHAPTER 9 A Work Breakdown Structure Makes a Project Manageable -- Defining the Work Breakdown Structure -- Building a Work Breakdown Structure -- Criteria for a Successful Work Breakdown Structure -- Work Package Size -- When Very Small Tasks Make Sense -- Planning for Quality -- Breaking Down Large Programs -- Contractors or Vendors Can Provide a WBS -- End Point -- CHAPTER 10 Realistic Scheduling -- Planning Overview -- Planning Step Two: Identify Task Relationships -- Planning Step Three: Estimate Work Packages -- Planning Step Four: Calculate an Initial Schedule -- Planning Step Five: Assign and Level Resources -- Small Projects Need Smaller Plans -- End Point -- Fast Foundation in Project Management -- CHAPTER 11 Manage Agile Development with Scrum -- Scrum Is a Framework -- Scrum at a Glance -- Managing the Product Backlog -- Make the Plan Visible: Task Boards and Burndown Charts -- Key Factors for Scrum to Be Effective -- Scrum and Project Management -- End Point -- CHAPTER 12 The Art and Science of Accurate Estimating -- Estimating Fundamentals -- Estimating Techniques -- Building the Detailed Budget Estimate -- Generating the Cash Flow Schedule -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Tynet, Inc. -- CHAPTER 13 Balance the Trade-Off Among Cost, Schedule, and Scope -- Three Levels of Balancing a Project -- Balancing at the Project Level -- Balancing at the Business Case Level -- Balancing at the Enterprise Level -- End Point | |
| 505 | 8 | |a Stellar Performer: Seattle Mariners Baseball Park -- Stellar Performer: Boeing 767-400ER Program -- CHAPTER 14 Managing Creative Projects: Insights from Media and Entertainment -- Lessons from Film, Television, and Video Production -- Lessons from Creating Video Games -- Lessons from Music Production -- Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects -- End Point -- Stellar Performer: Flexible Life Cycle Transcends Industries -- PART 4 Controlling the Project -- CHAPTER 15 Build a High-Performance Project Team -- A Framework for Building High-Performance Teams -- Leadership Responsibilities -- Building a Positive Team Culture -- Ground Rules -- Team Identity -- Team Listening Skills -- Meeting Management -- Collaborative Problem-Solving -- Problem Analysis -- Decision Modes -- Conflict Management -- Continuous Learning -- Job Satisfaction -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Habitat for Humanity -- CHAPTER 16 Communicate with Project Stakeholders -- Embrace Your Role as a Leader -- Creating a Communication Plan -- Communicating Within the Project Team -- Virtual Teams Benefit from Formal Communication -- Closeout Reporting -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Lockheed Martin Aeronautics -- CHAPTER 17 Change Management: Engage Your Stakeholders to Maximize Value -- Why the People Side Matters -- Outcomes Desired: Individual Change Management Using ADKAR -- Actions Required: Organizational Change Management -- Roles: Who Does Change Management -- End Point -- CHAPTER 18 Control Scope to Deliver Value -- The Change Control Process -- Configuration Management -- Change Control Is Essential for Managing Expectations -- End Point -- Fast Foundation in Project Management -- CHAPTER 19 Measure Progress -- Measuring Schedule Performance | |
| 505 | 8 | |a Measuring Cost Performance -- Earned Value Reporting -- Escalation Thresholds -- Cost and Schedule Baselines -- End Point -- CHAPTER 20 Solve Common Project Problems -- Responsibility Beyond Your Authority -- Disaster Recovery -- When the Customer Delays the Project -- The Impossible Dream -- Fighting Fires -- Managing Volunteers -- End Point -- PART 5 Advancing Your Practice of Project Management -- CHAPTER 21 Enterprise Project Management: Align Projects with Strategy -- Defining Enterprise Project Management -- Three Tiers of Management Within EPM: Portfolio, Program, Project -- The Four Components of EPM: Process, People, Technology, PMO -- Establish Consistent EPM Processes -- Technology Enables EPM Processes -- The People Who Deliver Projects -- Support Project Management: The Project Management Office -- End Point -- Stellar Performer: Bill & -- Melinda Gates Foundation -- CHAPTER 22 Requirements: Describe the Solution Target -- Requirements and Project Management Are Intimately Connected -- Requirement Types Illustrate the Evolving Product Vision -- Requirements Scope and Processes -- Requirements Development Activities -- Requirements Management Activities -- The Audience for Requirements -- End Point -- CHAPTER 23 Use the Quality Discipline to Hit the Target -- The Cost of Quality -- Build the Quality Discipline into a Project -- Quality Assurance and Quality Control -- Quality Practices Improve Requirements -- The Quality Discipline Improves Processes -- Quality Is an Organizational Commitment -- End Point -- CHAPTER 24 Pass the PMP Exam -- Requirements to Earn the PMP -- Top 10 Study Tips for the PMP Exam -- End Point -- APPENDIX A Forms Available Online -- APPENDIX B The Detailed Planning Model -- Notes -- Index -- EULA. | |
