Project management.: a common sense guide to the PMBOK / Part one, Framework and schedule :
The Guide to the Project Management Body of Knowledge published by the Project Management Institute provides a roadmap of 49 processes designed to support project managers in all phases of project management. The sheer number of processes and their allocation across process groups and knowledge area...
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York, NY :
Momentum Press,
[2018]
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| Schriftenreihe: | Industrial and systems engineering collection.
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| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | The Guide to the Project Management Body of Knowledge published by the Project Management Institute provides a roadmap of 49 processes designed to support project managers in all phases of project management. The sheer number of processes and their allocation across process groups and knowledge areas may leave project managers in a quandary about where to start and how to apply the many components of project management processes. This book provides a simple explanatory guide for the layman that clarifies the "big picture" of the PMBOK, explains where a project manager should begin when managing projects, and finally describes how the project manager can easily make use of the PMBOK framework to progress from an initial idea to a project schedule. |
| Beschreibung: | 1 online resource (1 volume) : illustrations |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 1947083317 9781947083318 |
Internformat
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| 100 | 1 | |a Marion, James W., |e author. |0 http://id.loc.gov/authorities/names/no2014118023 | |
| 245 | 1 | 0 | |a Project management. |n Part one, |p Framework and schedule : |b a common sense guide to the PMBOK / |c James W. Marion. |
| 246 | 3 | 0 | |a Common sense guide to the PMBOK |
| 264 | 1 | |a New York, NY : |b Momentum Press, |c [2018] | |
| 264 | 4 | |c ©2018 | |
| 300 | |a 1 online resource (1 volume) : |b illustrations | ||
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| 588 | 0 | |a Online resource; title from title page (Safari, viewed February 21, 2018). | |
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a I. From the PMBOK framework to project selection -- 1. Introduction to the PMBOK framework -- 1.1 The PMI framework: it is all about getting work done -- 1.2 Projects versus ongoing operations -- 1.3 Digital versus analog -- 1.4 The process groups and what they mean in practice -- 1.5 The five process groups -- 1.6 Beyond the five process groups -- 1.7 Why process groups and project life cycles are not the same thing -- 1.8 Knowledge areas: a content view of what happens with process groups -- 1.9 Process groups and knowledge areas: how do they go together? -- 1.10 What's next to think about? Complete the plan -- 1.11 Do it! (the executing process group) -- 1.12 Stay on top of it! (the monitoring and controlling process group) -- 1.13 Finish it! (the closing process group) -- 1.14 Seeing the "big picture" -- 1.15 The five process groups -- 1.16 The process logic in the PMBOK -- 1.17 Chapter 1: important "takeaways" for the project manager. | |
| 505 | 8 | |a 2. Project selection -- 2.1 What should be done? Deciding upon the right project -- 2.2 Strategy: knowing "why" comes before what -- 2.3 Strategic alignment -- 2.4 How to narrow down project choices -- 2.5 Qualitative selection tools -- 2.6 Quantitative selection tools -- 2.7 Project selection questions and analysis techniques -- 2.8 The TVM: what does it mean? -- 2.9 How is TVM applied to the payback period calculation? -- 2.10 Risk and reward in project selection -- 2.11 Another view of return: the internal rate of return (IRR) -- 2.12 Returning to the original question -- 2.13 Numbers do not ensure unbiased results -- 2.14 Chapter 2: important "takeaways" for the project manager. | |
