Schedule and coordinate projects seamlessly, start to finish! In today's ultracompetitive world of business, those in charge want results on time and on budget--and they're turning to project managers to deliver. Skilled project managers are in high demand, and the profession is growing at an unprecedented rate. The McGraw-Hill 36-Hour Course: Project Management, Second Edition, combines expert insight, advice based on realworld experience, and the latest developments into a single, concise package. In the span of 36 hours, you'll learn how to: plan, launch, manage, and close projects Build the best team for each project Shape and drive a project using effective leadership Manage quality, costs, time, and risk Deploy the latest project management technologies Complete with chapter-ending self-tests and a comprehensive online final exam, The McGraw-Hill 36-Hour Course: Project Management, Second Edition, provides the guidance you need to manage any project under any conditions.
Author(s): Helen Cooke, Karen Tate
Edition: 2
Publisher: McGraw-Hill
Year: 2010
Language: English
Pages: 401
Tags: Менеджмент;Управление проектами;
Title page......Page 4
Copyright page......Page 5
Contents......Page 6
What Is Project Management?......Page 10
Why Make a Distinction Between Projects and Operations?......Page 21
The Relationship of Project Management to Implementing Desired Change......Page 26
The Value-Added Proposition: Declaring and Revalidating Project Value......Page 35
Benefits of Adopting Project Management Approaches......Page 37
Summary......Page 38
Review Questions......Page 39
What Is a Project?......Page 42
Natural Phases of Projects......Page 51
Contrasting Project Life Cycle and Product Life Cycle......Page 55
Types of Projects......Page 66
How Project Management Is Applied in Different Settings......Page 68
Summary......Page 72
Review Questions......Page 73
Overview and Goals......Page 76
The Project Leader’s Integrated Skill Set......Page 77
Essential Characteristics of the Project Management Leader......Page 79
Knowledge, Skills, and Abilities of the Project Manager......Page 89
Other Leadership Roles on Large Projects......Page 97
Summary......Page 100
Review Questions......Page 101
Overview and Goals......Page 104
The Basics......Page 105
How Projects Get Started......Page 111
The Project’s Life Cycle: Project Phases......Page 116
Summary......Page 119
Review Questions......Page 120
Project Planning......Page 122
Detailed Planning......Page 131
Plan Approval......Page 139
Summary......Page 140
Review Questions......Page 141
Overview and Goals......Page 142
High-Level Planning......Page 143
Scope and Objectives Planning......Page 153
Documenting the Plan......Page 161
Completing Initial High-Level Documentation......Page 166
Review of the Overall Plan Before Detailed Plan Development......Page 167
Summary......Page 169
Review Questions......Page 170
Overview and Goals......Page 172
Creating a Work Plan for Execution......Page 173
The Go/No-Go Decision......Page 179
Implementation Detail for Start-Up......Page 182
Planning for Team Management......Page 189
Communications Plan......Page 192
Planning for Stakeholder Management......Page 193
Quality Plan......Page 195
Summary......Page 196
Review Questions......Page 197
Overview and Goals......Page 198
Creating an Environment for Success......Page 199
Team Development......Page 200
Human Resources Management......Page 201
Creating Teams of Similar and Dissimilar People......Page 202
Creating a Project Management Culture......Page 204
Team Building......Page 210
Establishing Project Management Culture on Virtual Projects......Page 211
Managing Team Resources......Page 214
Summary......Page 216
Review Questions......Page 217
Overview and Goals......Page 220
Creating a Success Environment with Processes......Page 221
Communications......Page 222
Managing Quality......Page 226
Managing Cost......Page 227
Managing Time......Page 229
Managing Risk......Page 230
Policy and Standards......Page 233
Project Integration Management......Page 234
All Projects Have a Beginning and an End......Page 235
Turnover of Responsibility for Deliverables......Page 236
Lessons Learned and Process Improvements......Page 238
Summary......Page 239
Review Questions......Page 240
Overview and Goals......Page 242
Quality Assumptions......Page 243
The Project Culture: Continuous Learning and Improvement......Page 247
Project Decisions as an Element of Quality......Page 248
The Wright Brothers’ Project to Create Controlled Flight......Page 250
Project Managers Do Not Always Get High Visibility......Page 255
Summary......Page 256
Review Questions......Page 257
Overview and Goals......Page 260
Project Control and the Triple Constraint......Page 262
Earned Value as a Means of Control......Page 273
Project Management Tools......Page 276
Leveraging Technology......Page 277
Summary......Page 279
Review Questions......Page 280
Overview and Goals......Page 282
Management Structure and Culture......Page 284
Definition of Organizational Project Management Maturity......Page 289
How Process Improvement Applies to Project Management......Page 293
A Project’s Business and Work Context......Page 298
Leveraging the Organization’s Resources......Page 302
Determining the Organization’s Project Management Maturity......Page 304
Technology to Enhance Organizational Project Management Maturity......Page 310
The Project Management Office or Program Management Office (PMO)......Page 315
Standard Metrics......Page 322
Conclusion......Page 324
Key Concepts to Remember......Page 330
Advancing Both the Project and the Profession......Page 332
Review Questions......Page 333
Appendix A: Process Model......Page 336
Appendix B: Templates......Page 344
Appendix C: Organizational Assessment......Page 366
Appendix D: Case Study......Page 372
Appendix E: Deliverables’ Life Cycle......Page 378
Notes......Page 382
C......Page 392
E......Page 393
L......Page 394
P......Page 395
S......Page 397
W......Page 398
Instructions for Accessing Online Final Exam and Chapter Quiz Answers......Page 399