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Datensatz im Suchindex
| _version_ | 1804183174629031936 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Verzuh, Eric |
| author_facet | Verzuh, Eric |
| author_role | aut |
| author_sort | Verzuh, Eric |
| author_variant | e v ev |
| building | Verbundindex |
| bvnumber | BV047689067 |
| classification_rvk | QP 300 QP 360 |
| collection | ZDB-30-PQE |
| contents | Cover -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- About the Author -- Preface -- Part 1 Introduction -- CHAPTER 1 Project Management: A Platform for Innovation -- A Timeless Leadership Toolset -- Project Management is keeping Pace with Global Change -- Project Management is an Essential Leadership Skill Set -- Successful Projects Deliver Value -- The Art and Science of Project Leadership -- A Practical Checklist for Successful Projects: How This Book Will Help You -- Beyond the Book: Tools for Application and Continuous Learning -- End Point -- Stellar Performer: OrthoSpot -- Stellar Performer: PM4NGOs -- CHAPTER 2 Project Leadership: People Before Process -- The Project Leadership Challenge -- Build a Team Culture Suited to a Journey of Discovery -- Temporary Teams Form Before They Perform -- Build Personal Authority and Influence -- Project Leaders Need Political Savvy -- Your Decision to Lead -- End Point -- CHAPTER 3 Foundation Principles of Project Management -- Projects Require Project Management -- How a Project is Defined -- The Challenge of Managing Projects -- The Evolution of a Discipline -- The Definition of Project Success -- Project Management Functions -- Project Life Cycle -- Organizing for Projects -- Project Managers Are Leaders -- End Point -- Stellar Performer: Seattle Children's Hospital and Regional Medical Center -- CHAPTER 4 Agile and Waterfall: Choose a Development Process -- Defining Value: A New Lens for Judging Projects Informs the Development Process -- Choose a Product Development Process That Delivers Value -- Best Practices for Capturing Requirements Are Integrated into a Product Development Process -- A Development Process Is Not Project Management -- Waterfall or Agile: Which Delivers the Best Value? -- Common Agile Practices -- Common Agile Benefits Choosing Between Agile and Waterfall Development -- Innovation Projects Experiment to Discover Desirability and Viability -- Product Development Methods Influence Project Management -- End Point -- Stellar Performer: The Lean Startup Innovation Movement -- Part 2 Defining the Project -- CHAPTER 5 Project Initiation: Turn a Problem or Opportunity into a Business Case -- Project Initiation's Place in the Project Life Cycle -- A Mini-Analysis Phase or a Complete Project -- The Role of a Project Manager in Project Initiation -- A Business Case Defines the Future Business Value -- Business Risk and Project Risk -- Managing Requirements Is Tightly Linked to Project Initiation -- Common Principles for Project Initiation -- Project Selection and Prioritization -- Basic Business Case Content -- Designing a Realistic Initiation Process -- Project Leadership: Focus on Value -- End Point -- Fast Foundation in Project Management -- Stellar Performer: The Logical Framework Approach -- CHAPTER 6 Engage Your Stakeholders and Win Their Cooperation -- Stakeholder Focus Throughout the Life of the Project -- Stakeholder Management Is Risk Management for People -- Stakeholder Roles on Every Project -- Stakeholder Roles: Project Manager -- Stakeholder Roles: Project Team -- Stakeholder Roles: Management -- Stakeholder Roles: The Customer -- Affected Stakeholders Can Make Crucial Contributions -- Engage Affected Stakeholders -- Lead the Stakeholders -- End Point -- Fast Foundation in Project Management -- CHAPTER 7 Write the Rules: Manage Expectations and Define Success -- Project Rules Are the Foundation -- Publish a Project Charter -- Write a Project Charter -- Responsibility Matrix -- End Point -- Fast Foundation in Project Management -- PART 3 The Planning Process -- CHAPTER 8 Risk Management: Minimize the Threats to Your Project All Project Management Is Risk Management -- The Risk Management Framework -- Step One: Identify the Risks -- Step Two: Analyze and Prioritize the Risks -- Step Three: Develop Response Plans -- Step Four: Establish Contingency and Reserve -- Step Five: Continuous Risk Management -- Unexpected Leadership -- End Point -- Fast Foundation in Project Management -- CHAPTER 9 A Work Breakdown Structure Makes a Project Manageable -- Defining the Work Breakdown Structure -- Building a Work Breakdown Structure -- Criteria for a Successful Work Breakdown Structure -- Work Package Size -- When Very Small Tasks Make Sense -- Planning for Quality -- Breaking Down Large Programs -- Contractors or Vendors Can Provide a WBS -- End Point -- CHAPTER 10 Realistic Scheduling -- Planning Overview -- Planning Step Two: Identify Task Relationships -- Planning Step Three: Estimate Work Packages -- Planning Step Four: Calculate an Initial Schedule -- Planning