| 505 | 8 | |a II. From project to schedule -- 3. Getting started: estimates, stakeholders, and scope -- 3.1 Initial project estimates -- 3.2 The ROM estimate -- 3.3 Starting a plan with a project schedule -- 3.4 Start it! Getting work started with the initiation process group -- 3.5 The charter as contract -- 3.6 Stakeholders: who are they, and why think about them? -- 3.7 Analyzing your stakeholders -- 3.8 Scope, time, and cost in the planning process group -- 3.9 Top down versus bottom up -- 3.10 Applying expertise -- 3.11 Using analogies and parametric estimation -- 3.12 Estimating and trade-offs -- 3.13 Project estimates and "the learning curve" -- 3.14 From high-level estimates -- 3.15 Project scope-getting started -- 3.16 Planning to plan: how to approach your project schedule -- 3.17 Describing scope in stages -- 3.18 The WBS: what's the point? -- 3.19 Scope = deliverables -- 3.20 Chapter 3: important "takeways" for the project manager. | |
| 505 | 8 | |a 4. How long, and how much? -- 4.1 Time: activities and deliverables -- 4.2 Putting things in order -- 4.3 From simple, to complex -- 4.4 Activity on arrow: a different type of network diagram -- 4.5 Analyzing project duration using a network diagram -- 4.6 The forward pass -- 4.7 Forward pass with merging activities -- 4.8 The backward pass -- 4.9 Activity slack -- 4.10 CPM and sensitivity -- 4.11 Building the estimated PERT schedule -- 4.12 The PERT network diagram -- 4.13 The weighted average and the project average -- 4.14 The normal curve and probability -- 4.15 Units of project time and probability -- 4.16 Measuring standard deviations -- 4.17 Using the Z table -- 4.18 Approximating probabilities -- 4.19 The "50 percent rule" -- 4.20 Converting schedule time units to standard deviations -- 4.21 The significance of the project mean -- 4.22 Determining the project standard deviation -- 4.23 Variance calculations -- 4.24 Practical use of PERT analysis -- 4.25 An additional number to remember -- 4.26 Recalling the PERT analysis sequence -- 4.27 PERT versus Monte Carlo analysis -- 4.28 The schedule duration and resource limitations -- 4.29 The critical chain -- 4.30 Further conflicts and additional delays -- 4.31 Impact of conflict resolution -- 4.32 Schedule optimization -- 4.33 Schedule precedence impact -- 4.34 Cost: what funding will be required to complete the project? -- 4.35 Categorizing costs -- 4.36 Budget plot ("S curve or PV") -- 4.37 From budget to Gantt -- 4.38 Chapter 4: Important "takeways" for the project manager. | |
| 505 | 8 | |a 5. The schedule is not a plan -- 5.1 Answering the unanswered questions -- 5.2 Final thoughts on the PMBOK framework -- 5.3 PMBOK 6 and Agile -- 5.4 Chapter 5: Important "takeways" for the project manager -- Additional readings -- About the author -- Index. | |
| 520 | 3 | |a The Guide to the Project Management Body of Knowledge published by the Project Management Institute provides a roadmap of 49 processes designed to support project managers in all phases of project management. The sheer number of processes and their allocation across process groups and knowledge areas may leave project managers in a quandary about where to start and how to apply the many components of project management processes. This book provides a simple explanatory guide for the layman that clarifies the "big picture" of the PMBOK, explains where a project manager should begin when managing projects, and finally describes how the project manager can easily make use of the PMBOK framework to progress from an initial idea to a project schedule. | |
| 650 | 0 | |a Project management. |0 http://id.loc.gov/authorities/subjects/sh85065919 | |
| 650 | 6 | |a Gestion de projet. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a Project management |2 fast | |
| 730 | 0 | |a PMBOK guide. | |
