Project Management by ICB4 - IPMA.:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hertogenbosch
Van Haren Publishing
2023
|
| Ausgabe: | 1st ed |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (951 Seiten) |
| ISBN: | 9789401810944 |
Internformat
MARC
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| 100 | 1 | |a Hedeman, Bert |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Project Management by ICB4 - IPMA. |
| 250 | |a 1st ed | ||
| 264 | 1 | |a Hertogenbosch |b Van Haren Publishing |c 2023 | |
| 264 | 4 | |c ©2024 | |
| 300 | |a 1 Online-Ressource (951 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Intro -- Title -- Copyright -- General Introduction -- Purpose -- Audiences and uses -- Certification scheme -- 1. Structure of the Book -- Order of subjects -- Vision and roadmap -- Structure of the chapters -- 2. Competence Development -- Purpose of competence development -- Practice Competences -- 3. Project Orientation -- What is a project? -- What is project management? -- Reasons to initiate a project -- Position projects -- Necessary conditions for a project to exist -- Work forms -- Staging, controlling, decision making -- Projects within the product lifecycle -- Projects at different levels -- Project output, outcome, benefits and goals -- People and perspective context of projects -- Agile versus Waterfall -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Project Excellence Baseline (advanced) -- 4. Project Preparation -- 4.01 Project Preparation Stage -- Project preparation stage -- Project mandate and project outline -- Plan for the project definition stage -- Project decision -- Sustainability -- Tailoring -- Responsibilities -- 4.02 Stakeholders -- Stakeholder analysis -- Engage stakeholders -- Managing expectations -- Stakeholder management strategy and Plan -- Sustainability -- Tailoring -- Responsibilities -- 4.03 Project Organisation -- Project governance -- Customer-supplier relationship -- Separation of technique and management -- Project management structure -- Project organisation -- Roles and responsibilities -- Meeting structure and linking-pin principle -- Responsibilities matrix (RASCI model) -- Sustainability -- Tailoring -- Responsibilities -- 4.04 Requirements and Objectives -- Project, output, outcome, benefits, and goal -- Quality expectations and acceptance criteria -- Requirements and requirement specification -- Sustainability -- Tailoring -- Responsibilities -- Advanced | |
| 505 | 8 | |a Value management (advanced) -- Total cost of ownership (advanced) -- Product cost management (advanced) -- 4.05 Risk and Opportunity -- Risks and opportunities -- Risk management -- Risk management strategy and response plan -- Risk definitions -- Probability, impact and proximity -- Risk owner and risk action-holder -- Different types of risks -- Risk categories -- Risk responses -- Inherent, residual and secondary risk -- Risk techniques -- Time and cost contingency reserves -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Opportunity responses (advanced) -- ISO 31000 Risk management (advanced) -- Risk identification techniques (advanced) -- Risk assessment techniques (advanced) -- 5. Project Definition -- 5.01 Project Definition Stage -- Activities project definition stage -- Project management plan -- Project start-up workshop -- Kick-off -- Project decision/decision to fund -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Setting up a project support (advanced) -- 5.02 Project Design -- Project (management) approach and design -- Project success -- Project success criteria -- Project success factors -- Project management success -- Project performance management -- lessons learned -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Diamond model (advanced) -- 5.03 Scope -- Scope -- Scope creep -- Project breakdown structures -- Work Breakdown Structure (WBS) -- Product Breakdown Structure (PBS) -- Scope (configuration) management -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Position sub-projects in a WBS (advanced) -- 5.04 Quality -- Process and product quality -- Standard operating procedures -- Verification and validation -- Quality management -- Quality management strategy and plan -- Deming cycle -- Standards, norms and regulations -- Quality review, audit and evaluation | |