Step Five: Assign and Level Resources -- Small Projects Need Smaller Plans -- End Point -- Fast Foundation in Project Management -- CHAPTER 11 Manage Agile Development with Scrum -- Scrum Is a Framework -- Scrum at a Glance -- Managing the Product Backlog -- Make the Plan Visible: Task Boards and Burndown Charts -- Key Factors for Scrum to Be Effective -- Scrum and Project Management -- End Point -- CHAPTER 12 The Art and Science of Accurate Estimating -- Estimating Fundamentals -- Estimating Techniques -- Building the Detailed Budget Estimate -- Generating the Cash Flow Schedule -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Tynet, Inc. -- CHAPTER 13 Balance the Trade-Off Among Cost, Schedule, and Scope -- Three Levels of Balancing a Project -- Balancing at the Project Level -- Balancing at the Business Case Level -- Balancing at the Enterprise Level -- End Point Stellar Performer: Seattle Mariners Baseball Park -- Stellar Performer: Boeing 767-400ER Program -- CHAPTER 14 Managing Creative Projects: Insights from Media and Entertainment -- Lessons from Film, Television, and Video Production -- Lessons from Creating Video Games -- Lessons from Music Production -- Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects -- End Point -- Stellar Performer: Flexible Life Cycle Transcends Industries -- PART 4 Controlling the Project -- CHAPTER 15 Build a High-Performance Project Team -- A Framework for Building High-Performance Teams -- Leadership Responsibilities -- Building a Positive Team Culture -- Ground Rules -- Team Identity -- Team Listening Skills -- Meeting Management -- Collaborative Problem-Solving -- Problem Analysis -- Decision Modes -- Conflict Management -- Continuous Learning -- Job Satisfaction -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Habitat for Humanity -- CHAPTER 16 Communicate with Project Stakeholders -- Embrace Your Role as a Leader -- Creating a Communication Plan -- Communicating Within the Project Team -- Virtual Teams Benefit from Formal Communication -- Closeout Reporting -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Lockheed Martin Aeronautics -- CHAPTER 17 Change Management: Engage Your Stakeholders to Maximize Value -- Why the People Side Matters -- Outcomes Desired: Individual Change Management Using ADKAR -- Actions Required: Organizational Change Management -- Roles: Who Does Change Management -- End Point -- CHAPTER 18 Control Scope to Deliver Value -- The Change Control Process -- Configuration Management -- Change Control Is Essential for Managing Expectations -- End Point -- Fast Foundation in Project Management -- CHAPTER 19 Measure Progress -- Measuring Schedule Performance Measuring Cost Performance -- Earned Value Reporting -- Escalation Thresholds -- Cost and Schedule Baselines -- End Point -- CHAPTER 20 Solve Common Project Problems -- Responsibility Beyond Your Authority -- Disaster Recovery -- When the Customer Delays the Project -- The Impossible Dream -- Fighting Fires -- Managing Volunteers -- End Point -- PART 5 Advancing Your Practice of Project Management -- CHAPTER 21 Enterprise Project Management: Align Projects with Strategy -- Defining Enterprise Project Management -- Three Tiers of Management Within EPM: Portfolio, Program, Project -- The Four Components of EPM: Process, People, Technology, PMO -- Establish Consistent EPM Processes -- Technology Enables EPM Processes -- The People Who Deliver Projects -- Support Project Management: The Project Management Office -- End Point -- Stellar Performer: Bill & -- Melinda Gates Foundation -- CHAPTER 22 Requirements: Describe the Solution Target -- Requirements and Project Management Are Intimately Connected -- Requirement Types Illustrate the Evolving Product Vision -- Requirements Scope and Processes -- Requirements Development Activities -- Requirements Management Activities -- The Audience for Requirements -- End Point -- CHAPTER 23 Use the Quality Discipline to Hit the Target -- The Cost of Quality -- Build the Quality Discipline into a Project -- Quality Assurance and Quality Control -- Quality Practices Improve Requirements -- The Quality Discipline Improves Processes -- Quality Is an Organizational Commitment -- End Point -- CHAPTER 24 Pass the PMP Exam -- Requirements to Earn the PMP -- Top 10 Study Tips for the PMP Exam -- End Point -- APPENDIX A Forms Available Online -- APPENDIX B The Detailed Planning Model -- Notes -- Index -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC6458227 (ZDB-30-PAD)EBC6458227 (ZDB-89-EBL)EBL6458227 (OCoLC)1232279972 (DE-599)BVBBV047689067 |
| dewey-full | 658.404 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.404 |
| dewey-search | 658.404 |
| dewey-sort | 3658.404 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 6th ed |
| format | Electronic eBook |
