Project Management (IPMA): Study Guide for Level d and Basic Certificate (GPM)
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Freiburg
Haufe-Lexware Verlag
2024
|
| Ausgabe: | 2nd ed |
| Schriftenreihe: | Haufe Fachbuch Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (406 Seiten) |
| ISBN: | 9783648166284 |
Internformat
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| 100 | 1 | |a Dittmann, Karen |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Project Management (IPMA) |b Study Guide for Level d and Basic Certificate (GPM) |
| 250 | |a 2nd ed | ||
| 264 | 1 | |a Freiburg |b Haufe-Lexware Verlag |c 2024 | |
| 264 | 4 | |c ©2024 | |
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| 490 | 0 | |a Haufe Fachbuch Series | |
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| 505 | 8 | |a Cover -- Urheberrecht -- myBook+ -- Welcome to the book! -- 1 Competence Area "Perspective" (Context) -- 1.1 CE Strategy (4.3.1) -- 1.1.1 Mission, Vision and Strategy -- 1.1.2 Standard Success Factors of a Project -- 1.1.3 Business Case -- 1.1.4 Benefit-Cost Analysis -- 1.2 CE Governance Structures and Processes (4.3.2) -- 1.2.1 Temporary Projects -- 1.2.2 Permanent Systems and Structures -- 1.2.3 Projects, Programs and Portfolios -- 1.2.4 Process and Structural Organization of Projects -- 1.2.5 Project Management Manual -- 1.2.6 Project Management Standards -- 1.2.7 Project Management Regulations -- 1.3 CE Compliance, Standards and Regulations (4.3.3) -- 1.3.1 Data Protection and Data Security -- 1.3.2 Regulations for Safety, Health and Environmental Protection -- 1.3.3 Hazard Analysis -- 1.3.4 Compliance Requirements of Individual Economic Sectors -- 1.3.5 Corporate Social Responsibility (CSR)/Sustainable Corporate Management -- 1.3.6 Agenda 2030 -- 1.4 CE Power and Interests (4.3.4) -- 1.4.1 Definition of Power -- 1.4.2 Promoter Model according to Witte -- 1.4.3 Force Field Analysis -- 1.5 CE Culture and Values (4.3.5) -- 1.5.1 The GPM Code of Ethics -- 1.5.2 Aligning the Project with the Culture and Values of an Organization (according to Edgar Schein) -- 1.5.3 Traditional versus Agile Values -- 2 Competence Area "People" (Personal + Social) -- 2.1 CE Self-Reflection and Self-Management (4.4.1.) -- 2.1.1 Methods for Self-Reflection -- 2.1.2 Self-Management Methods -- 2.1.3 Project Management and Stress -- 2.1.4 Personal Competence Development in Project Management -- 2.2 CE Personal Integrity and Reliability (4.4.2) -- 2.2.1 Reliability and Trust -- 2.2.2 Error Culture -- 2.2.3 Sustainability -- 2.3 CE Personal Communication (4.4.3) -- 2.3.1 Communication Models -- 2.3.2 Receiving Information: Active Listening -- 2.3.3 Questioning Techniques | |
| 505 | 8 | |a 2.3.4 Communication and Disturbance of Perception -- 2.3.5 Meetings -- 2.3.6 Communicating Effectively with Virtual Teams -- 2.4 CE Relationships and Commitment (4.4.4) -- 2.4.1 Building and Maintaining Personal Relationships -- 2.4.2 Professional Network (Business Network) -- 2.5 CE Leadership (4.4.5) -- 2.5.1 Leadership Styles, Leadership Techniques, Leadership Tools -- 2.5.2 Leadership Styles -- 2.5.3 Leadership Techniques -- 2.5.4 Decision Making -- 2.6 CE Teamwork (4.4.6) -- 2.6.1 Success Factors for Teamwork -- 2.6.2 Team Rules -- 2.6.3 Special Team Effects -- 2.6.4 Teamwork Models -- 2.6.5 Feedback Guidelines -- 2.7 CE Conflicts and Crises (4.4.7) -- 2.7.1 Symptoms of Conflict -- 2.7.2 Causes of Conflict -- 2.7.3 Cooperative Conflict Resolution -- 2.8 CE Resourcefulness (4.4.8) -- 2.8.1 An Open and Creative Meeting Environment -- 2.8.2 