| 505 | 8 | |a Quality register/test register -- Quality tools -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Additional quality tools (advanced) -- Inspection methods and techniques (advanced) -- Testing and test concepts (advanced) -- Quality costs (advanced) -- 5.05 Time -- Planning types -- Baselines -- Project stages and phases -- Phasing models -- Scheduling methods -- Precedence chart -- Gantt chart -- Shorten the time schedule -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Other scheduling restrictions (advanced) -- Three-point estimates (advanced) -- 5.06 Resources -- Resource management -- Resource utilisation -- Resource allocation -- Estimating techniques -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Critical Chain Method (advanced) -- 5.07 Finance -- Estimating, budgeting and cost control -- Cost breakdown structure -- Reserves and margins -- Cost and budget control -- Project and business accounting -- Power of attorney -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Linking WBS and CBS with the OBS (advanced) -- Financial control & -- cash flow planning (advanced) -- Project financing (advanced) -- 5.08 Business Justification -- Characteristics business case -- Business case document -- Baseline measurement, baseline scenario and delta measurement -- The business case in the product lifecycle -- Customer and supplier business cases -- Sustainability -- Tailoring -- Responsibilities -- 6. Project Delivery and Close-out -- 6.01 Procurement -- Make or buy -- Procurement process -- Selection and award criteria -- Best-effort and performance agreements -- Contractual terms and conditions -- General terms and conditions -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Sourcing strategies (advanced) -- Supplier development methodologies (advanced) | |
| 505 | 8 | |a Procurement strategy and plan (advanced) -- Type of contracts (advanced) -- RFI, RFS, RFP, RFQ (advanced) -- Supply and demand concept (advanced) -- Tender procedures and practices (advanced) -- Letter of intent and pre-contractual arrangements (advanced) -- Securities (advanced) -- Contract management (advanced) -- Claim management (advanced) -- Various partnerships (advanced) -- Supply chain management (advanced) -- 6.02 Change Control -- Change control and change management -- Three types of issues and other issues -- Change control strategy and change register -- Off-specifications and off-specification register -- Other issues and issue register -- Change authority and change budget -- Priority and urgency -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Configuration management (advanced) -- 6.03 Information and Documentation -- Information versus data -- Information versus document management -- Information management infrastructure -- Information management strategy -- Information management plan -- Quality and security criteria -- Project filing structure -- Document tracking matrix -- Sustainability -- Tailoring -- Responsibilities -- 6.04 Control and Reporting -- Control cycle -- Management and reporting levels -- Management by objectives -- Management by Exception -- Daily management -- Managing stage transition -- Escalating exceptions -- Project controls -- Project management products -- Trend analysis -- Milestone trend analysis -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Earned Value Analysis (advanced) -- 6.05 Organisational Change and Transformation -- Change management -- Change management approach -- Leading change - Kotter -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Kübler-Ross' Change Curve (advanced) -- Diffusion of Innovation - Rogers (advanced) | |
| 505 | 8 | |a Learning organisations - Senge (advanced) -- Transformational learning - Schein (advanced) -- 6.06 Project Closure -- Handing over the project output -- Decommission the project -- Project evaluation -- Closure and discharge -- Sustainability -- Tailoring -- Responsibilities -- People Competences -- 7 Managing Yourself -- 7.01 Self-reflection and Self-management -- Self-reflection and self-analysis -- Emotional intelligence -- Johari diagram -- Big Five -- Core quadrants -- Effectiveness theories -- Self-motivation -- The seven habits of highly effective people -- Personal time management -- Stress management -- Eustress and distress -- Triggers and symptoms of distress -- Reducing distress -- Advanced -- Techniques personal time management (advanced) -- Rational Emotive Behaviour Therapy (advanced) -- Steps in goal setting (advanced) -- techniques for reducing distress (advanced) -- 7.02 Personal Integrity and Reliability -- Aspects of reliability -- Ethics -- Social equity and sustainability principles -- Professional ethics and IPMA Code of Ethics -- Advanced -- Ethics test (advanced) -- Personal ethics versus business ethics (advanced) -- UN Universal Declaration of Human Rights (advanced) -- 7.03 Personal Communication -- Communication -- Levels of communication -- Active listening -- Asking the right questions -- Giving and receiving feedback -- Meetings -- Facilitated workshops -- Written communicating -- Presentations -- Advanced -- Elevator pitch (advanced) -- Bad news conversation (advanced) -- 8 Connecting with Others -- 8.01 Relationships and Engagement -- Aspects, characteristics and policies on openness -- Building arguments -- Building networks -- Motivation theories -- Maslow hierarchy of needs -- Motivation and hygiene factors -- Theory X and Y manager -- Advanced -- Self-Determination Theory (advanced) | |
| 505 | 8 | |a Behavioural patterns/Rose of Leary (advanced) | |
