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Project Manager's Desk Reference Project Planning - Scheduling - Evaluation - Control and Systems

ISBN-10: 0071464646
ISBN-13: 9780071464642
Edition: 3rd 2007 (Revised)
Authors: James P. Lewis
List price: $90.00 Buy it from $28.63
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Description: The definitive guide to keeping your project on time, under budget, and problem-free In this Third Edition of The Project Manager's Desk Reference, top project management consultant James Lewis arms you with today's most comprehensive and  More...

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Book details

List price: $90.00
Edition: 3rd
Copyright year: 2007
Publisher: McGraw-Hill Companies, The
Publication date: 11/27/2006
Binding: Hardcover
Pages: 600
Size: 6.25" wide x 9.25" long x 1.75" tall
Weight: 2.090
Language: English

The definitive guide to keeping your project on time, under budget, and problem-free In this Third Edition of The Project Manager's Desk Reference, top project management consultant James Lewis arms you with today's most comprehensive and understandable project management resources, showing you how to conduct a project of any size or nature-from the office move to building new facilities. Using results-oriented language and easy-to-understand examples, this comprehensive, quick-reference guide presents specific situations taken from today's fast-moving business environment, walking you through proven solutions designed to keep the project moving forward. This ready-access toolbox shows you how to: Plan, execute, and control a project from beginning to end Choose project managers, leaders, and teams Develop project plans using Work Breakdown Structures, PERT, CPM, and Gantt schedules Conduct risk analysis Design a project control system Use earned value analysis to track projects Communicate effectively with all levels of your team Conduct the essential post-project "lessons learned" review Serving as the perfect supplement to Lewis's bestselling PM bible, Project Planning, Scheduling, and Control, The Project Manager's Desk Reference provides you with the foundation you need to manage any project to its successful completion.

Preface
Introduction and Overview
Overview of Project Management
The Need for Shared Understanding
The Authority for Project Management
Definition of a Project
Project Stakeholders
Definition of Project Management
Project Constraints
The Project Life-Cycle
The Project Management System
A Model for Managing Projects
Does One Size Fit All?
Overview of the Model
Project Planning
General Aspects of Project Planning
An Introduction to Project Planning
The Project Notebook
Planning: Developing the Project Mission, Vision, Goals, and Objectives
Deciding What Must Be Done: Defining Your Mission, Vision, Goals, and Objectives
A Point about Definitions
Establishing Priorities
The Priority Matrix
Planning Project Strategy
Planning Project Strategy and Strategic Planning
Conducting the Analyses
Formulating Project Strategy
Conducting a SWOT Analysis
Implementation Planning
Developing and Using the Work Breakdown Structure
Project Scheduling
Developing a Project Schedule
So How Is It Done?
Schedule Computations
An Example
Scheduling with Resource Constraints
The Assumption of Unlimited Resources
Scheduling with PERT
PERT Compared with CPM
Empirical Frequency Distributions
PERT System of Three Time Estimates
PERT Computations
Estimating Probability of Scheduled Completion
Using PERT
Project Control and Evaluation
Principles of Project Control and Evaluation
Control and Evaluation Principles
Project Reviews
Process Reviews
Project Evaluation
Characteristics of a Project-Control System
Project Control Using Earned-Value Analysis
Using Variance or Earned Value Analysis in Project Control
Variance Analysis Using Spending Curves
Examples of Progress Tracking Using Spending Curves
Refining the Analysis
The Need For All Three Measures
Progress Payments and Earned-Value Analysis
Some Background on Progress Payments
Just What Are Progress Payments?
Progress Payments and the Earned-Value (C/SCSC) Concept
In Summary
Project Change Control
The Need for Change Control
The Change Control Process
Causes of Project Success and Failure
Defining Project Success and Failure
Other Perspectives
Deliverables, Results, and Expectations
Research Findings
Targets and Variation
Causes of Project Failure
The High Cost of Project Failure
Managing Project Risks
Threats versus Risks
Quantifying Risks and Threats
The Risk Probability Number
Developing Contingency Plans
Project Management Approach as a Function of Risk
Conclusion
Other Issues in Project Management
Sociotechnical Systems and Project Organization
Traditional Project Organization
Working Premises of this Chapter
Sociotechnical Systems Design of Project Organizations
A Final Caution
Profiling the World-Class Project Management Organization
Chapter Summary
What is a World-Class Project Management Organization?
A Taxonomy of Projects
A Classification of Project Managers
Job Functions and Tasks for Project Management
Competency Profile of the World-Class Project Manager
Skill Profile of the World-Class Project Manager
Improving Your Communication Skills
Self-Concept
Effective Listening
Speaking Clearly
Dealing with Anger
Self-Disclosure
Content and Relationship
Metacommunication
Punctuation of Communication
Conditions Required for Effective Communication
Sensory Preferences and Communications
The Importance of the Representational Systems
Managing Business-to-Business Marketing and Communication Projects Successfully
Introduction
The Base-up system
The Brief
The Audit
Strategy
Execution
Follow-Up
Project Management in a Creative Environment
Introduction
Working with Creative People
Managing Creative People
Managing Creative Projects
Conclusion
The Need for Systems Thinking in Project Management
Linear versus Systems Thinking
The Language of Managing
Control in Relationships
Conflict in Management
Thinking in Systems Terms
Understanding Systems Thinking
What Is a System?
Anticipation
Positive Feedback
Building Complex Systems
How to Apply Systems Thinking in Managing Projects
Fixes That Fail
Levels of Understanding
The Tragedy of the Commons
Limits to Growth
Shifting the Burden
Problem Solving in Projects
Fundamental Concepts of Problem Solving
Decisions versus Problems
Open- and Close-Ended Problems
Solving Close-Ended Problems
Using the Scientific Method to Define Problems
Solving Close-Ended Problems with Problem Analysis
Solving Open-Ended Problems
Problem Solving through Creative Analysis
Redefinitional Procedures
The Goal Orientation Technique
The Successive Abstractions Technique
Analogy and Metaphor Procedures
Wishful Thinking
Nonlogical Stimuli
Boundary Examination
Reversals
Managing Decision Making in Project Teams
The Dilemma-Individual or Team Decision?
The Nature of Decisions
Decision-Making Guidelines
The Effect of Time on Decision Approaches
What Is Consensus?
Avoiding False Consensus and Groupthink
Developing Project Managers
The Need for Development
Skills Needed by Project Managers
What Is Most Important?
Personal Characteristics of Project Managers
Noncredit Training in Project Management
Foreign Language Training
Putting It All To Work on the Job
Resources and References
Checklists for Managing Projects
Project Planning
Project Execution
Software Quality
Project Change Procedure
Software Installation and Conversion
Working Conditions
Resources for Project Managers
Glossary
References and Suggested Reading
Index

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