Harvey A. Levine

Practical Project Management (eBook, PDF)

Tips, Tactics, and Tools

• Format: PDF

Produktbeschreibung

The author has 39 years of experience implementing project management techniques. * Includes unique material based on the author's experiences that cannot be found elsewhere. * Readers can refer to self-contained chapters for quick reference and problem-solving or read the entire book.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 400
• Erscheinungstermin: 1. Oktober 2002
• Englisch
• ISBN-13: 9780471256380
• Artikelnr.: 37301587

Autorenporträt

HARVEY A. LEVINE has been a project management professional for thirty-nine years, providing applications, system design, and consulting services in project planning and control, mostly with General Electric. In 1986, Levine founded the Project Knowledge Group, a consulting firm specializing in project management training; project management software selection, evaluation, and implementation; and project management using computers. He has also served on the board of directors of the Project Management Institute and was recently elected a Fellow of PMI.

Inhaltsangabe

Acknowledgments. Preface. 1. Setting Up the Project Management Operation.
1.1 About Projects and Project Management. 1.2 Organizing for Project
Management. 1.3 Does Your Company Need a CPO? 1.4 Implementing a
Computer-based Project Management Capability. 2. Getting Started. 2.1
Project Initiation Techniques. 2.2 Do You Weebis? Clarifying WBS, OBS, and
RBS. 2.3 Project Life Cycles. 3. Scheduling. 3.1 Critical Path Scheduling.
3.2 Critical Path, Critical Chain, and Uncertainty: Exploring Concepts of
Shared Contingency. 3.3 Estimating Task Durations. 3.4 How Important Are
Schedules and Time Compression? 3.5 Practical Scheduling. 4. Resource and
Workforce Management. 4.1 An Overview of the Different Elements of Resource
Management. 4.2 Role-based Needs for Managing Resources in a Project-driven
Organization. 4.3 Resource Leveling and Games of Chance. 4.4 Practical
Resource Scheduling. 5. Budgeting and Cost Control. 5.1 Concepts and Issues
of Project Budgeting and Cost Control. 5.2 Software Support for Cost
Management. 6. Risk Management and Contingency. 6.1 Using and Managing
Contingency. 6.2 Risk Management for the Sigmaphobic: Managing Schedule,
Cost, and Technical Risk and Contingency. 6.3 Some Computer-based
Approaches to Schedule Risk Analysis. 7. Maintaining the Plan. 7.1 Change
Control and Scope Management. 7.2 Real-time Status versus Period Data. 7.3
Automatic Project Management: A Classic Oxymoron. 8. Performance
Measurement. 8.1 Measuring the Value of Work Accomplishment. 9. Project
Portfolio Management. 9.1 Defining and Implementing Project Portfolio
Management. 9.2 Bridging the Gap between Operations Management and Projects
Management: The Important Role of Project Portfolio Management. 9.3 Project
Selection and Risk: Risk Management Is an Essential Part of Project
Portfolio Management. 10. Project Management, Enterprise Project
Management, and Enterprise Resource Planning. 10.1 The Search for
Automated, Integrated, Enterprise-wide Project Management: Minnesota Smith
and the Temple of Unrealized Dreams. 10.2 Integrating PM and ERP. 11.
Project Management and Professional Services Automation. 11.1 Defining the
PSA Market. 11.2 Building PSA Solutions. 12. Tools of the Trade. 12.1 A
Simplified and Balanced Approach to PM Software Selection. 12.2 New Names
for Old Games: Rebadging Sound and Proven PM Concepts. 12.3 The e
Revolution: Collaboration Services, B2B, Gateways. 13. Making Project
Management Work. 13.1 Implementing Project Management: Commitment and
Training Ensure Success. 13.2 Making Project Communication Work: Everything
You Need to Know about Project Communication. 13.3 Why Project Management
Implementation Programs Fail. 13.4 Teams, Task Forces, and Bureaucrats.
13.5 The Psychological Contract: How to Stimulate Initiative and Innovation
in Any Organization. 13.6 Shared Rewards. Index.