(BQ) Part 2 book "Project management" has contents: Maintaining control during project execution, dealing with risk and uncertainty, managing the project interfaces, project communication and documentation, project communication and documentation.
This book chronicles the exploits of Brad—a fictional character
who’s been thrust into the wonderful world of project
management. Just like many project management professionals
I’ve met in my many years in the field, he was drawn into the
battle reluctantly, but he emerged wanting more.
And as you will soon discover, project management is actually
a curious combination of art and science. The artistry refers
to the leadership part of the role, or the people component.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) was first published by the Project Management Institute (PMI) as a white paper in 1983 in an attempt to document and standardize generally accepted project management information and practices. The first edition was published in 1996 followed by the second edition in 2000. In 2004, the PMBOK Guide — Third Edition was published with major changes from the previous editions. The latest English-language PMBOK Guide — Fourth Edition was released on December 31, 2008.
Work on the Fifth Edition is in development.
Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing.
I would like to acknowledge the contribution made to this book by
colleagues in the Open University Business School who helped to shape
my ideas and writing in the field of project management. Some of the
material in this book was published in a similar form but in a different
context as Managing Projects in Health and Social Care, published by
Routledge in 2002. Acknowledgement is also due to Eddie Fisher, Stephen
Oliver and others who have contributed ideas from their experience.
Project management is quickly becoming the method of management
for more and more industries. Projects are being done for everything
from building the largest skyscrapers to planning the smallest wedding.
Many large companies now have a stated policy to manage their entire
company using project management methods.
You could be a manager fresh out of the box or one that has been in the trenches for years. No matter. Understanding the project management life cycle is invaluable for successfully guiding your project from its initial stages to completion.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a book which presents a set of standard terminology and guidelines for project management. The Fourth Edition (2008) was recognized by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI 99-001-2008) and by the Institute of Electrical and Electronics Engineers — IEEE 1490-2011.[
Today’s industrial products, and many public sponsored projects,
show a strong increase in functionality and complexity. Think of automobiles,
mobile phones, personal computers, airplanes, or a space
mission. To ensure success and cope with inherent risks of modern
products, project management and systems engineering have become
indispensable skills for forward-looking enterprises.
Designing, documenting, and implementing a project management methodology
is a major undertaking. It is met with several obstacles, including:
• Cultural and organizational barriers to change;
• Replacing existing project management habits;
• Rugged individualism of technical professionals.
The Project Management Institute, Inc. (PMI) standards and guideline publications, of which the document
contained herein is one, are developed through a voluntary consensus standards development process. This
process brings together volunteers and/or seeks out the views of persons who have an interest in the topic
covered by this publication.
If you were asked to define the term project, what words would come to mind? Time? Resources (or lack of)?
One-of-a-kind effort? Deliverables or products? Complex? No authority over other groups? Budget?
A project is a unique effort to introduce or produce a new product or service conforming to certain
specifications and applicable standards. This effort is completed within the project parameters including fixed
time, cost, human resources, and asset limits.
Project Management has often been called the “accidental profession.” That
designation has come about due to the preponderance of PM practitioners
who have found their way to this field, not through a structured education or career
strategy, but rather as a side trip from their planned careers. My side trip has
lasted some 40 years and, thanks to many whom I have met along the way, the
side trip has become a journey of discovery and fulfillment. This book records
much of what I have learned and disseminated during that trip.
The Project Management Body of Knowledge is the sum of knowledge within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics who apply and advance it. The complete Project Management Body of Knowledge includes proven traditional practices that are widely applied, as well as innovative practices that are emerging in the profession, including published and unpublished material. As a result, the Project Management Body of Knowledge is constantly....
If you leave the ofﬁce with more projects than you started the day with, this book is for you. This isn’t an abstract or theoretical book; Johanna offers practical advice that will help you manage your project portfolio—whether you are a team lead, a middle manager, or a senior executive. Esther Derby Author and consultant, Esther Derby Associates, Inc. At last! Now, we can get serious about extending an agile approach beyond individual projects and begin to extract further value from our agile programs and portfolios.
This acknowledgment is really a special acknowledgment to two people who
played a key role in getting this whole project started. First, Dave Crane and I
had cofacilitated a three-day project management course for Boston University
Corporate Education Center clients. Dave and I honed the course materials
over a three-year period and then decided to turn it into a book. At that time,
Bob Beck, who was recently retired after 25 years with IBM, was my business
partner and volunteered to create the CD-ROM that would house the O’Neill
& Preigh Church Equipment Manufacturers case study.
This note aims to encourage operations managers and staff
not only to give priority to project implementation performance
but also to balance it with sustainable institutional capacity
development beyond the project. To that end, existing country
institutions should be the “default” mode, and PIUs—especially
parallel “stand-alone” PIUs—should be phased out. This note
reflects lessons learned and draws on existing good practices in the
expectation that they can become the rule rather than the
E-mail and the Internet now make day to day to
communication easier to organise, but distance
makes it even more important to have a clear
action plan with proper phases; to plan meetings
carefully; to specify deliverables and to keep to
them; to be clear from the outset about how
outcomes will be assessed.
Conference telephone calls, internet chat rooms,
project focus groups are all good ways of