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Identify Task Relationships -- Planning Step Three: Estimate Work Packages -- Planning Step Four: Calculate an Initial Schedule -- Planning Step Five: Assign and Level Resources -- Small Projects Need Smaller Plans -- End Point -- Fast Foundation in Project Management -- CHAPTER 11 Manage Agile Development with Scrum -- Scrum Is a Framework -- Scrum at a Glance -- Managing the Product Backlog -- Make the Plan Visible: Task Boards and Burndown Charts -- Key Factors for Scrum to Be Effective -- Scrum and Project Management -- End Point -- CHAPTER 12 The Art and Science of Accurate Estimating -- Estimating Fundamentals -- Estimating Techniques -- Building the Detailed Budget Estimate -- Generating the Cash Flow Schedule -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Tynet, Inc. -- CHAPTER 13 Balance the Trade-Off Among Cost, Schedule, and Scope -- Three Levels of Balancing a Project -- Balancing at the Project Level -- Balancing at the Business Case Level -- Balancing at the Enterprise Level -- End Point</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Stellar Performer: Seattle Mariners Baseball Park -- Stellar Performer: Boeing 767-400ER Program -- CHAPTER 14 Managing Creative Projects: Insights from Media and Entertainment -- Lessons from Film, Television, and Video Production -- Lessons from Creating Video Games -- Lessons from Music Production -- Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects -- End Point -- Stellar Performer: Flexible Life Cycle Transcends Industries -- PART 4 Controlling the Project -- CHAPTER 15 Build a High-Performance Project Team -- A Framework for Building High-Performance Teams -- Leadership Responsibilities -- Building a Positive Team Culture -- Ground Rules -- Team Identity -- Team Listening Skills -- Meeting Management -- Collaborative Problem-Solving -- Problem Analysis -- Decision Modes -- Conflict Management -- Continuous Learning -- Job Satisfaction -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Habitat for Humanity -- CHAPTER 16 Communicate with Project Stakeholders -- Embrace Your Role as a Leader -- Creating a Communication Plan -- Communicating Within the Project Team -- Virtual Teams Benefit from Formal Communication -- Closeout Reporting -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Lockheed Martin Aeronautics -- CHAPTER 17 Change Management: Engage Your Stakeholders to Maximize Value -- Why the People Side Matters -- Outcomes Desired: Individual Change Management Using ADKAR -- Actions Required: Organizational Change Management -- Roles: Who Does Change Management -- End Point -- CHAPTER 18 Control Scope to Deliver Value -- The Change Control Process -- Configuration Management -- Change Control Is Essential for Managing Expectations -- End Point -- Fast Foundation in Project Management -- CHAPTER 19 Measure Progress -- Measuring Schedule Performance</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Measuring Cost Performance -- Earned Value Reporting -- Escalation Thresholds -- Cost and Schedule Baselines -- End Point -- CHAPTER 20 Solve Common Project Problems -- Responsibility Beyond Your Authority -- Disaster Recovery -- When the Customer Delays the Project -- The Impossible Dream -- Fighting Fires -- Managing Volunteers -- End Point -- PART 5 Advancing Your Practice of Project Management -- CHAPTER 21 Enterprise Project Management: Align Projects with Strategy -- Defining Enterprise Project Management -- Three Tiers of Management Within EPM: Portfolio, Program, Project -- The Four Components of EPM: Process, People, Technology, PMO -- Establish Consistent EPM Processes -- Technology Enables EPM Processes -- The People Who Deliver Projects -- Support Project Management: The Project Management Office -- End Point -- Stellar Performer: Bill &amp -- Melinda Gates Foundation -- CHAPTER 22 Requirements: Describe the Solution Target -- Requirements and Project Management Are Intimately Connected -- Requirement Types Illustrate the Evolving Product Vision -- Requirements Scope and Processes -- Requirements Development Activities -- Requirements Management Activities -- The Audience for Requirements -- End Point -- CHAPTER 23 Use the Quality Discipline to Hit the Target -- The Cost of Quality -- Build the Quality Discipline into a Project -- Quality Assurance and Quality Control -- Quality Practices Improve Requirements -- The Quality Discipline Improves Processes -- Quality Is an Organizational Commitment -- End Point -- CHAPTER 24 Pass the PMP Exam -- Requirements to Earn the PMP -- Top 10 Study Tips for the PMP Exam -- End Point -- APPENDIX A Forms Available Online -- APPENDIX B The Detailed Planning Model -- Notes -- Index -- EULA.</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Projektmanagement</subfield><subfield code="0">(DE-588)4047441-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Projektmanagement</subfield><subfield code="0">(DE-588)4047441-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Verzuh, Eric</subfield><subfield code="t">The Fast Forward MBA in Project Management</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2021</subfield><subfield code="z">9781119700760</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033073082</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6458227</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE_Kauf</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV047689067 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T18:57:01Z |
