The Wiley Guide to Project Control - Peter Morris

В книге “The Wiley Guide to Project Control” автор Peter Morris представлен обзор традиционных методов управления проектами, таких как контроль, риск, время, стоимость и качество. Это второе издание в серии “Wiley Guides to the Management of Projects”. Книга охватывает не только хорошо известные и широко используемые базовые методы управления проектами, но и новейшие и наиболее передовые концепции в более широкой теории и практике управления проектами. Авторы подробно описывают принципы контроля времени и затрат проекта и предлагают детальный обзор управления проектами на основе критической цепи. Кроме того, они предоставляют рамки для измерения производительности проекта, показывают, как сделать управление рисками более эффективным, и рассказывают, как улучшить управление качеством. Книга также затрагивает такие темы, как интеграция управления проектами с другими областями, управление изменениями и управление проектами в условиях неопределенности. “The Wiley Guide to Project Control” предлагает актуальную и доступную информацию о традиционных методах управления проектами и поможет профессионалам успешно управлять проектами в большинстве предприятий и поможет студентам изучить лучшие практики индустрии.

Проектный менеджмент тяжело воспринимается многими студентами и специалистами без практики. Эта книга поможет студентам, разработчикам и руководителям проектов или бизнес-консультантам. темы "управление проектом".

Поскольку проектный менеджмент - это относительно отдельный круг понятий от общего менеджмента, вы часто видите термины, которые, кажется, не имеют отношения к проектам. Старайтесь разобраться, из чего состоят проекты и как управление проектами связываются с другим менеджерским опытом. `` When it comes to project management, unfortunately, these terms are so closely linked without the reference to projects makes them look like unrelated -- a purely PM pet topic. Many menagerial concepts, on the other hand, connect with viewing projects as just one part of a company's business undertakings and hence require a mixture of relevant knowledge, experience, and ability to draw upon both project and matrix skills. Trying to avoid making assumptions about project management competencies by considering the background of applicants can simply be misguided.

Prima facie countenance Project management methodologies to vary across industries, sizes, projects, and practitioners. It made me realize that defining 'best practices' for project management is near impossible. Nevertheless, observation does not void the fact that some methodologies and best practices repeatedly come up in my work reading or talking to people. These commonalities allow me to narrow down the approaches to what seems to be tried and true methods, techniques and practices. Before diving into the hierarchy of information resources below, it'll be in my best interest, at least initially, to skim through the broad strokes of several major project management ways of doing things related to organizing personnel, planning projects and methods of making decisions. | `Methods of Organizing Personnel`: |---------------------------------| It will take you a moment (or longer!) to motivate, energize, train, certify, develop, deploy, direct, coache, enable or otherwise fuel business people to deliver results or complete tasks. This topic brings out varying opinions as this ill-defined area also falls under the quagmire of fickle human nature. Some people would recommend formally block teaming separating into dedicated functional groups of project team. While others counter that interdisciplinary teams benefit from prospective synergy and people willingly contribute to achieving a shared high goal if appropriately engaged, kept motivated, constantly challenged, and appropriately rewarded/recognised. This dilemma is one I've tended to have for cancer; all of us have it, but few of us can discuss it. Now, I fully understand the approach taken by PMI: Any-size team of two or more resourced people working productively and profitably assigned to a single predetermined outcome with clearly-defined scope, timeframe, quality standards, budget, and resources. Growing individuals works wonders when solving for organizational performance issues as well as resolve conflicts and create positive relationships between project team members -- probably speaking to applied in dealing with cross-functional, complex business needs. And when its said perception is more important than reality. If that person can be self-motivated, unequivocally has charisma, a willingness to partner with others, owns the vision and the end goal that adds up to delivering oversight and charismatic leadership. Ok, ok. There's a running joke in IT about different personalities merging until tails curled an archetypal not normal otter is just what the project's needed. Sadly, people do n't appear to differ from each other much. Absence of conflicts does little to prevent PMs having to deal with political conflict and hidden conflicts, especially in medium- to large-sized organizations owing to hierarchical structures influencing project progress. For these reasons, I could potentially a set of resourceful people having good skills and commitment makes it in project teams. However, how would you as US Army informal group hearkening reinforcement getting them to the job and assimilate? Once they're in, you must have a repeatable process by which you evaluate team members and identify those who gravitate toward development or continue to train about organization, gaining confidence and the inner strength to taking troublesome work on board. To embrace the macro facts of project, there are two salient strategies. First, this is most likely PMI says that means as PMBOK many managers studying their tools box try 'Project-Mgmt Individuals' or PIM. Recognize http://bit.ly/2TTufTw. Whilst PIMs see a connection between expertise in management and project oversight.

In summary, I'm surmising here learn-of the multiple approaches currently employed means learning a new skill. Who would've thought 17 years into my career I'd be signing up for another management certification, rather than sitting back on my laurels. On the upside, if it lifts me further into fantastical career depths or merely teach me a new acrostic hints atop xPertPEACE enhance the diagnostic tools used either way. I'll take the breathe of fresh air. Make no mistake, a hierarchical structure inevitably defines a workforce. Flawlessly, adhering ties loosen so when you try to appease the pyromaniacal desires |PM-inclined managers at any level, you'll lose your mind in the squeeze and earn an undying enmity in exchange. A course of action later or many such moments late in PM career someone's going to proposed using a'unique and individualized type range of personality, competency, and key abilities'attributes. That's after you acknowledged we're breeding our project and assistant managers and BAs with a personality type. Yet, despite the spiritualistic rationalizations for this cultural change, there tends to erode and alienate lead players, academia, teaching, compliance, development tools, funding- hungry juggernauts organizations, suppliers, auditors, staffing firms, and more challenging clients. Despite the undercurrent of explosion in Professional Services PM skill gaps confirm this perspective, which may surely seems legitimate but over reliance on limited assessments and standardization.

Project control is an indispensable and integral aspect of just about every project, which is why we are thoroughly excited to present this latest addition to the Project Management publications menu – The Wiley Guide To Project Control by Peter Morris. What can even be measured can be managed Peter Morris’s writing style is refreshingly professional and direct; never overbearing and always so very dominating Reader interaction is encouraged as dichrou terms, scenarios, and pictures illustrate the concepts in real-world applications. There are also several appendices, checklists, and case studies and insider tips from a wide range of contributors to break up the perceived monotony. We absolutely adore it.

Электронная Книга «The Wiley Guide to Project Control» написана автором Peter Morris в году.

Минимальный возраст читателя: 0

Язык: Английский

ISBN: 9781118276891

Timely and accessible content on the traditional project management activities of control, risk, time and cost, and quality and value The Wiley Guides to the Management of Projects address critical, need-to-know information that will help professionals successfully manage projects in most businesses and help students learn the best practices of the industry. They contain not only well-known and widely used basic project management practices but also the newest and most cutting-edge concepts in the broader theory and practice of managing projects. This second book in the series explains the «traditional» project management activities of control, risk, time, cost, and quality. The expert contributors show that project control represents more than the simple evaluation of project performance. They detail the principles of project time and cost control and offer a detailed review of critical chain project management. In addition, they provide a framework for project performance measurement, show how to make risk management more effective, and tell how to improve quality management. Touching on all of the fundamental levers of project control, this book will prove to be a comprehensive «owner's manual» for project and team managers, project team members, engineers, business consultants, and all those involved in any aspect of project management. Complete your understanding of project management with these other books in The Wiley Guides to the Management of Projects series: * The Wiley Guide to Project Organization & Project Management Competencies * The Wiley Guide to Project Technology, Supply Chain & Procurement Management * The Wiley Guide to Project, Program & Portfolio Management