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| contents | I. From the PMBOK framework to project selection -- 1. Introduction to the PMBOK framework -- 1.1 The PMI framework: it is all about getting work done -- 1.2 Projects versus ongoing operations -- 1.3 Digital versus analog -- 1.4 The process groups and what they mean in practice -- 1.5 The five process groups -- 1.6 Beyond the five process groups -- 1.7 Why process groups and project life cycles are not the same thing -- 1.8 Knowledge areas: a content view of what happens with process groups -- 1.9 Process groups and knowledge areas: how do they go together? -- 1.10 What's next to think about? Complete the plan -- 1.11 Do it! (the executing process group) -- 1.12 Stay on top of it! (the monitoring and controlling process group) -- 1.13 Finish it! (the closing process group) -- 1.14 Seeing the "big picture" -- 1.15 The five process groups -- 1.16 The process logic in the PMBOK -- 1.17 Chapter 1: important "takeaways" for the project manager. 2. Project selection -- 2.1 What should be done? Deciding upon the right project -- 2.2 Strategy: knowing "why" comes before what -- 2.3 Strategic alignment -- 2.4 How to narrow down project choices -- 2.5 Qualitative selection tools -- 2.6 Quantitative selection tools -- 2.7 Project selection questions and analysis techniques -- 2.8 The TVM: what does it mean? -- 2.9 How is TVM applied to the payback period calculation? -- 2.10 Risk and reward in project selection -- 2.11 Another view of return: the internal rate of return (IRR) -- 2.12 Returning to the original question -- 2.13 Numbers do not ensure unbiased results -- 2.14 Chapter 2: important "takeaways" for the project manager. II. From project to schedule -- 3. Getting started: estimates, stakeholders, and scope -- 3.1 Initial project estimates -- 3.2 The ROM estimate -- 3.3 Starting a plan with a project schedule -- 3.4 Start it! Getting work started with the initiation process group -- 3.5 The charter as contract -- 3.6 Stakeholders: who are they, and why think about them? -- 3.7 Analyzing your stakeholders -- 3.8 Scope, time, and cost in the planning process group -- 3.9 Top down versus bottom up -- 3.10 Applying expertise -- 3.11 Using analogies and parametric estimation -- 3.12 Estimating and trade-offs -- 3.13 Project estimates and "the learning curve" -- 3.14 From high-level estimates -- 3.15 Project scope-getting started -- 3.16 Planning to plan: how to approach your project schedule -- 3.17 Describing scope in stages -- 3.18 The WBS: what's the point? -- 3.19 Scope = deliverables -- 3.20 Chapter 3: important "takeways" for the project manager. 4. How long, and how much? -- 4.1 Time: activities and deliverables -- 4.2 Putting things in order -- 4.3 From simple, to complex -- 4.4 Activity on arrow: a different type of network diagram -- 4.5 Analyzing project duration using a network diagram -- 4.6 The forward pass -- 4.7 Forward pass with merging activities -- 4.8 The backward pass -- 4.9 Activity slack -- 4.10 CPM and sensitivity -- 4.11 Building the estimated PERT schedule -- 4.12 The PERT network diagram -- 4.13 The weighted average and the project average -- 4.14 The normal curve and probability -- 4.15 Units of project time and probability -- 4.16 Measuring standard deviations -- 4.17 Using the Z table -- 4.18 Approximating probabilities -- 4.19 The "50 percent rule" -- 4.20 Converting schedule time units to standard deviations -- 4.21 The significance of the project mean -- 4.22 Determining the project standard deviation -- 4.23 Variance calculations -- 4.24 Practical use of PERT analysis -- 4.25 An additional number to remember -- 4.26 Recalling the PERT analysis sequence -- 4.27 PERT versus Monte Carlo analysis -- 4.28 The schedule duration and resource limitations -- 4.29 The critical chain -- 4.30 Further conflicts and additional delays -- 4.31 Impact of conflict resolution -- 4.32 Schedule optimization -- 4.33 Schedule precedence impact -- 4.34 Cost: what funding will be required to complete the project? -- 4.35 Categorizing costs -- 4.36 Budget plot ("S curve or PV") -- 4.37 From budget to Gantt -- 4.38 Chapter 4: Important "takeways" for the project manager. 5. The schedule is not a plan -- 5.1 Answering the unanswered questions -- 5.2 Final thoughts on the PMBOK framework -- 5.3 PMBOK 6 and Agile -- 5.4 Chapter 5: Important "takeways" for the project manager -- Additional readings -- About the author -- Index. |
| ctrlnum | (OCoLC)1024148050 |
| dewey-full | 658.404 |
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| 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 |
| format | Electronic eBook |