| indexdate | 2024-07-10T09:19:15Z |
| institution | BVB |
| isbn | 9781119700791 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033073082 |
| oclc_num | 1232279972 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 online resource (543 pages) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| series2 | Fast Forward MBA Ser |
| spelling | Verzuh, Eric Verfasser aut The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros 6th ed Newark John Wiley & Sons, Incorporated 2021 ©2021 1 online resource (543 pages) txt rdacontent c rdamedia cr rdacarrier Fast Forward MBA Ser Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- About the Author -- Preface -- Part 1 Introduction -- CHAPTER 1 Project Management: A Platform for Innovation -- A Timeless Leadership Toolset -- Project Management is keeping Pace with Global Change -- Project Management is an Essential Leadership Skill Set -- Successful Projects Deliver Value -- The Art and Science of Project Leadership -- A Practical Checklist for Successful Projects: How This Book Will Help You -- Beyond the Book: Tools for Application and Continuous Learning -- End Point -- Stellar Performer: OrthoSpot -- Stellar Performer: PM4NGOs -- CHAPTER 2 Project Leadership: People Before Process -- The Project Leadership Challenge -- Build a Team Culture Suited to a Journey of Discovery -- Temporary Teams Form Before They Perform -- Build Personal Authority and Influence -- Project Leaders Need Political Savvy -- Your Decision to Lead -- End Point -- CHAPTER 3 Foundation Principles of Project Management -- Projects Require Project Management -- How a Project is Defined -- The Challenge of Managing Projects -- The Evolution of a Discipline -- The Definition of Project Success -- Project Management Functions -- Project Life Cycle -- Organizing for Projects -- Project Managers Are Leaders -- End Point -- Stellar Performer: Seattle Children's Hospital and Regional Medical Center -- CHAPTER 4 Agile and Waterfall: Choose a Development Process -- Defining Value: A New Lens for Judging Projects Informs the Development Process -- Choose a Product Development Process That Delivers Value -- Best Practices for Capturing Requirements Are Integrated into a Product Development Process -- A Development Process Is Not Project Management -- Waterfall or Agile: Which Delivers the Best Value? -- Common Agile Practices -- Common Agile Benefits Choosing Between Agile and Waterfall Development -- Innovation Projects Experiment to Discover Desirability and Viability -- Product Development Methods Influence Project Management -- End Point -- Stellar Performer: The Lean Startup Innovation Movement -- Part 2 Defining the Project -- CHAPTER 5 Project Initiation: Turn a Problem or Opportunity into a Business Case -- Project Initiation's Place in the Project Life Cycle -- A Mini-Analysis Phase or a Complete Project -- The Role of a Project Manager in Project Initiation -- A Business Case Defines the Future Business Value -- Business Risk and Project Risk -- Managing Requirements Is Tightly Linked to Project Initiation -- Common Principles for Project Initiation -- Project Selection and Prioritization -- Basic Business Case Content -- Designing a Realistic Initiation Process -- Project Leadership: Focus on Value -- End Point -- Fast Foundation in Project Management -- Stellar Performer: The Logical Framework Approach -- CHAPTER 6 Engage Your Stakeholders and Win Their Cooperation -- Stakeholder Focus Throughout the Life of the Project -- Stakeholder Management Is Risk Management for People -- Stakeholder Roles on Every Project -- Stakeholder Roles: Project Manager -- Stakeholder Roles: Project Team -- Stakeholder Roles: Management -- Stakeholder Roles: The Customer -- Affected Stakeholders Can Make Crucial Contributions -- Engage Affected Stakeholders -- Lead the Stakeholders -- End Point -- Fast Foundation in Project Management -- CHAPTER 7 Write the Rules: Manage Expectations and Define Success -- Project Rules Are the Foundation -- Publish a Project Charter -- Write a Project Charter -- Responsibility Matrix -- End Point -- Fast Foundation in Project Management -- PART 3 The Planning Process -- CHAPTER 8 Risk Management: Minimize the Threats to Your Project All Project Management Is Risk Management -- The Risk Management Framework -- Step One: Identify the Risks -- Step Two: Analyze and Prioritize the Risks -- Step Three: Develop Response Plans -- Step Four: Establish Contingency and Reserve -- Step Five: Continuous Risk Management -- Unexpected Leadership -- End Point -- Fast Foundation in Project Management -- CHAPTER 9 A Work Breakdown Structure Makes a Project Manageable -- Defining the Work Breakdown Structure -- Building a Work Breakdown Structure -- Criteria for a Successful Work Breakdown Structure -- Work