| 700 | 1 | |a Riepma, Roel |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Hedeman, Bert |t Project Management by ICB4 - IPMA |d Hertogenbosch : Van Haren Publishing,c2023 |z 9789401810920 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035215872 | |
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Datensatz im Suchindex
| _version_ | 1810687472471900160 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Hedeman, Bert |
| author_facet | Hedeman, Bert |
| author_role | aut |
| author_sort | Hedeman, Bert |
| author_variant | b h bh |
| building | Verbundindex |
| bvnumber | BV049876422 |
| collection | ZDB-30-PQE |
| contents | Intro -- Title -- Copyright -- General Introduction -- Purpose -- Audiences and uses -- Certification scheme -- 1. Structure of the Book -- Order of subjects -- Vision and roadmap -- Structure of the chapters -- 2. Competence Development -- Purpose of competence development -- Practice Competences -- 3. Project Orientation -- What is a project? -- What is project management? -- Reasons to initiate a project -- Position projects -- Necessary conditions for a project to exist -- Work forms -- Staging, controlling, decision making -- Projects within the product lifecycle -- Projects at different levels -- Project output, outcome, benefits and goals -- People and perspective context of projects -- Agile versus Waterfall -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Project Excellence Baseline (advanced) -- 4. Project Preparation -- 4.01 Project Preparation Stage -- Project preparation stage -- Project mandate and project outline -- Plan for the project definition stage -- Project decision -- Sustainability -- Tailoring -- Responsibilities -- 4.02 Stakeholders -- Stakeholder analysis -- Engage stakeholders -- Managing expectations -- Stakeholder management strategy and Plan -- Sustainability -- Tailoring -- Responsibilities -- 4.03 Project Organisation -- Project governance -- Customer-supplier relationship -- Separation of technique and management -- Project management structure -- Project organisation -- Roles and responsibilities -- Meeting structure and linking-pin principle -- Responsibilities matrix (RASCI model) -- Sustainability -- Tailoring -- Responsibilities -- 4.04 Requirements and Objectives -- Project, output, outcome, benefits, and goal -- Quality expectations and acceptance criteria -- Requirements and requirement specification -- Sustainability -- Tailoring -- Responsibilities -- Advanced Value management (advanced) -- Total cost of ownership (advanced) -- Product cost management (advanced) -- 4.05 Risk and Opportunity -- Risks and opportunities -- Risk management -- Risk management strategy and response plan -- Risk definitions -- Probability, impact and proximity -- Risk owner and risk action-holder -- Different types of risks -- Risk categories -- Risk responses -- Inherent, residual and secondary risk -- Risk techniques -- Time and cost contingency reserves -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Opportunity responses (advanced) -- ISO 31000 Risk management (advanced) -- Risk identification techniques (advanced) -- Risk assessment techniques (advanced) -- 5. Project Definition -- 5.01 Project Definition Stage -- Activities project definition stage -- Project management plan -- Project start-up workshop -- Kick-off -- Project decision/decision to fund -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Setting up a project support (advanced) -- 5.02 Project Design -- Project (management) approach and design -- Project success -- Project success criteria -- Project success factors -- Project management success -- Project performance management -- lessons learned -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Diamond model (advanced) -- 5.03 Scope -- Scope -- Scope creep -- Project breakdown structures -- Work Breakdown Structure (WBS) -- Product Breakdown Structure (PBS) -- Scope (configuration) management -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Position sub-projects in a WBS (advanced) -- 5.04 Quality -- Process and product quality -- Standard operating procedures -- Verification and validation -- Quality management -- Quality management strategy and plan -- Deming cycle -- Standards, norms and regulations -- Quality review, audit and evaluation Quality register/test register -- Quality tools -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Additional quality tools (advanced) -- Inspection methods and techniques (advanced) -- Testing and test concepts (advanced) -- Quality costs (advanced) -- 5.05 Time -- Planning types -- Baselines -- Project stages and phases -- Phasing models -- Scheduling methods -- Precedence chart -- Gantt chart -- Shorten the time schedule -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Other scheduling restrictions (advanced) -- Three-point estimates (advanced) -- 5.06 Resources -- Resource management -- Resource utilisation -- Resource