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From the PMBOK framework to project selection -- 1. Introduction to the PMBOK framework -- 1.1 The PMI framework: it is all about getting work done -- 1.2 Projects versus ongoing operations -- 1.3 Digital versus analog -- 1.4 The process groups and what they mean in practice -- 1.5 The five process groups -- 1.6 Beyond the five process groups -- 1.7 Why process groups and project life cycles are not the same thing -- 1.8 Knowledge areas: a content view of what happens with process groups -- 1.9 Process groups and knowledge areas: how do they go together? -- 1.10 What's next to think about? Complete the plan -- 1.11 Do it! (the executing process group) -- 1.12 Stay on top of it! (the monitoring and controlling process group) -- 1.13 Finish it! 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Deciding upon the right project -- 2.2 Strategy: knowing "why" comes before what -- 2.3 Strategic alignment -- 2.4 How to narrow down project choices -- 2.5 Qualitative selection tools -- 2.6 Quantitative selection tools -- 2.7 Project selection questions and analysis techniques -- 2.8 The TVM: what does it mean? -- 2.9 How is TVM applied to the payback period calculation? -- 2.10 Risk and reward in project selection -- 2.11 Another view of return: the internal rate of return (IRR) -- 2.12 Returning to the original question -- 2.13 Numbers do not ensure unbiased results -- 2.14 Chapter 2: important "takeaways" for the project manager.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">II. From project to schedule -- 3. Getting started: estimates, stakeholders, and scope -- 3.1 Initial project estimates -- 3.2 The ROM estimate -- 3.3 Starting a plan with a project schedule -- 3.4 Start it! Getting work started with the initiation process group -- 3.5 The charter as contract -- 3.6 Stakeholders: who are they, and why think about them? -- 3.7 Analyzing your stakeholders -- 3.8 Scope, time, and cost in the planning process group -- 3.9 Top down versus bottom up -- 3.10 Applying expertise -- 3.11 Using analogies and parametric estimation -- 3.12 Estimating and trade-offs -- 3.13 Project estimates and "the learning curve" -- 3.14 From high-level estimates -- 3.15 Project scope-getting started -- 3.16 Planning to plan: how to approach your project schedule -- 3.17 Describing scope in stages -- 3.18 The WBS: what's the point? -- 3.19 Scope = deliverables -- 3.20 Chapter 3: important "takeways" for the project manager.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4. How long, and how much? -- 4.1 Time: activities and deliverables -- 4.2 Putting things in order -- 4.3 From simple, to complex -- 4.4 Activity on arrow: a different type of network diagram -- 4.5 Analyzing project duration using a network diagram -- 4.6 The forward pass -- 4.7 Forward pass with merging activities -- 4.8 The backward pass -- 4.9 Activity slack -- 4.10 CPM and sensitivity -- 4.11 Building the estimated PERT schedule -- 4.12 The PERT network diagram -- 4.13 The weighted average and the project average -- 4.14 The normal curve and probability -- 4.15 Units of project time and probability -- 4.16 Measuring standard deviations -- 4.17 Using the Z table -- 4.18 Approximating probabilities -- 4.19 The "50 percent rule" -- 4.20 Converting schedule time units to standard deviations -- 4.21 The significance of the project mean -- 4.22 Determining the project standard deviation -- 4.23 Variance calculations -- 4.24 Practical use of PERT analysis -- 4.25 An additional number to remember -- 4.26 Recalling the PERT analysis sequence -- 4.27 PERT versus Monte Carlo analysis -- 4.28 The schedule duration and resource limitations -- 4.29 The critical chain -- 4.30 Further conflicts and additional delays -- 4.31 Impact of conflict resolution -- 4.32 Schedule optimization -- 4.33 Schedule precedence impact -- 4.34 Cost: what funding will be required to complete the project? -- 4.35 Categorizing costs -- 4.36 Budget plot ("S curve or PV") -- 4.37 From budget to Gantt -- 4.38 Chapter 4: Important "takeways" for the project manager.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5. 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| id | ZDB-4-EBA-on1024148050 |
| illustrated | Illustrated |
| indexdate | 2024-11-27T13:28:14Z |
| institution | BVB |
| isbn | 1947083317 9781947083318 |
