Project Management For Dummies, 6th Edition

Höfundar: Jonathan L. Portny; Stanley E. Portny (Útgáfa: 6)
Project Management For Dummies, 6th Edition

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Útgefandi
Wiley Professional Development (P&T)
ISBN
9781119869917
Print ISBN
9781119869818
Format
ePub
Útgáfa
6
Höfundar
Jonathan L. Portny; Stanley E. Portny
Tungumál
English
Útgefið
2022-03-21
Prent takmörkun á líftíma
100
Prent takmörkun
10
Afritunar takmörkun
2

Kaflar

  • Cover
  • Title Page
  • Copyright
  • Introduction
  • About This Book
  • Foolish Assumptions
  • Icons Used in This Book
  • Beyond the Book
  • Where to Go from Here
  • Part 1: Getting Started with Project Management
  • Chapter 1: Project Management: The Key to Achieving Results
  • Determining What Makes a Project a Project
  • Adopting a Principled Approach to Project Management
  • What Happened to Process Groups and Knowledge Areas?
  • Do You Have What It Takes to Be an Effective Project Manager?
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 2: I’m a Project Manager! Now What?
  • Knowing the Project Manager’s Role
  • Aligning with the Four Values that Comprise the Code of Ethics
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 3: Beginning the Journey: The Genesis of a Project
  • Gathering Ideas for Projects
  • Developing the Project Charter
  • Deciding Which Projects to Move to the Second Phase of Their Life Cycle
  • Tailoring Your Delivery Approach
  • Identifying the Models, Methods, and Artifacts to Use
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 4: Knowing Your Project’s Stakeholders: Involving the Right People
  • Understanding Your Project’s Stakeholders
  • Developing a Stakeholder Register
  • Determining Whether Stakeholders Are Drivers, Supporters, or Observers
  • Displaying Your Stakeholder Register
  • Confirming Your Stakeholders’ Authority
  • Assessing Your Stakeholders’ Power and Interest
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 5: Clarifying What You’re Trying to Accomplish — And Why
  • Defining Your Project with a Scope Statement
  • Looking at the Big Picture: Explaining the Need for Your Project
  • Marking Boundaries: Project Constraints
  • Facing the Unknowns When Planning: Documenting Your Assumptions
  • Presenting Your Scope Statement in a Clear and Concise Document
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 6: Developing Your Game Plan: Getting from Here to There
  • Divide and Conquer: Breaking Your Project into Manageable Chunks
  • Creating and Displaying Your Work Breakdown Structure
  • Identifying Risks While Detailing Your Work
  • Documenting What You Need to Know about Your Planned Project Work
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Part 2: Planning Time: Determining When and How Much
  • Chapter 7: You Want This Project Done When?
  • Picture This: Illustrating a Work Plan with a Network Diagram
  • Analyzing a Network Diagram
  • Working with Your Project’s Network Diagram
  • Developing Your Project’s Schedule
  • Estimating Activity Duration
  • Displaying Your Project’s Schedule
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 8: Establishing Whom You Need, How Much of Their Time, and When
  • Getting the Information You Need to Match People to Tasks
  • Estimating Needed Commitment
  • Ensuring Your Project Team Members Can Meet Their Resource Commitments
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 9: Planning for Other Resources and Developing the Budget
  • Determining Non-Personnel Resource Needs
  • Making Sense of the Dollars: Project Costs and Budgets
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 10: Venturing into the Unknown: Dealing with Risk
  • Defining Risk and Risk Management
  • Focusing on Risk Factors and Risks
  • Assessing Risks: Probability and Consequences
  • Getting Everything under Control: Managing Risk
  • Preparing a Risk Management Plan
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Part 3: Group Work: Putting Your Team Together
  • Chapter 11: Aligning the Key Players for Your Project
  • Defining Three Organizational Environments
  • Recognizing the Key Players in a Matrix Environment
  • Working Successfully in a Matrix Environment
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 12: Defining Team Members’ Roles and Responsibilities
  • Outlining the Key Roles
  • Making Project Assignments
  • Picture This: Depicting Roles with a Responsibility Assignment Matrix
  • Dealing with Micromanagement
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 13: Starting Your Project Team Off on the Right Foot
  • Finalizing Your Project’s Participants
  • Developing Your Team
  • Laying the Groundwork for Controlling Your Project
  • Hear Ye, Hear Ye! Announcing Your Project
  • Setting the Stage for Your Project Retrospective
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Part 4: Steering the Ship: Managing Your Project to Success
  • Chapter 14: Tracking Progress and Maintaining Control
  • Holding On to the Reins: Monitoring and Controlling
  • Establishing Project Management Information Systems
  • Putting Your Control Process into Action
  • Reacting Responsibly When Changes Are Requested
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 15: Keeping Everyone Informed
  • I Meant What I Said and I Said What I Meant: Successful Communication Basics
  • Choosing the Appropriate Medium for Project Communication
  • Preparing a Written Project Progress Report
  • Holding Key Project Meetings
  • Preparing a Project Communications Management Plan
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 16: Encouraging Peak Performance by Providing Effective Leadership
  • Exploring the Differences between Leadership and Management
  • Recognizing the Traits People Look for in a Leader
  • Developing Personal Power and Influence
  • You Can Do It! Creating and Sustaining Team Member Motivation
  • Leading a Diverse, Equitable, and Inclusive Project Team
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 17: Bringing Your Project to Closure
  • Staying the Course to Completion
  • Handling Administrative Issues
  • Providing a Smooth Transition for Team Members
  • Surveying the Results: The Project Retrospective Evaluation
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Part 5: Taking Your Project Management to the Next Level
  • Chapter 18: Using Newer Methods and Resources to Enhance Your Project Management
  • Taking a Look at the Agile Approach to Project Management
  • Using Computer Software Effectively
  • Using Social Media to Enhance Project Management
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Chapter 19: Monitoring Project Performance with Earned Value Management
  • Defining Earned Value Management
  • The How-To: Applying Earned Value Management to Your Project
  • Determining a Task’s Earned Value
  • Relating This Chapter to the PMP Exam and PMBOK 7
  • Part 6: The Part of Tens
  • Chapter 20: Ten Questions to Ask Yourself as You Plan Your Project
  • What’s the Purpose of Your Project?
  • Whom Do You Need to Involve?
  • What Results Will You Produce?
  • What Constraints Must You Satisfy?
  • What Assumptions Are You Making?
  • What Work Has to Be Done?
  • When Does Each Activity Start and End?
  • Who Will Perform the Project Work?
  • What Other Resources Do You Need?
  • What Can Go Wrong?
  • Chapter 21: Ten Tips for Being a Better Project Manager
  • Be a “Why” Person
  • Be a “Can Do” Person
  • Think about the Big Picture
  • Think in Detail
  • Assume Cautiously
  • View People as Allies, Not Adversaries
  • Mean What You Say and Say What You Mean
  • Respect Other People
  • Acknowledge Good Performance
  • Be a Manager and a Leader
  • Appendix: Combining the Techniques into Smooth-Flowing Processes
  • Preparing Your Project Plan
  • Controlling Your Project during Performance
  • Index
  • About the Author
  • Connect with Dummies
  • End User License Agreement