allocation -- Estimating techniques -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Critical Chain Method (advanced) -- 5.07 Finance -- Estimating, budgeting and cost control -- Cost breakdown structure -- Reserves and margins -- Cost and budget control -- Project and business accounting -- Power of attorney -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Linking WBS and CBS with the OBS (advanced) -- Financial control & -- cash flow planning (advanced) -- Project financing (advanced) -- 5.08 Business Justification -- Characteristics business case -- Business case document -- Baseline measurement, baseline scenario and delta measurement -- The business case in the product lifecycle -- Customer and supplier business cases -- Sustainability -- Tailoring -- Responsibilities -- 6. Project Delivery and Close-out -- 6.01 Procurement -- Make or buy -- Procurement process -- Selection and award criteria -- Best-effort and performance agreements -- Contractual terms and conditions -- General terms and conditions -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Sourcing strategies (advanced) -- Supplier development methodologies (advanced) Procurement strategy and plan (advanced) -- Type of contracts (advanced) -- RFI, RFS, RFP, RFQ (advanced) -- Supply and demand concept (advanced) -- Tender procedures and practices (advanced) -- Letter of intent and pre-contractual arrangements (advanced) -- Securities (advanced) -- Contract management (advanced) -- Claim management (advanced) -- Various partnerships (advanced) -- Supply chain management (advanced) -- 6.02 Change Control -- Change control and change management -- Three types of issues and other issues -- Change control strategy and change register -- Off-specifications and off-specification register -- Other issues and issue register -- Change authority and change budget -- Priority and urgency -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Configuration management (advanced) -- 6.03 Information and Documentation -- Information versus data -- Information versus document management -- Information management infrastructure -- Information management strategy -- Information management plan -- Quality and security criteria -- Project filing structure -- Document tracking matrix -- Sustainability -- Tailoring -- Responsibilities -- 6.04 Control and Reporting -- Control cycle -- Management and reporting levels -- Management by objectives -- Management by Exception -- Daily management -- Managing stage transition -- Escalating exceptions -- Project controls -- Project management products -- Trend analysis -- Milestone trend analysis -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Earned Value Analysis (advanced) -- 6.05 Organisational Change and Transformation -- Change management -- Change management approach -- Leading change - Kotter -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Kübler-Ross' Change Curve (advanced) -- Diffusion of Innovation - Rogers (advanced) Learning organisations - Senge (advanced) -- Transformational learning - Schein (advanced) -- 6.06 Project Closure -- Handing over the project output -- Decommission the project -- Project evaluation -- Closure and discharge -- Sustainability -- Tailoring -- Responsibilities -- People Competences -- 7 Managing Yourself -- 7.01 Self-reflection and Self-management -- Self-reflection and self-analysis -- Emotional intelligence -- Johari diagram -- Big Five -- Core quadrants -- Effectiveness theories -- Self-motivation -- The seven habits of highly effective people -- Personal time management -- Stress management -- Eustress and distress -- Triggers and symptoms of distress -- Reducing distress -- Advanced -- Techniques personal time management (advanced) -- Rational Emotive Behaviour Therapy (advanced) -- Steps in goal setting (advanced) -- techniques for reducing distress (advanced) -- 7.02 Personal Integrity and Reliability -- Aspects of reliability -- Ethics -- Social equity and sustainability principles -- Professional ethics and IPMA Code of Ethics -- Advanced -- Ethics test (advanced) -- Personal ethics versus business ethics (advanced) -- UN Universal Declaration of Human Rights (advanced) -- 7.03 Personal Communication -- Communication -- Levels of communication -- Active listening -- Asking the right questions -- Giving and receiving feedback -- Meetings -- Facilitated workshops -- Written communicating -- Presentations -- Advanced -- Elevator pitch (advanced) -- Bad news conversation (advanced) -- 8 Connecting with Others -- 8.01 Relationships and Engagement -- Aspects, characteristics and policies on openness -- Building arguments -- Building networks -- Motivation theories -- Maslow hierarchy of needs -- Motivation and hygiene factors -- Theory X and Y manager -- Advanced -- Self-Determination Theory (advanced) Behavioural patterns/Rose of Leary (advanced) |