Problem Solving -- 2.9 CE Negotiation (4.4.9) -- 2.9.1 Overt and Covert Negotiations -- 2.9.2 Conducting a Negotiation -- 2.9.3 Determining Needs as a Basis for Conducting Negotiations -- 2.10 CE Result Orientation (4.4.10) -- 2.10.1 Connection to Project Management Subfields -- 2.10.2 Efficiency and Effectiveness -- 2.10.3 Project Marketing -- 2.10.4 Results Orientation in Practice -- 3 Competence Area "Practice" ( Methods + Technical) -- 3.1 Plan-based, Hybrid, Agile -- 3.2 Initialization -- 3.3 Definition -- 3.3.1 Requirements and Objectives (4.5.2) -- 3.3.2 Project Design (4.5.1) -- 3.3.4 Starting the Project and Obtaining Approval (4.5.10) -- 3.3.6 Project Documentation (4.5.5) -- 3.3.7 Stakeholders (4.5.12) -- 3.3.8 Opportunities and Risks (4.5.11) -- 3.4 Detailed Planning -- 3.4.1 Scope and Deliverables (4.5.3) -- 3.4.2 Process and Time Planning (4.5.4) -- 3.4.3 Resources (4.5.8) -- 3.4.4 Costs and Project Financing (4.5.7) -- 3.5 Steering -- 3.5.1 Managing Transitions to a New Phase/Section (4.5.10) | |
| 505 | 8 | |a 3.5.2 Managing Transitions to a New Iteration/Section - Agile (4.5.10) -- 3.5.5 Compare Project Plan with Actual Data (4.5.10) -- 3.5.6 Reports (4.5.10) -- 3.5.7 Change Management (4.5.10) -- 3.5.8 Quality (4.5.6) -- 3.5.9 Procurement (4.5.9) -- 3.5.10 Change and Transformation (4.5.13) -- 3.6 Closure (4.5.10) -- 3.6.2 Closure Analysis and Evaluation -- 3.6.3 Project Evaluation (Lessons Learned) -- 3.6.4 Project Dissolution -- 3.6.5 Project Closure in Agile Projects -- List of Technical Terms German-English/English-German -- About the authors -- References -- myBook+ | |
| 650 | 4 | |a Project management-Examinations, questions, etc | |
| 700 | 1 | |a Dirbanis, Konstantin |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Dittmann, Karen |t Project Management (IPMA) |d Freiburg : Haufe-Lexware Verlag,c2024 |
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Datensatz im Suchindex
| _version_ | 1810600640492077056 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Dittmann, Karen |
| author_facet | Dittmann, Karen |
| author_role | aut |
| author_sort | Dittmann, Karen |
| author_variant | k d kd |
| building | Verbundindex |
| bvnumber | BV049875028 |
| collection | ZDB-30-PQE |
| contents | Cover -- Urheberrecht -- myBook+ -- Welcome to the book! -- 1 Competence Area "Perspective" (Context) -- 1.1 CE Strategy (4.3.1) -- 1.1.1 Mission, Vision and Strategy -- 1.1.2 Standard Success Factors of a Project -- 1.1.3 Business Case -- 1.1.4 Benefit-Cost Analysis -- 1.2 CE Governance Structures and Processes (4.3.2) -- 1.2.1 Temporary Projects -- 1.2.2 Permanent Systems and Structures -- 1.2.3 Projects, Programs and Portfolios -- 1.2.4 Process and Structural Organization of Projects -- 1.2.5 Project Management Manual -- 1.2.6 Project Management Standards -- 1.2.7 Project Management Regulations -- 1.3 CE Compliance, Standards and Regulations (4.3.3) -- 1.3.1 Data Protection and Data Security -- 1.3.2 Regulations for Safety, Health and Environmental Protection -- 1.3.3 Hazard Analysis -- 1.3.4 Compliance Requirements of Individual Economic Sectors -- 1.3.5 Corporate Social Responsibility (CSR)/Sustainable Corporate Management -- 1.3.6 Agenda 2030 -- 1.4 CE Power and Interests (4.3.4) -- 1.4.1 Definition of Power -- 1.4.2 Promoter Model according to Witte -- 1.4.3 Force Field Analysis -- 1.5 CE Culture and Values (4.3.5) -- 1.5.1 The GPM Code of Ethics -- 1.5.2 Aligning the Project with the Culture and Values of an Organization (according to Edgar Schein) -- 1.5.3 Traditional versus Agile Values -- 2 Competence Area "People" (Personal + Social) -- 2.1 CE Self-Reflection and Self-Management (4.4.1.) -- 2.1.1 Methods for Self-Reflection -- 2.1.2 Self-Management Methods -- 2.1.3 Project Management and Stress -- 2.1.4 Personal Competence Development in Project Management -- 2.2 CE Personal Integrity and Reliability (4.4.2) -- 2.2.1 Reliability and Trust -- 2.2.2 Error Culture -- 2.2.3 Sustainability -- 2.3 CE Personal Communication (4.4.3) -- 2.3.1 Communication Models -- 2.3.2 Receiving Information: Active Listening -- 2.3.3 Questioning Techniques 2.3.4 Communication and Disturbance of Perception -- 2.3.5 Meetings -- 2.3.6 Communicating Effectively with Virtual Teams -- 2.4 CE Relationships and Commitment (4.4.4) -- 2.4.1 Building and Maintaining Personal Relationships -- 2.4.2 Professional Network (Business Network) -- 2.5 CE Leadership (4.4.5) -- 2.5.1 Leadership Styles, Leadership Techniques, Leadership Tools -- 2.5.2 Leadership Styles -- 2.5.3 Leadership Techniques -- 2.5.4 Decision Making -- 2.6 CE Teamwork (4.4.6) -- 2.6.1 Success Factors for Teamwork -- 2.6.2 Team Rules -- 2.6.3 Special Team Effects -- 2.6.4 Teamwork Models -- 2.6.5 Feedback Guidelines -- 2.7 CE Conflicts and Crises (4.4.7) -- 2.7.1 Symptoms of Conflict -- 2.7.2 Causes of Conflict -- 2.7.3 Cooperative Conflict Resolution -- 2.8 CE Resourcefulness (4.4.8) -- 2.8.1 An Open and Creative Meeting Environment -- 2.8.2 Problem Solving -- 2.9 CE Negotiation (4.4.9) -- 2.9.1 Overt and Covert Negotiations -- 2.9.2 Conducting a Negotiation -- 2.9.3 Determining Needs as a Basis for Conducting Negotiations -- 2.10 CE Result Orientation (4.4.10) -- 2.10.1 Connection to Project Management Subfields -- 2.10.2 Efficiency and Effectiveness -- 2.10.3 Project Marketing -- 2.10.4 Results Orientation in Practice -- 3 Competence Area "Practice" ( Methods + Technical) -- 3.1 Plan-based, Hybrid, Agile -- 3.2 Initialization -- 3.3 Definition -- 3.3.1 Requirements and Objectives (4.5.2) -- 3.3.2 Project Design (4.5.1) -- 3.3.4 Starting the Project and Obtaining Approval (4.5.10) -- 3.3.6 Project Documentation (4.5.5) -- 3.3.7 Stakeholders (4.5.12) -- 3.3.8 Opportunities and Risks (4.5.11) -- 3.4 Detailed Planning -- 3.4.1 Scope and Deliverables (4.5.3) -- 3.4.2 Process and Time Planning (4.5.4) -- 3.4.3 Resources (4.5.8) -- 3.4.4 Costs and Project Financing (4.5.7) -- 3.5 Steering -- 3.5.1 Managing Transitions to a New Phase/Section (4.5.10) 3.5.2 Managing Transitions to a New Iteration/Section - Agile (4.5.10) -- 3.5.5 Compare Project Plan with Actual Data (4.5.10) -- 3.5.6 Reports (4.5.10) -- 3.5.7 Change Management (4.5.10) -- 3.5.8 Quality (4.5.6) -- 3.5.9 Procurement (4.5.9) -- 3.5.10 Change and Transformation (4.5.13) -- 3.6 Closure (4.5.10) -- 3.6.2 Closure Analysis and Evaluation -- 3.6.3 Project Evaluation (Lessons Learned) -- 3.6.4 Project Dissolution -- 3.6.5 Project Closure in Agile Projects -- List of Technical Terms German-English/English-German -- About the authors -- References -- myBook+ |
| ctrlnum | (ZDB-30-PQE)EBC31226194 (ZDB-30-PAD)EBC31226194 (ZDB-89-EBL)EBL31226194 (OCoLC)1430659328 (DE-599)BVBBV049875028 |
| dewey-full | 658.404076 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.404076 |
| dewey-search | 658.404076 |
| dewey-sort | 3658.404076 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2nd ed |
| format | Electronic eBook |
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| id | DE-604.BV049875028 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:22:08Z |
| institution | BVB |