| language | English |
| oclc_num | 1024148050 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (1 volume) : illustrations |
| psigel | ZDB-4-EBA |
| publishDate | 2018 |
| publishDateSearch | 2018 |
| publishDateSort | 2018 |
| publisher | Momentum Press, |
| record_format | marc |
| series | Industrial and systems engineering collection. |
| series2 | Industrial and systems engineering collection |
| spelling | Marion, James W., author. http://id.loc.gov/authorities/names/no2014118023 Project management. Part one, Framework and schedule : a common sense guide to the PMBOK / James W. Marion. Common sense guide to the PMBOK New York, NY : Momentum Press, [2018] ©2018 1 online resource (1 volume) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier Industrial and systems engineering collection Online resource; title from title page (Safari, viewed February 21, 2018). Includes bibliographical references and index. I. From the PMBOK framework to project selection -- 1. Introduction to the PMBOK framework -- 1.1 The PMI framework: it is all about getting work done -- 1.2 Projects versus ongoing operations -- 1.3 Digital versus analog -- 1.4 The process groups and what they mean in practice -- 1.5 The five process groups -- 1.6 Beyond the five process groups -- 1.7 Why process groups and project life cycles are not the same thing -- 1.8 Knowledge areas: a content view of what happens with process groups -- 1.9 Process groups and knowledge areas: how do they go together? -- 1.10 What's next to think about? Complete the plan -- 1.11 Do it! (the executing process group) -- 1.12 Stay on top of it! (the monitoring and controlling process group) -- 1.13 Finish it! (the closing process group) -- 1.14 Seeing the "big picture" -- 1.15 The five process groups -- 1.16 The process logic in the PMBOK -- 1.17 Chapter 1: important "takeaways" for the project manager. 2. Project selection -- 2.1 What should be done? Deciding upon the right project -- 2.2 Strategy: knowing "why" comes before what -- 2.3 Strategic alignment -- 2.4 How to narrow down project choices -- 2.5 Qualitative selection tools -- 2.6 Quantitative selection tools -- 2.7 Project selection questions and analysis techniques -- 2.8 The TVM: what does it mean? -- 2.9 How is TVM applied to the payback period calculation? -- 2.10 Risk and reward in project selection -- 2.11 Another view of return: the internal rate of return (IRR) -- 2.12 Returning to the original question -- 2.13 Numbers do not ensure unbiased results -- 2.14 Chapter 2: important "takeaways" for the project manager. II. From project to schedule -- 3. Getting started: estimates, stakeholders, and scope -- 3.1 Initial project estimates -- 3.2 The ROM estimate -- 3.3 Starting a plan with a project schedule -- 3.4 Start it! Getting work started with the initiation process group -- 3.5 The charter as contract -- 3.6 Stakeholders: who are they, and why think about them? -- 3.7 Analyzing your stakeholders -- 3.8 Scope, time, and cost in the planning process group -- 3.9 Top down versus bottom up -- 3.10 Applying expertise -- 3.11 Using analogies and parametric estimation -- 3.12 Estimating and trade-offs -- 3.13 Project estimates and "the learning curve" -- 3.14 From high-level estimates -- 3.15 Project scope-getting started -- 3.16 Planning to plan: how to approach your project schedule -- 3.17 Describing scope in stages -- 3.18 The WBS: what's the point? -- 3.19 Scope = deliverables -- 3.20 Chapter 3: important "takeways" for the project manager. 4. How long, and how much? -- 4.1 Time: activities and deliverables -- 4.2 Putting things in order -- 4.3 From simple, to complex -- 4.4 Activity on arrow: a different type of network diagram -- 4.5 Analyzing project duration using a network diagram -- 4.6 The forward pass -- 4.7 Forward pass with merging activities -- 4.8 The backward pass -- 4.9 Activity slack -- 4.10 CPM and sensitivity -- 4.11 Building the estimated PERT schedule -- 4.12 The PERT network diagram -- 4.13 The weighted average and the project average -- 4.14 The normal curve and probability -- 4.15 Units of project time and probability -- 4.16 Measuring standard deviations -- 4.17 Using the Z table -- 4.18 Approximating