| ctrlnum | (ZDB-30-PQE)EBC30971112 (ZDB-30-PAD)EBC30971112 (ZDB-89-EBL)EBL30971112 (OCoLC)1410929471 (DE-599)BVBBV049876422 |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049876422 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-20T04:22:17Z |
| institution | BVB |
| isbn | 9789401810944 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035215872 |
| oclc_num | 1410929471 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (951 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Van Haren Publishing |
| record_format | marc |
| spelling | Hedeman, Bert Verfasser aut Project Management by ICB4 - IPMA. 1st ed Hertogenbosch Van Haren Publishing 2023 ©2024 1 Online-Ressource (951 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Title -- Copyright -- General Introduction -- Purpose -- Audiences and uses -- Certification scheme -- 1. Structure of the Book -- Order of subjects -- Vision and roadmap -- Structure of the chapters -- 2. Competence Development -- Purpose of competence development -- Practice Competences -- 3. Project Orientation -- What is a project? -- What is project management? -- Reasons to initiate a project -- Position projects -- Necessary conditions for a project to exist -- Work forms -- Staging, controlling, decision making -- Projects within the product lifecycle -- Projects at different levels -- Project output, outcome, benefits and goals -- People and perspective context of projects -- Agile versus Waterfall -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Project Excellence Baseline (advanced) -- 4. Project Preparation -- 4.01 Project Preparation Stage -- Project preparation stage -- Project mandate and project outline -- Plan for the project definition stage -- Project decision -- Sustainability -- Tailoring -- Responsibilities -- 4.02 Stakeholders -- Stakeholder analysis -- Engage stakeholders -- Managing expectations -- Stakeholder management strategy and Plan -- Sustainability -- Tailoring -- Responsibilities -- 4.03 Project Organisation -- Project governance -- Customer-supplier relationship -- Separation of technique and management -- Project management structure -- Project organisation -- Roles and responsibilities -- Meeting structure and linking-pin principle -- Responsibilities matrix (RASCI model) -- Sustainability -- Tailoring -- Responsibilities -- 4.04 Requirements and Objectives -- Project, output, outcome, benefits, and goal -- Quality expectations and acceptance criteria -- Requirements and requirement specification -- Sustainability -- Tailoring -- Responsibilities -- Advanced Value management (advanced) -- Total cost of ownership (advanced) -- Product cost management (advanced) -- 4.05 Risk and Opportunity -- Risks and opportunities -- Risk management -- Risk management strategy and response plan -- Risk definitions -- Probability, impact and proximity -- Risk owner and risk action-holder -- Different types of risks -- Risk categories -- Risk responses -- Inherent, residual and secondary risk -- Risk techniques -- Time and cost contingency reserves -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Opportunity responses (advanced) -- ISO 31000 Risk management (advanced) -- Risk identification techniques (advanced) -- Risk assessment techniques (advanced) -- 5. Project Definition -- 5.01 Project Definition Stage -- Activities project definition stage -- Project management plan -- Project start-up workshop -- Kick-off -- Project decision/decision to fund -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Setting up a project support (advanced) -- 5.02 Project Design -- Project (management) approach and design -- Project success -- Project success criteria -- Project success factors -- Project management success -- Project performance management -- lessons learned -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Diamond model (advanced) -- 5.03 Scope -- Scope -- Scope creep -- Project breakdown structures -- Work Breakdown Structure (WBS) -- Product Breakdown Structure (PBS) -- Scope (configuration) management -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Position sub-projects in a WBS (advanced) -- 5.04 Quality -- Process and product quality -- Standard operating procedures -- Verification and validation -- Quality management -- Quality management strategy and plan -- Deming cycle -- Standards, norms and regulations -- Quality review, audit and evaluation Quality register/test register -- Quality tools -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Additional quality tools (advanced) -- Inspection methods and techniques (advanced) -- Testing and test concepts (advanced) -- Quality costs (advanced) -- 5.05 Time -- Planning types -- Baselines -- Project stages and phases -- Phasing models -- Scheduling methods -- Precedence chart -- Gantt chart -- Shorten the time schedule -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Other scheduling restrictions (advanced) -- Three-point estimates (advanced) -- 5.06 Resources -- Resource management -- Resource