Package Size -- When Very Small Tasks Make Sense -- Planning for Quality -- Breaking Down Large Programs -- Contractors or Vendors Can Provide a WBS -- End Point -- CHAPTER 10 Realistic Scheduling -- Planning Overview -- Planning Step Two: Identify Task Relationships -- Planning Step Three: Estimate Work Packages -- Planning Step Four: Calculate an Initial Schedule -- Planning Step Five: Assign and Level Resources -- Small Projects Need Smaller Plans -- End Point -- Fast Foundation in Project Management -- CHAPTER 11 Manage Agile Development with Scrum -- Scrum Is a Framework -- Scrum at a Glance -- Managing the Product Backlog -- Make the Plan Visible: Task Boards and Burndown Charts -- Key Factors for Scrum to Be Effective -- Scrum and Project Management -- End Point -- CHAPTER 12 The Art and Science of Accurate Estimating -- Estimating Fundamentals -- Estimating Techniques -- Building the Detailed Budget Estimate -- Generating the Cash Flow Schedule -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Tynet, Inc. -- CHAPTER 13 Balance the Trade-Off Among Cost, Schedule, and Scope -- Three Levels of Balancing a Project -- Balancing at the Project Level -- Balancing at the Business Case Level -- Balancing at the Enterprise Level -- End Point Stellar Performer: Seattle Mariners Baseball Park -- Stellar Performer: Boeing 767-400ER Program -- CHAPTER 14 Managing Creative Projects: Insights from Media and Entertainment -- Lessons from Film, Television, and Video Production -- Lessons from Creating Video Games -- Lessons from Music Production -- Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects -- End Point -- Stellar Performer: Flexible Life Cycle Transcends Industries -- PART 4 Controlling the Project -- CHAPTER 15 Build a High-Performance Project Team -- A Framework for Building High-Performance Teams -- Leadership Responsibilities -- Building a Positive Team Culture -- Ground Rules -- Team Identity -- Team Listening Skills -- Meeting Management -- Collaborative Problem-Solving -- Problem Analysis -- Decision Modes -- Conflict Management -- Continuous Learning -- Job Satisfaction -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Habitat for Humanity -- CHAPTER 16 Communicate with Project Stakeholders -- Embrace Your Role as a Leader -- Creating a Communication Plan -- Communicating Within the Project Team -- Virtual Teams Benefit from Formal Communication -- Closeout Reporting -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Lockheed Martin Aeronautics -- CHAPTER 17 Change Management: Engage Your Stakeholders to Maximize Value -- Why the People Side Matters -- Outcomes Desired: Individual Change Management Using ADKAR -- Actions Required: Organizational Change Management -- Roles: Who Does Change Management -- End Point -- CHAPTER 18 Control Scope to Deliver Value -- The Change Control Process -- Configuration Management -- Change Control Is Essential for Managing Expectations -- End Point -- Fast Foundation in Project Management -- CHAPTER 19 Measure Progress -- Measuring Schedule Performance Measuring Cost Performance -- Earned Value Reporting -- Escalation Thresholds -- Cost and Schedule Baselines -- End Point -- CHAPTER 20 Solve Common Project Problems -- Responsibility Beyond Your Authority -- Disaster Recovery -- When the Customer Delays the Project -- The Impossible Dream -- Fighting Fires -- Managing Volunteers -- End Point -- PART 5 Advancing Your Practice of Project Management -- CHAPTER 21 Enterprise Project Management: Align Projects with Strategy -- Defining Enterprise Project Management -- Three Tiers of Management Within EPM: Portfolio, Program, Project -- The Four Components of EPM: Process, People, Technology, PMO -- Establish Consistent EPM Processes -- Technology Enables EPM Processes -- The People Who Deliver Projects -- Support Project Management: The Project Management Office -- End Point -- Stellar Performer: Bill & -- Melinda Gates Foundation -- CHAPTER 22 Requirements: Describe the Solution Target -- Requirements and Project Management Are Intimately Connected -- Requirement Types Illustrate the Evolving Product Vision -- Requirements Scope and Processes -- Requirements Development Activities -- Requirements Management Activities -- The Audience for Requirements -- End Point -- CHAPTER 23 Use the Quality Discipline to Hit the Target -- The Cost of Quality -- Build the Quality Discipline into a Project -- Quality Assurance and Quality Control -- Quality Practices Improve Requirements -- The Quality Discipline Improves Processes -- Quality Is an Organizational Commitment -- End Point -- CHAPTER 24 Pass the PMP Exam -- Requirements to Earn the PMP -- Top 10 Study Tips for the PMP Exam -- End Point -- APPENDIX A Forms Available Online -- APPENDIX B The Detailed Planning Model -- Notes -- Index -- EULA. Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 Erscheint auch als Druck-Ausgabe Verzuh, Eric The Fast Forward MBA in Project Management Newark : John Wiley & Sons, Incorporated,c2021 9781119700760 |