probabilities -- 4.19 The "50 percent rule" -- 4.20 Converting schedule time units to standard deviations -- 4.21 The significance of the project mean -- 4.22 Determining the project standard deviation -- 4.23 Variance calculations -- 4.24 Practical use of PERT analysis -- 4.25 An additional number to remember -- 4.26 Recalling the PERT analysis sequence -- 4.27 PERT versus Monte Carlo analysis -- 4.28 The schedule duration and resource limitations -- 4.29 The critical chain -- 4.30 Further conflicts and additional delays -- 4.31 Impact of conflict resolution -- 4.32 Schedule optimization -- 4.33 Schedule precedence impact -- 4.34 Cost: what funding will be required to complete the project? -- 4.35 Categorizing costs -- 4.36 Budget plot ("S curve or PV") -- 4.37 From budget to Gantt -- 4.38 Chapter 4: Important "takeways" for the project manager. 5. The schedule is not a plan -- 5.1 Answering the unanswered questions -- 5.2 Final thoughts on the PMBOK framework -- 5.3 PMBOK 6 and Agile -- 5.4 Chapter 5: Important "takeways" for the project manager -- Additional readings -- About the author -- Index. The Guide to the Project Management Body of Knowledge published by the Project Management Institute provides a roadmap of 49 processes designed to support project managers in all phases of project management. The sheer number of processes and their allocation across process groups and knowledge areas may leave project managers in a quandary about where to start and how to apply the many components of project management processes. This book provides a simple explanatory guide for the layman that clarifies the "big picture" of the PMBOK, explains where a project manager should begin when managing projects, and finally describes how the project manager can easily make use of the PMBOK framework to progress from an initial idea to a project schedule. Project management. http://id.loc.gov/authorities/subjects/sh85065919 Gestion de projet. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Project management fast PMBOK guide. has work: part 1 Framework and schedule Project management (Text) https://id.oclc.org/worldcat/entity/E39PCG3h3GXMwPgPmH9pMVp7H3 https://id.oclc.org/worldcat/ontology/hasWork Industrial and systems engineering collection. http://id.loc.gov/authorities/names/no2018041239 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1703251 Volltext |
| spellingShingle | Marion, James W. Project management. a common sense guide to the PMBOK / Industrial and systems engineering collection. I. From the PMBOK framework to project selection -- 1. Introduction to the PMBOK framework -- 1.1 The PMI framework: it is all about getting work done -- 1.2 Projects versus ongoing operations -- 1.3 Digital versus analog -- 1.4 The process groups and what they mean in practice -- 1.5 The five process groups -- 1.6 Beyond the five process groups -- 1.7 Why process groups and project life cycles are not the same thing -- 1.8 Knowledge areas: a content view of what happens with process groups -- 1.9 Process groups and knowledge areas: how do they go together? -- 1.10 What's next to think about? Complete the plan -- 1.11 Do it! (the executing process group) -- 1.12 Stay on top of it! (the monitoring and controlling process group) -- 1.13 Finish it! (the closing process group) -- 1.14 Seeing the "big picture" -- 1.15 The five process groups -- 1.16 The process logic in the PMBOK -- 1.17 Chapter 1: important "takeaways" for the project manager. 2. Project selection -- 2.1 What should be done? Deciding upon the right project -- 2.2 Strategy: knowing "why" comes before what -- 2.3 Strategic alignment -- 2.4 How to narrow down project choices -- 2.5 Qualitative selection tools -- 2.6 Quantitative selection tools -- 2.7 Project selection questions and analysis techniques -- 2.8 The TVM: what does it mean? -- 2.9 How is TVM applied to the payback period calculation? -- 2.10 Risk and reward in project selection -- 2.11 Another view of return: the internal rate of return (IRR) -- 2.12 Returning to the original question -- 2.13 Numbers do not ensure unbiased results -- 2.14 Chapter 2: important "takeaways" for the project manager. II. From project to schedule -- 3. Getting