| isbn | 9783648166284 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035214486 |
| oclc_num | 1430659328 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (406 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Haufe-Lexware Verlag |
| record_format | marc |
| series2 | Haufe Fachbuch Series |
| spelling | Dittmann, Karen Verfasser aut Project Management (IPMA) Study Guide for Level d and Basic Certificate (GPM) 2nd ed Freiburg Haufe-Lexware Verlag 2024 ©2024 1 Online-Ressource (406 Seiten) txt rdacontent c rdamedia cr rdacarrier Haufe Fachbuch Series Description based on publisher supplied metadata and other sources Cover -- Urheberrecht -- myBook+ -- Welcome to the book! -- 1 Competence Area "Perspective" (Context) -- 1.1 CE Strategy (4.3.1) -- 1.1.1 Mission, Vision and Strategy -- 1.1.2 Standard Success Factors of a Project -- 1.1.3 Business Case -- 1.1.4 Benefit-Cost Analysis -- 1.2 CE Governance Structures and Processes (4.3.2) -- 1.2.1 Temporary Projects -- 1.2.2 Permanent Systems and Structures -- 1.2.3 Projects, Programs and Portfolios -- 1.2.4 Process and Structural Organization of Projects -- 1.2.5 Project Management Manual -- 1.2.6 Project Management Standards -- 1.2.7 Project Management Regulations -- 1.3 CE Compliance, Standards and Regulations (4.3.3) -- 1.3.1 Data Protection and Data Security -- 1.3.2 Regulations for Safety, Health and Environmental Protection -- 1.3.3 Hazard Analysis -- 1.3.4 Compliance Requirements of Individual Economic Sectors -- 1.3.5 Corporate Social Responsibility (CSR)/Sustainable Corporate Management -- 1.3.6 Agenda 2030 -- 1.4 CE Power and Interests (4.3.4) -- 1.4.1 Definition of Power -- 1.4.2 Promoter Model according to Witte -- 1.4.3 Force Field Analysis -- 1.5 CE Culture and Values (4.3.5) -- 1.5.1 The GPM Code of Ethics -- 1.5.2 Aligning the Project with the Culture and Values of an Organization (according to Edgar Schein) -- 1.5.3 Traditional versus Agile Values -- 2 Competence Area "People" (Personal + Social) -- 2.1 CE Self-Reflection and Self-Management (4.4.1.) -- 2.1.1 Methods for Self-Reflection -- 2.1.2 Self-Management Methods -- 2.1.3 Project Management and Stress -- 2.1.4 Personal Competence Development in Project Management -- 2.2 CE Personal Integrity and Reliability (4.4.2) -- 2.2.1 Reliability and Trust -- 2.2.2 Error Culture -- 2.2.3 Sustainability -- 2.3 CE Personal Communication (4.4.3) -- 2.3.1 Communication Models -- 2.3.2 Receiving Information: Active Listening -- 2.3.3 Questioning Techniques 2.3.4 Communication and Disturbance of Perception -- 2.3.5 Meetings -- 2.3.6 Communicating Effectively with Virtual Teams -- 2.4 CE Relationships and Commitment (4.4.4) -- 2.4.1 Building and Maintaining Personal Relationships -- 2.4.2 Professional Network (Business Network) -- 2.5 CE Leadership (4.4.5) -- 2.5.1 Leadership Styles, Leadership Techniques, Leadership Tools -- 2.5.2 Leadership Styles -- 2.5.3 Leadership Techniques -- 2.5.4 Decision Making -- 2.6 CE Teamwork (4.4.6) -- 2.6.1 Success Factors for Teamwork -- 2.6.2 Team Rules -- 2.6.3 Special Team Effects -- 2.6.4 Teamwork Models -- 2.6.5 Feedback Guidelines -- 2.7 CE Conflicts and Crises (4.4.7) -- 2.7.1 Symptoms of Conflict -- 2.7.2 Causes of Conflict -- 2.7.3 Cooperative Conflict Resolution -- 2.8 CE Resourcefulness (4.4.8) -- 2.8.1 An Open and Creative Meeting Environment -- 2.8.2 Problem Solving -- 2.9 CE Negotiation (4.4.9) -- 2.9.1 Overt and Covert Negotiations -- 2.9.2 Conducting a Negotiation -- 2.9.3 Determining Needs as a Basis for Conducting Negotiations -- 2.10 CE Result Orientation (4.4.10) -- 2.10.1 