| spellingShingle | Verzuh, Eric The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros Cover -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- About the Author -- Preface -- Part 1 Introduction -- CHAPTER 1 Project Management: A Platform for Innovation -- A Timeless Leadership Toolset -- Project Management is keeping Pace with Global Change -- Project Management is an Essential Leadership Skill Set -- Successful Projects Deliver Value -- The Art and Science of Project Leadership -- A Practical Checklist for Successful Projects: How This Book Will Help You -- Beyond the Book: Tools for Application and Continuous Learning -- End Point -- Stellar Performer: OrthoSpot -- Stellar Performer: PM4NGOs -- CHAPTER 2 Project Leadership: People Before Process -- The Project Leadership Challenge -- Build a Team Culture Suited to a Journey of Discovery -- Temporary Teams Form Before They Perform -- Build Personal Authority and Influence -- Project Leaders Need Political Savvy -- Your Decision to Lead -- End Point -- CHAPTER 3 Foundation Principles of Project Management -- Projects Require Project Management -- How a Project is Defined -- The Challenge of Managing Projects -- The Evolution of a Discipline -- The Definition of Project Success -- Project Management Functions -- Project Life Cycle -- Organizing for Projects -- Project Managers Are Leaders -- End Point -- Stellar Performer: Seattle Children's Hospital and Regional Medical Center -- CHAPTER 4 Agile and Waterfall: Choose a Development Process -- Defining Value: A New Lens for Judging Projects Informs the Development Process -- Choose a Product Development Process That Delivers Value -- Best Practices for Capturing Requirements Are Integrated into a Product Development Process -- A Development Process Is Not Project Management -- Waterfall or Agile: Which Delivers the Best Value? -- Common Agile Practices -- Common Agile Benefits Choosing Between Agile and Waterfall Development -- Innovation Projects Experiment to Discover Desirability and Viability -- Product Development Methods Influence Project Management -- End Point -- Stellar Performer: The Lean Startup Innovation Movement -- Part 2 Defining the Project -- CHAPTER 5 Project Initiation: Turn a Problem or Opportunity into a Business Case -- Project Initiation's Place in the Project Life Cycle -- A Mini-Analysis Phase or a Complete Project -- The Role of a Project Manager in Project Initiation -- A Business Case Defines the Future Business Value -- Business Risk and Project Risk -- Managing Requirements Is Tightly Linked to Project Initiation -- Common Principles for Project Initiation -- Project Selection and Prioritization -- Basic Business Case Content -- Designing a Realistic Initiation Process -- Project Leadership: Focus on Value -- End Point -- Fast Foundation in Project Management -- Stellar Performer: The Logical Framework Approach -- CHAPTER 6 Engage Your Stakeholders and Win Their Cooperation -- Stakeholder Focus Throughout the Life of the Project -- Stakeholder Management Is Risk Management for People -- Stakeholder Roles on Every Project -- Stakeholder Roles: Project Manager -- Stakeholder Roles: Project Team -- Stakeholder Roles: Management -- Stakeholder Roles: The Customer -- Affected Stakeholders Can Make Crucial Contributions -- Engage Affected Stakeholders -- Lead the Stakeholders -- End Point -- Fast Foundation in Project Management -- CHAPTER 7 Write the Rules: Manage Expectations and Define Success -- Project Rules Are the Foundation -- Publish a Project Charter -- Write a Project Charter -- Responsibility Matrix -- End Point -- Fast Foundation in Project Management -- PART 3 The Planning Process -- CHAPTER 8 Risk Management: Minimize the Threats to Your Project All Project Management Is Risk Management -- The Risk Management Framework -- Step One: Identify the Risks -- Step Two: Analyze and Prioritize the Risks -- Step Three: Develop Response Plans -- Step Four: Establish Contingency and Reserve -- Step Five: Continuous Risk Management -- Unexpected Leadership -- End Point -- Fast Foundation in Project Management -- CHAPTER 9 A Work Breakdown Structure Makes a Project Manageable -- Defining the Work Breakdown Structure -- Building a Work Breakdown Structure -- Criteria for a Successful Work Breakdown Structure -- Work Package Size -- When Very Small Tasks Make Sense -- Planning for Quality -- Breaking Down Large Programs -- Contractors or Vendors Can Provide a WBS -- End Point -- CHAPTER 10 Realistic Scheduling -- Planning Overview -- Planning Step Two: Identify Task Relationships -- Planning Step Three: Estimate Work Packages -- Planning Step Four: Calculate an Initial Schedule -- Planning Step Five: Assign and Level Resources -- Small Projects Need Smaller Plans -- End Point -- Fast Foundation in Project Management -- CHAPTER 11 Manage Agile Development with Scrum -- Scrum Is a Framework -- Scrum at a Glance -- Managing the Product Backlog -- Make the Plan Visible: Task Boards and Burndown Charts -- Key Factors for Scrum to Be Effective -- Scrum and Project