utilisation -- Resource allocation -- Estimating techniques -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Critical Chain Method (advanced) -- 5.07 Finance -- Estimating, budgeting and cost control -- Cost breakdown structure -- Reserves and margins -- Cost and budget control -- Project and business accounting -- Power of attorney -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Linking WBS and CBS with the OBS (advanced) -- Financial control & -- cash flow planning (advanced) -- Project financing (advanced) -- 5.08 Business Justification -- Characteristics business case -- Business case document -- Baseline measurement, baseline scenario and delta measurement -- The business case in the product lifecycle -- Customer and supplier business cases -- Sustainability -- Tailoring -- Responsibilities -- 6. Project Delivery and Close-out -- 6.01 Procurement -- Make or buy -- Procurement process -- Selection and award criteria -- Best-effort and performance agreements -- Contractual terms and conditions -- General terms and conditions -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Sourcing strategies (advanced) -- Supplier development methodologies (advanced) Procurement strategy and plan (advanced) -- Type of contracts (advanced) -- RFI, RFS, RFP, RFQ (advanced) -- Supply and demand concept (advanced) -- Tender procedures and practices (advanced) -- Letter of intent and pre-contractual arrangements (advanced) -- Securities (advanced) -- Contract management (advanced) -- Claim management (advanced) -- Various partnerships (advanced) -- Supply chain management (advanced) -- 6.02 Change Control -- Change control and change management -- Three types of issues and other issues -- Change control strategy and change register -- Off-specifications and off-specification register -- Other issues and issue register -- Change authority and change budget -- Priority and urgency -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Configuration management (advanced) -- 6.03 Information and Documentation -- Information versus data -- Information versus document management -- Information management infrastructure -- Information management strategy -- Information management plan -- Quality and security criteria -- Project filing structure -- Document tracking matrix -- Sustainability -- Tailoring -- Responsibilities -- 6.04 Control and Reporting -- Control cycle -- Management and reporting levels -- Management by objectives -- Management by Exception -- Daily management -- Managing stage transition -- Escalating exceptions -- Project controls -- Project management products -- Trend analysis -- Milestone trend analysis -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Earned Value Analysis (advanced) -- 6.05 Organisational Change and Transformation -- Change management -- Change management approach -- Leading change - Kotter -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Kübler-Ross' Change Curve (advanced) -- Diffusion of Innovation - Rogers (advanced) Learning organisations - Senge (advanced) -- Transformational learning - Schein (advanced) -- 6.06 Project Closure -- Handing over the project output -- Decommission the project -- Project evaluation -- Closure and discharge -- Sustainability -- Tailoring -- Responsibilities -- People Competences -- 7 Managing Yourself -- 7.01 Self-reflection and Self-management -- Self-reflection and self-analysis -- Emotional intelligence -- Johari diagram -- Big Five -- Core quadrants -- Effectiveness theories -- Self-motivation -- The seven habits of highly effective people -- Personal time management -- Stress management -- Eustress and distress -- Triggers and symptoms of distress -- Reducing distress -- Advanced -- Techniques personal time management (advanced) -- Rational Emotive Behaviour Therapy (advanced) -- Steps in goal setting (advanced) -- techniques for reducing distress (advanced) -- 7.02 Personal Integrity and Reliability -- Aspects of reliability -- Ethics -- Social equity and sustainability principles -- Professional ethics and IPMA Code of Ethics -- Advanced -- Ethics test (advanced) -- Personal ethics versus business ethics (advanced) -- UN Universal Declaration of Human Rights (advanced) -- 7.03 Personal Communication -- Communication -- Levels of communication -- Active listening -- Asking the right questions -- Giving and receiving feedback -- Meetings -- Facilitated workshops -- Written communicating -- Presentations -- Advanced -- Elevator pitch (advanced) -- Bad news conversation (advanced) -- 8 Connecting with Others -- 8.01 Relationships and Engagement -- Aspects, characteristics and policies on openness -- Building arguments -- Building networks -- Motivation theories -- Maslow hierarchy of needs -- Motivation and hygiene factors -- Theory X and Y manager -- Advanced -- Self-Determination Theory (advanced) Behavioural patterns/Rose of Leary (advanced) Riepma, Roel Sonstige oth Erscheint auch als Druck-Ausgabe Hedeman, Bert Project Management by ICB4 - IPMA Hertogenbosch : Van Haren Publishing,c2023 9789401810920 |