Connection to Project Management Subfields -- 2.10.2 Efficiency and Effectiveness -- 2.10.3 Project Marketing -- 2.10.4 Results Orientation in Practice -- 3 Competence Area "Practice" ( Methods + Technical) -- 3.1 Plan-based, Hybrid, Agile -- 3.2 Initialization -- 3.3 Definition -- 3.3.1 Requirements and Objectives (4.5.2) -- 3.3.2 Project Design (4.5.1) -- 3.3.4 Starting the Project and Obtaining Approval (4.5.10) -- 3.3.6 Project Documentation (4.5.5) -- 3.3.7 Stakeholders (4.5.12) -- 3.3.8 Opportunities and Risks (4.5.11) -- 3.4 Detailed Planning -- 3.4.1 Scope and Deliverables (4.5.3) -- 3.4.2 Process and Time Planning (4.5.4) -- 3.4.3 Resources (4.5.8) -- 3.4.4 Costs and Project Financing (4.5.7) -- 3.5 Steering -- 3.5.1 Managing Transitions to a New Phase/Section (4.5.10) 3.5.2 Managing Transitions to a New Iteration/Section - Agile (4.5.10) -- 3.5.5 Compare Project Plan with Actual Data (4.5.10) -- 3.5.6 Reports (4.5.10) -- 3.5.7 Change Management (4.5.10) -- 3.5.8 Quality (4.5.6) -- 3.5.9 Procurement (4.5.9) -- 3.5.10 Change and Transformation (4.5.13) -- 3.6 Closure (4.5.10) -- 3.6.2 Closure Analysis and Evaluation -- 3.6.3 Project Evaluation (Lessons Learned) -- 3.6.4 Project Dissolution -- 3.6.5 Project Closure in Agile Projects -- List of Technical Terms German-English/English-German -- About the authors -- References -- myBook+ Project management-Examinations, questions, etc Dirbanis, Konstantin Sonstige oth Erscheint auch als Druck-Ausgabe Dittmann, Karen Project Management (IPMA) Freiburg : Haufe-Lexware Verlag,c2024 |
| spellingShingle | Dittmann, Karen Project Management (IPMA) Study Guide for Level d and Basic Certificate (GPM) Cover -- Urheberrecht -- myBook+ -- Welcome to the book! -- 1 Competence Area "Perspective" (Context) -- 1.1 CE Strategy (4.3.1) -- 1.1.1 Mission, Vision and Strategy -- 1.1.2 Standard Success Factors of a Project -- 1.1.3 Business Case -- 1.1.4 Benefit-Cost Analysis -- 1.2 CE Governance Structures and Processes (4.3.2) -- 1.2.1 Temporary Projects -- 1.2.2 Permanent Systems and Structures -- 1.2.3 Projects, Programs and Portfolios -- 1.2.4 Process and Structural Organization of Projects -- 1.2.5 Project Management Manual -- 1.2.6 Project Management Standards -- 1.2.7 Project Management Regulations -- 1.3 CE Compliance, Standards and Regulations (4.3.3) -- 1.3.1 Data Protection and Data Security -- 1.3.2 Regulations for Safety, Health and Environmental Protection -- 1.3.3 Hazard Analysis -- 1.3.4 Compliance Requirements of Individual Economic Sectors -- 1.3.5 Corporate Social Responsibility (CSR)/Sustainable Corporate Management -- 1.3.6 Agenda 2030 -- 1.4 CE Power and Interests (4.3.4) -- 1.4.1 Definition of Power -- 1.4.2 Promoter Model according to Witte -- 1.4.3 Force Field Analysis -- 1.5 CE Culture and Values (4.3.5) -- 1.5.1 The GPM Code of Ethics -- 1.5.2 Aligning the Project with the Culture and Values of an Organization (according to Edgar Schein) -- 1.5.3 Traditional versus Agile Values -- 2 Competence Area "People" (Personal + Social) -- 2.1 CE Self-Reflection and Self-Management (4.4.1.) -- 2.1.1 Methods for Self-Reflection -- 2.1.2 Self-Management Methods -- 2.1.3 Project Management and Stress -- 2.1.4 Personal Competence Development in Project Management -- 2.2 CE Personal Integrity and Reliability (4.4.2) -- 2.2.1 Reliability and Trust -- 2.2.2 Error Culture -- 2.2.3 Sustainability -- 2.3 CE Personal Communication (4.4.3) -- 2.3.1 Communication Models -- 2.3.2 Receiving Information: Active Listening -- 2.3.3 Questioning Techniques 2.3.4 Communication and