Jeffrey Mochal
Lessons in Project Management (eBook, PDF)
28,95 €
28,95 €
inkl. MwSt.
Sofort per Download lieferbar
14 °P sammeln
28,95 €
Als Download kaufen
28,95 €
inkl. MwSt.
Sofort per Download lieferbar
14 °P sammeln
Jetzt verschenken
Alle Infos zum eBook verschenken
28,95 €
inkl. MwSt.
Sofort per Download lieferbar
Alle Infos zum eBook verschenken
14 °P sammeln
Jeffrey Mochal
Lessons in Project Management (eBook, PDF)
- Format: PDF
- Merkliste
- Auf die Merkliste
- Bewerten Bewerten
- Teilen
- Produkt teilen
- Produkterinnerung
- Produkterinnerung
Bitte loggen Sie sich zunächst in Ihr Kundenkonto ein oder registrieren Sie sich bei
bücher.de, um das eBook-Abo tolino select nutzen zu können.
Hier können Sie sich einloggen
Hier können Sie sich einloggen
Sie sind bereits eingeloggt. Klicken Sie auf 2. tolino select Abo, um fortzufahren.
Bitte loggen Sie sich zunächst in Ihr Kundenkonto ein oder registrieren Sie sich bei bücher.de, um das eBook-Abo tolino select nutzen zu können.
Accessible, easy to read case-studies in real-world project management challenges, each case study contains a story of the problem followed by an exanimation of the solution presented in easy to understand language.
- Geräte: PC
- ohne Kopierschutz
- eBook Hilfe
- Größe: 34.23MB
Andere Kunden interessierten sich auch für
- Risk Assessment and Risk-Driven Quality Assurance (eBook, PDF)40,95 €
- Software Quality. Software and Systems Quality in Distributed and Mobile Environments (eBook, PDF)32,95 €
- Software Quality (eBook, PDF)40,95 €
- Software Quality. Model-Based Approaches for Advanced Software and Systems Engineering (eBook, PDF)36,95 €
- Software Quality. Increasing Value in Software and Systems Development (eBook, PDF)36,95 €
- Managing the Change: Software Configuration and Change Management (eBook, PDF)40,95 €
- Life Cycle Management For Dependability (eBook, PDF)73,95 €
-
-
-
Accessible, easy to read case-studies in real-world project management challenges, each case study contains a story of the problem followed by an exanimation of the solution presented in easy to understand language.
Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CY, CZ, D, DK, EW, E, FIN, F, GR, HR, H, IRL, I, LT, L, LR, M, NL, PL, P, R, S, SLO, SK ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: Apress
- Seitenzahl: 240
- Erscheinungstermin: 9. November 2013
- Englisch
- ISBN-13: 9781430208204
- Artikelnr.: 44182008
- Verlag: Apress
- Seitenzahl: 240
- Erscheinungstermin: 9. November 2013
- Englisch
- ISBN-13: 9781430208204
- Artikelnr.: 44182008
Jeff Mochal is director of¿communication¿and external relations at¿ConAgra Foods, based in Naperville, Illinois. He has been working in the public relations and communications industry for 15 years and has extensive expertise in media relations, crisis communication, issues management, reputation management and corporate branding. Jeff is married with two children, and is pursuing his master's in business administration¿from the University of Notre Dame.