| spellingShingle | Hedeman, Bert Project Management by ICB4 - IPMA. Intro -- Title -- Copyright -- General Introduction -- Purpose -- Audiences and uses -- Certification scheme -- 1. Structure of the Book -- Order of subjects -- Vision and roadmap -- Structure of the chapters -- 2. Competence Development -- Purpose of competence development -- Practice Competences -- 3. Project Orientation -- What is a project? -- What is project management? -- Reasons to initiate a project -- Position projects -- Necessary conditions for a project to exist -- Work forms -- Staging, controlling, decision making -- Projects within the product lifecycle -- Projects at different levels -- Project output, outcome, benefits and goals -- People and perspective context of projects -- Agile versus Waterfall -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Project Excellence Baseline (advanced) -- 4. Project Preparation -- 4.01 Project Preparation Stage -- Project preparation stage -- Project mandate and project outline -- Plan for the project definition stage -- Project decision -- Sustainability -- Tailoring -- Responsibilities -- 4.02 Stakeholders -- Stakeholder analysis -- Engage stakeholders -- Managing expectations -- Stakeholder management strategy and Plan -- Sustainability -- Tailoring -- Responsibilities -- 4.03 Project Organisation -- Project governance -- Customer-supplier relationship -- Separation of technique and management -- Project management structure -- Project organisation -- Roles and responsibilities -- Meeting structure and linking-pin principle -- Responsibilities matrix (RASCI model) -- Sustainability -- Tailoring -- Responsibilities -- 4.04 Requirements and Objectives -- Project, output, outcome, benefits, and goal -- Quality expectations and acceptance criteria -- Requirements and requirement specification -- Sustainability -- Tailoring -- Responsibilities -- Advanced Value management (advanced) -- Total cost of ownership (advanced) -- Product cost management (advanced) -- 4.05 Risk and Opportunity -- Risks and opportunities -- Risk management -- Risk management strategy and response plan -- Risk definitions -- Probability, impact and proximity -- Risk owner and risk action-holder -- Different types of risks -- Risk categories -- Risk responses -- Inherent, residual and secondary risk -- Risk techniques -- Time and cost contingency reserves -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Opportunity responses (advanced) -- ISO 31000 Risk management (advanced) -- Risk identification techniques (advanced) -- Risk assessment techniques (advanced) -- 5. Project Definition -- 5.01 Project Definition Stage -- Activities project definition stage -- Project management plan -- Project start-up workshop -- Kick-off -- Project decision/decision to fund -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Setting up a project support (advanced) -- 5.02 Project Design -- Project (management) approach and design -- Project success -- Project success criteria -- Project success factors -- Project management success -- Project performance management -- lessons learned -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Diamond model (advanced) -- 5.03 Scope -- Scope -- Scope creep -- Project breakdown structures -- Work Breakdown Structure (WBS) -- Product Breakdown Structure (PBS) -- Scope (configuration) management -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Position sub-projects in a WBS (advanced) -- 5.04 Quality -- Process and product quality -- Standard operating procedures -- Verification and validation -- Quality management -- Quality management strategy and plan -- Deming cycle -- Standards, norms and regulations -- Quality review, audit and evaluation Quality register/test register -- Quality tools -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Additional quality tools (advanced) -- Inspection methods and techniques (advanced) -- Testing and test concepts (advanced) -- Quality costs (advanced) -- 5.05 Time -- Planning types -- Baselines -- Project stages and phases -- Phasing models -- Scheduling methods -- Precedence chart -- Gantt chart -- Shorten the time schedule -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Other scheduling restrictions (advanced) -- Three-point estimates (advanced) -- 5.06 Resources -- Resource management -- Resource utilisation -- Resource allocation -- Estimating techniques -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Critical Chain Method (advanced) -- 5.07 Finance -- Estimating, budgeting and cost control -- Cost breakdown structure -- Reserves and margins -- Cost and budget control -- Project and business accounting -- Power of attorney -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Linking WBS and CBS with the OBS (advanced) -- Financial control & -- cash flow planning (advanced) -- Project