Disturbance of Perception -- 2.3.5 Meetings -- 2.3.6 Communicating Effectively with Virtual Teams -- 2.4 CE Relationships and Commitment (4.4.4) -- 2.4.1 Building and Maintaining Personal Relationships -- 2.4.2 Professional Network (Business Network) -- 2.5 CE Leadership (4.4.5) -- 2.5.1 Leadership Styles, Leadership Techniques, Leadership Tools -- 2.5.2 Leadership Styles -- 2.5.3 Leadership Techniques -- 2.5.4 Decision Making -- 2.6 CE Teamwork (4.4.6) -- 2.6.1 Success Factors for Teamwork -- 2.6.2 Team Rules -- 2.6.3 Special Team Effects -- 2.6.4 Teamwork Models -- 2.6.5 Feedback Guidelines -- 2.7 CE Conflicts and Crises (4.4.7) -- 2.7.1 Symptoms of Conflict -- 2.7.2 Causes of Conflict -- 2.7.3 Cooperative Conflict Resolution -- 2.8 CE Resourcefulness (4.4.8) -- 2.8.1 An Open and Creative Meeting Environment -- 2.8.2 Problem Solving -- 2.9 CE Negotiation (4.4.9) -- 2.9.1 Overt and Covert Negotiations -- 2.9.2 Conducting a Negotiation -- 2.9.3 Determining Needs as a Basis for Conducting Negotiations -- 2.10 CE Result Orientation (4.4.10) -- 2.10.1 Connection to Project Management Subfields -- 2.10.2 Efficiency and Effectiveness -- 2.10.3 Project Marketing -- 2.10.4 Results Orientation in Practice -- 3 Competence Area "Practice" ( Methods + Technical) -- 3.1 Plan-based, Hybrid, Agile -- 3.2 Initialization -- 3.3 Definition -- 3.3.1 Requirements and Objectives (4.5.2) -- 3.3.2 Project Design (4.5.1) -- 3.3.4 Starting the Project and Obtaining Approval (4.5.10) -- 3.3.6 Project Documentation (4.5.5) -- 3.3.7 Stakeholders (4.5.12) -- 3.3.8 Opportunities and Risks (4.5.11) -- 3.4 Detailed Planning -- 3.4.1 Scope and Deliverables (4.5.3) -- 3.4.2 Process and Time Planning (4.5.4) -- 3.4.3 Resources (4.5.8) -- 3.4.4 Costs and Project Financing (4.5.7) -- 3.5 Steering -- 3.5.1 Managing Transitions to a New Phase/Section (4.5.10) 3.5.2 Managing Transitions to a New Iteration/Section - Agile (4.5.10) -- 3.5.5 Compare Project Plan with Actual Data (4.5.10) -- 3.5.6 Reports (4.5.10) -- 3.5.7 Change Management (4.5.10) -- 3.5.8 Quality (4.5.6) -- 3.5.9 Procurement (4.5.9) -- 3.5.10 Change and Transformation (4.5.13) -- 3.6 Closure (4.5.10) -- 3.6.2 Closure Analysis and Evaluation -- 3.6.3 Project Evaluation (Lessons Learned) -- 3.6.4 Project Dissolution -- 3.6.5 Project Closure in Agile Projects -- List of Technical Terms German-English/English-German -- About the authors -- References -- myBook+ Project management-Examinations, questions, etc |
| title | Project Management (IPMA) Study Guide for Level d and Basic Certificate (GPM) |
| title_auth | Project Management (IPMA) Study Guide for Level d and Basic Certificate (GPM) |
| title_exact_search | Project Management (IPMA) Study Guide for Level d and Basic Certificate (GPM) |
| title_full | Project Management (IPMA) Study Guide for Level d and Basic Certificate (GPM) |
| title_fullStr | Project Management (IPMA) Study Guide for Level d and Basic Certificate (GPM) |
| title_full_unstemmed | Project Management (IPMA) Study Guide for Level d and Basic Certificate (GPM) |
| title_short | Project Management (IPMA) |
| title_sort | project management ipma study guide for level d and basic certificate gpm |
| title_sub | Study Guide for Level d and Basic Certificate (GPM) |
| topic | Project management-Examinations, questions, etc |
| topic_facet | Project management-Examinations, questions, etc |
| work_keys_str_mv | AT dittmannkaren projectmanagementipmastudyguideforleveldandbasiccertificategpm AT dirbaniskonstantin projectmanagementipmastudyguideforleveldandbasiccertificategpm |