Understand the Characteristics of a Project Make Sure You Always Have an Identified and Committed Sponsor and Client Organization Report Status on All Projects (There Are Many Alternatives to the Format and Delivery) Focus on Deadline Dates First When Managing a Project Apply Some Level of Project Management Discipline? Even on Small Projects Define and Plan the Work First to Ensure Better Project Execution Don?t ?Microbuild? or Micromanage the Workplan Manage Documents Properly to Avoid Confusion and Mix-Ups Define the Many Aspects of What Is in Scope and out of Scope Use the ?Big Three? Documents?Project Definition, Project Workplan, and Requirements?As the Foundation for Your Project Use Scope Change Management to Allow the Sponsor to Make the Final Decision (Many Times the Sponsor Will Say ?No?) Collect Metrics to Evaluate How Well You (and Your Project) Are Performing Save Knowledge for Future Projects, Leverage Knowledge from Prior Projects Ensure Issues Management Is Everyone?s Responsibility Shorten Long Meetings to Sharpen the Focus Identify the Root Cause of Problems, Especially If They Are Reoccurring Use Quality Assurance Techniques to Validate the Status of a Project Cancel Projects That Lose Business Support, Relevance, and Focus Use Risk Management to Respond to Problems Before They Occur Focus Your Quality Management on Processes, Not People Don?t Use Your Estimating Contingency for Scope Changes Develop a Communication Plan to Address Complex Communication Requirements Scale Your Project Management Processes Based on the Size of the Project Define and Plan the Project, Even If You Have to Start the Work at the Same Time Understand the Critical Path on Your Project and How This Path Drives the Deadline Date Change the Underlying Assumptions to Revise a Well-Prepared Estimate Don?t Shortchange Face-to-Face Communication on Your Project Make Sure Quality Is a Mindset and an Ongoing Process on Your Project Batch Small Scope Change Requests Together for Sponsor Approval Define the Overall Project Approach Before Building the Detailed Workplan Look for Risks Inherent to Your Project Before You Begin Get Sponsor Approval Before Investigating Large Scope Change Requests Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value Use One or More Formal Techniques to Estimate Project Work Effort Keep Your Workplan Up to Date Throughout the Project Use Issues Management to Help Choose the Best of Bad Alternatives Collect Metrics That Can Lead to Fundamental Improvements Evaluate All Risk Response Options in the Risk Plan Gain a Common Understanding First to Effectively Manage Client Expectations Use Milestones in the Workplan to Track Overall Progress Establish Processes to Catch Errors As Early in the Project As Possible Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Changes Be Proactive in Applying Techniques to Accelerate the Project Schedule Use the Work Breakdown Structure Technique to Identify All the Work Required for a Project Write Your Status Reports with the Readers? Interest in Mind Update Your Risk Plan Periodically Throughout the Project Don?t Practice Goldpl
Understand the Characteristics of a Project Make Sure You Always Have an Identified and Committed Sponsor and Client Organization Report Status on All Projects (There Are Many Alternatives to the Format and Delivery) Focus on Deadline Dates First When Managing a Project Apply Some Level of Project Management Discipline? Even on Small Projects Define and Plan the Work First to Ensure Better Project Execution Don?t ?Microbuild? or Micromanage the Workplan Manage Documents Properly to Avoid Confusion and Mix-Ups Define the Many Aspects of What Is in Scope and out of Scope Use the ?Big Three? Documents?Project Definition, Project Workplan, and Requirements?As the Foundation for Your Project Use Scope Change Management to Allow the Sponsor to Make the Final Decision (Many Times the Sponsor Will Say ?No?) Collect Metrics to Evaluate How Well You (and Your Project) Are Performing Save Knowledge for Future Projects, Leverage Knowledge from Prior Projects Ensure Issues Management Is Everyone?s Responsibility Shorten Long Meetings to Sharpen the Focus Identify the Root Cause of Problems, Especially If They Are Reoccurring Use Quality Assurance Techniques to Validate the Status of a Project Cancel Projects That Lose Business Support, Relevance, and Focus Use Risk Management to Respond to Problems Before They Occur Focus Your Quality Management on Processes, Not People Don?t Use Your Estimating Contingency for Scope Changes Develop a Communication Plan to Address Complex Communication Requirements Scale Your Project Management Processes Based on the Size of the Project Define and Plan the Project, Even If You Have to Start the Work at the Same Time Understand the Critical Path on Your Project and How This Path Drives the Deadline Date Change the Underlying Assumptions to Revise a Well-Prepared Estimate Don?t Shortchange Face-to-Face Communication on Your Project Make Sure Quality Is a Mindset and an Ongoing Process on Your Project Batch Small Scope Change Requests Together for Sponsor Approval Define the Overall Project Approach Before Building the Detailed Workplan Look for Risks Inherent to Your Project Before You Begin Get Sponsor Approval Before Investigating Large Scope Change Requests Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value Use One or More Formal Techniques to Estimate Project Work Effort Keep Your Workplan Up to Date Throughout the Project Use Issues Management to Help Choose the Best of Bad Alternatives Collect Metrics That Can Lead to Fundamental Improvements Evaluate All Risk Response Options in the Risk Plan Gain a Common Understanding First to Effectively Manage Client Expectations Use Milestones in the Workplan to Track Overall Progress Establish Processes to Catch Errors As Early in the Project As Possible Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Changes Be Proactive in Applying Techniques to Accelerate the Project Schedule Use the Work Breakdown Structure Technique to Identify All the Work Required for a Project Write Your Status Reports with the Readers? Interest in Mind Update Your Risk Plan Periodically Throughout the Project Don?t Practice Goldpl