financing (advanced) -- 5.08 Business Justification -- Characteristics business case -- Business case document -- Baseline measurement, baseline scenario and delta measurement -- The business case in the product lifecycle -- Customer and supplier business cases -- Sustainability -- Tailoring -- Responsibilities -- 6. Project Delivery and Close-out -- 6.01 Procurement -- Make or buy -- Procurement process -- Selection and award criteria -- Best-effort and performance agreements -- Contractual terms and conditions -- General terms and conditions -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Sourcing strategies (advanced) -- Supplier development methodologies (advanced) Procurement strategy and plan (advanced) -- Type of contracts (advanced) -- RFI, RFS, RFP, RFQ (advanced) -- Supply and demand concept (advanced) -- Tender procedures and practices (advanced) -- Letter of intent and pre-contractual arrangements (advanced) -- Securities (advanced) -- Contract management (advanced) -- Claim management (advanced) -- Various partnerships (advanced) -- Supply chain management (advanced) -- 6.02 Change Control -- Change control and change management -- Three types of issues and other issues -- Change control strategy and change register -- Off-specifications and off-specification register -- Other issues and issue register -- Change authority and change budget -- Priority and urgency -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Configuration management (advanced) -- 6.03 Information and Documentation -- Information versus data -- Information versus document management -- Information management infrastructure -- Information management strategy -- Information management plan -- Quality and security criteria -- Project filing structure -- Document tracking matrix -- Sustainability -- Tailoring -- Responsibilities -- 6.04 Control and Reporting -- Control cycle -- Management and reporting levels -- Management by objectives -- Management by Exception -- Daily management -- Managing stage transition -- Escalating exceptions -- Project controls -- Project management products -- Trend analysis -- Milestone trend analysis -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Earned Value Analysis (advanced) -- 6.05 Organisational Change and Transformation -- Change management -- Change management approach -- Leading change - Kotter -- Sustainability -- Tailoring -- Responsibilities -- Advanced -- Kübler-Ross' Change Curve (advanced) -- Diffusion of Innovation - Rogers (advanced) Learning organisations - Senge (advanced) -- Transformational learning - Schein (advanced) -- 6.06 Project Closure -- Handing over the project output -- Decommission the project -- Project evaluation -- Closure and discharge -- Sustainability -- Tailoring -- Responsibilities -- People Competences -- 7 Managing Yourself -- 7.01 Self-reflection and Self-management -- Self-reflection and self-analysis -- Emotional intelligence -- Johari diagram -- Big Five -- Core quadrants -- Effectiveness theories -- Self-motivation -- The seven habits of highly effective people -- Personal time management -- Stress management -- Eustress and distress -- Triggers and symptoms of distress -- Reducing distress -- Advanced -- Techniques personal time management (advanced) -- Rational Emotive Behaviour Therapy (advanced) -- Steps in goal setting (advanced) -- techniques for reducing distress (advanced) -- 7.02 Personal Integrity and Reliability -- Aspects of reliability -- Ethics -- Social equity and sustainability principles -- Professional ethics and IPMA Code of Ethics -- Advanced -- Ethics test (advanced) -- Personal ethics versus business ethics (advanced) -- UN Universal Declaration of Human Rights (advanced) -- 7.03 Personal Communication -- Communication -- Levels of communication -- Active listening -- Asking the right questions -- Giving and receiving feedback -- Meetings -- Facilitated workshops -- Written communicating -- Presentations -- Advanced -- Elevator pitch (advanced) -- Bad news conversation (advanced) -- 8 Connecting with Others -- 8.01 Relationships and Engagement -- Aspects, characteristics and policies on openness -- Building arguments -- Building networks -- Motivation theories -- Maslow hierarchy of needs -- Motivation and hygiene factors -- Theory X and Y manager -- Advanced -- Self-Determination Theory (advanced) Behavioural patterns/Rose of Leary (advanced) |
| title | Project Management by ICB4 - IPMA. |
| title_auth | Project Management by ICB4 - IPMA. |
| title_exact_search | Project Management by ICB4 - IPMA. |
| title_full | Project Management by ICB4 - IPMA. |
| title_fullStr | Project Management by ICB4 - IPMA. |
| title_full_unstemmed | Project Management by ICB4 - IPMA. |
| title_short | Project Management by ICB4 - IPMA. |
| title_sort | project management by icb4 ipma |
| work_keys_str_mv | AT hedemanbert projectmanagementbyicb4ipma AT riepmaroel projectmanagementbyicb4ipma |