started: estimates, stakeholders, and scope -- 3.1 Initial project estimates -- 3.2 The ROM estimate -- 3.3 Starting a plan with a project schedule -- 3.4 Start it! Getting work started with the initiation process group -- 3.5 The charter as contract -- 3.6 Stakeholders: who are they, and why think about them? -- 3.7 Analyzing your stakeholders -- 3.8 Scope, time, and cost in the planning process group -- 3.9 Top down versus bottom up -- 3.10 Applying expertise -- 3.11 Using analogies and parametric estimation -- 3.12 Estimating and trade-offs -- 3.13 Project estimates and "the learning curve" -- 3.14 From high-level estimates -- 3.15 Project scope-getting started -- 3.16 Planning to plan: how to approach your project schedule -- 3.17 Describing scope in stages -- 3.18 The WBS: what's the point? -- 3.19 Scope = deliverables -- 3.20 Chapter 3: important "takeways" for the project manager. 4. How long, and how much? -- 4.1 Time: activities and deliverables -- 4.2 Putting things in order -- 4.3 From simple, to complex -- 4.4 Activity on arrow: a different type of network diagram -- 4.5 Analyzing project duration using a network diagram -- 4.6 The forward pass -- 4.7 Forward pass with merging activities -- 4.8 The backward pass -- 4.9 Activity slack -- 4.10 CPM and sensitivity -- 4.11 Building the estimated PERT schedule -- 4.12 The PERT network diagram -- 4.13 The weighted average and the project average -- 4.14 The normal curve and probability -- 4.15 Units of project time and probability -- 4.16 Measuring standard deviations -- 4.17 Using the Z table -- 4.18 Approximating probabilities -- 4.19 The "50 percent rule" -- 4.20 Converting schedule time units to standard deviations -- 4.21 The significance of the project mean -- 4.22 Determining the project standard deviation -- 4.23 Variance calculations -- 4.24 Practical use of PERT analysis -- 4.25 An additional number to remember -- 4.26 Recalling the PERT analysis sequence -- 4.27 PERT versus Monte Carlo analysis -- 4.28 The schedule duration and resource limitations -- 4.29 The critical chain -- 4.30 Further conflicts and additional delays -- 4.31 Impact of conflict resolution -- 4.32 Schedule optimization -- 4.33 Schedule precedence impact -- 4.34 Cost: what funding will be required to complete the project? -- 4.35 Categorizing costs -- 4.36 Budget plot ("S curve or PV") -- 4.37 From budget to Gantt -- 4.38 Chapter 4: Important "takeways" for the project manager. 5. The schedule is not a plan -- 5.1 Answering the unanswered questions -- 5.2 Final thoughts on the PMBOK framework -- 5.3 PMBOK 6 and Agile -- 5.4 Chapter 5: Important "takeways" for the project manager -- Additional readings -- About the author -- Index. Project management. http://id.loc.gov/authorities/subjects/sh85065919 Gestion de projet. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Project management fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85065919 |
| title | Project management. a common sense guide to the PMBOK / |
| title_alt | Common sense guide to the PMBOK PMBOK guide. |
| title_auth | Project management. a common sense guide to the PMBOK / |
| title_exact_search | Project management. a common sense guide to the PMBOK / |
| title_full | Project management. Part one, Framework and schedule : a common sense guide to the PMBOK / James W. Marion. |
| title_fullStr | Project management. Part one, Framework and schedule : a common sense guide to the PMBOK / James W. Marion. |
| title_full_unstemmed | Project management. Part one, Framework and schedule : a common sense guide to the PMBOK / James W. Marion. |
| title_short | Project management. |
| title_sort | project management framework and schedule a common sense guide to the pmbok |
| title_sub | a common sense guide to the PMBOK / |
| topic | Project management. http://id.loc.gov/authorities/subjects/sh85065919 Gestion de projet. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Project management fast |
| topic_facet | Project management. Gestion de projet. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Project management |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1703251 |
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