Management -- End Point -- CHAPTER 12 The Art and Science of Accurate Estimating -- Estimating Fundamentals -- Estimating Techniques -- Building the Detailed Budget Estimate -- Generating the Cash Flow Schedule -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Tynet, Inc. -- CHAPTER 13 Balance the Trade-Off Among Cost, Schedule, and Scope -- Three Levels of Balancing a Project -- Balancing at the Project Level -- Balancing at the Business Case Level -- Balancing at the Enterprise Level -- End Point Stellar Performer: Seattle Mariners Baseball Park -- Stellar Performer: Boeing 767-400ER Program -- CHAPTER 14 Managing Creative Projects: Insights from Media and Entertainment -- Lessons from Film, Television, and Video Production -- Lessons from Creating Video Games -- Lessons from Music Production -- Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects -- End Point -- Stellar Performer: Flexible Life Cycle Transcends Industries -- PART 4 Controlling the Project -- CHAPTER 15 Build a High-Performance Project Team -- A Framework for Building High-Performance Teams -- Leadership Responsibilities -- Building a Positive Team Culture -- Ground Rules -- Team Identity -- Team Listening Skills -- Meeting Management -- Collaborative Problem-Solving -- Problem Analysis -- Decision Modes -- Conflict Management -- Continuous Learning -- Job Satisfaction -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Habitat for Humanity -- CHAPTER 16 Communicate with Project Stakeholders -- Embrace Your Role as a Leader -- Creating a Communication Plan -- Communicating Within the Project Team -- Virtual Teams Benefit from Formal Communication -- Closeout Reporting -- End Point -- Fast Foundation in Project Management -- Stellar Performer: Lockheed Martin Aeronautics -- CHAPTER 17 Change Management: Engage Your Stakeholders to Maximize Value -- Why the People Side Matters -- Outcomes Desired: Individual Change Management Using ADKAR -- Actions Required: Organizational Change Management -- Roles: Who Does Change Management -- End Point -- CHAPTER 18 Control Scope to Deliver Value -- The Change Control Process -- Configuration Management -- Change Control Is Essential for Managing Expectations -- End Point -- Fast Foundation in Project Management -- CHAPTER 19 Measure Progress -- Measuring Schedule Performance Measuring Cost Performance -- Earned Value Reporting -- Escalation Thresholds -- Cost and Schedule Baselines -- End Point -- CHAPTER 20 Solve Common Project Problems -- Responsibility Beyond Your Authority -- Disaster Recovery -- When the Customer Delays the Project -- The Impossible Dream -- Fighting Fires -- Managing Volunteers -- End Point -- PART 5 Advancing Your Practice of Project Management -- CHAPTER 21 Enterprise Project Management: Align Projects with Strategy -- Defining Enterprise Project Management -- Three Tiers of Management Within EPM: Portfolio, Program, Project -- The Four Components of EPM: Process, People, Technology, PMO -- Establish Consistent EPM Processes -- Technology Enables EPM Processes -- The People Who Deliver Projects -- Support Project Management: The Project Management Office -- End Point -- Stellar Performer: Bill & -- Melinda Gates Foundation -- CHAPTER 22 Requirements: Describe the Solution Target -- Requirements and Project Management Are Intimately Connected -- Requirement Types Illustrate the Evolving Product Vision -- Requirements Scope and Processes -- Requirements Development Activities -- Requirements Management Activities -- The Audience for Requirements -- End Point -- CHAPTER 23 Use the Quality Discipline to Hit the Target -- The Cost of Quality -- Build the Quality Discipline into a Project -- Quality Assurance and Quality Control -- Quality Practices Improve Requirements -- The Quality Discipline Improves Processes -- Quality Is an Organizational Commitment -- End Point -- CHAPTER 24 Pass the PMP Exam -- Requirements to Earn the PMP -- Top 10 Study Tips for the PMP Exam -- End Point -- APPENDIX A Forms Available Online -- APPENDIX B The Detailed Planning Model -- Notes -- Index -- EULA. Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
| title_auth | The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
| title_exact_search | The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
| title_exact_search_txtP | The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
| title_full | The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
| title_fullStr | The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
| title_full_unstemmed | The Fast Forward MBA in Project Management The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
| title_short | The Fast Forward MBA in Project Management |
| title_sort | the fast forward mba in project management the comprehensive easy to read handbook for beginners and pros |
| title_sub | The Comprehensive, Easy-To-Read Handbook for Beginners and Pros |
| topic | Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Projektmanagement |
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