Project management

Suppose you are a rising star at work and the boss has given you your first assignment to head up a project. Depending on the nature of the project and what kind of work you do, you might have to engage in a variety of tasks that you haven't tackled before, such as assembling a team to complete the project on time and on budget, mapping out a plan and monitoring your progress at key steps along the way, using appropriate planning tools such as project management software or wall charts, and keeping your team motivated and on target....

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Chapter 4: Human Resources Management. H uman resources management is required to make the most efficient use of the project human resources. This includes all of the people involved in the project—the stakeholders, sponsors, customers, other departments, the project team, subcontractors, and all others. Organizational planning involves the organizing of the human resources. These are the roles, responsibilities, and relationships of the people that are on the project team. As in all things in project management, human resources management takes place throughout the project.

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Project management is a hot topic. It is a hot topic because projects are the nerve center of a company. It is where new products come from and it’s where profits are made or lost. In simplest terms, companies live or die based on the success of their projects. The single most important element in a project’s success is the leadership of the project manager.But what is a project manager? Look at the Job Opportunities pages, and what do you see?

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Chapter 5: Risk Management. Risk management is one of the most important areas of project management that must be considered. Companies that want to compete with one another have adopted project management as a method of managing their companies. They have had to learn how to define and control project scope, schedule, and cost as baselines, and they have had to learn all of the control elements necessary to make successful projects. But many of these companies have yet to learn to manage the risks involved in managing a project.

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Chapter 8: Communications Management. Probably the single most important thing in project management is communications. It is said that if good communications exist in a project, the team will be motivated and the project will succeed in spite of problems that might kill another project. It is essential that project managers have a good understanding of communications. It is generally agreed among project managers that communications skills are the most important skills that a project manager can have.

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Project management is a set of tools, techniques, and knowledge that,when applied, helps you produce better results for your project. Trying to manage a project without project management is like trying to play football without a game plan.

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Chapter 6: Quality Management. One of the goals of project management is to meet the expectations of the stakeholders of the project. Managing the quality of the project is the function that will allow this to happen. Quality management will include all the work that is necessary to ensure that each of the objectives of the project is met. In the latest edition of the Guide to the Project Management Body of Knowledge, PMI emphasizes that the purpose of the project is to meet the requirements of the stakeholders. In the past, the project goal was to meet or exceed the customer’s...

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Introduction to Project Management

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This book has been written to help those preparing for the Project Management Professional Examination. It is intended to cover all of the material that the Project Management Institute (PMI) considers important enough to be included in the exam. This book has been revised to reflect the changes in the Project Management Professional Examination put into effect as of March 2002 and reflects the Guide to the Project Management Body of Knowledge, 2000 edition.

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What makes the second edition different?” That’s my first question when I see a second edition. Project management hasn’t changed too much since the first edition, so this edition is primarily justified with additional content.

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Chapter 2: Time Management. The Guide to the Project Management Body of Knowledge describes project time management as the process used to ensure the timely completion of the project. The guide goes on to say that there are five major processes that are required to do proper project time management: Activity definition. Defining the specific activities that are necessary to complete the project and produce all of the project deliverables. Activity sequencing. Identifying the sequence in which the activities must be done.

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Chapter 7: Contract and Procurement Management. Many times it is the project manager that is on the buying end of the project. Most of the time we think of projects as work that we are doing to produce a set of deliverables that will be delivered to some organizations. However, often the project manager is required to hire another project manager to produce goods and services for his or her organization. When this is done, the roles and responsibilities of the project managers change somewhat. It is necessary to have assurance that the hired project manager and his or her team will...

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Chapter 10: What Is the PMP Exam Like? The Project Management Institute (PMI) has constantly improved the PMP examination since it was first given and will continue to improve the exam as time goes on. April 2002 was significant because of the culmination of several factors that have had an influence on the PMP examination. The Project Management Professional (PMP) Role Delineation Study was begun in 1999 to help define the roles and responsibilities of project management professionals.

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Chapter 9: Professional Responsibility. The Project Management Institute engaged the Columbia Assessment Service (CAS) to study the PMP examination process. This resulted in changes to the PMP examination. In fact, the exam was revised considerably as a result of the work that was done. CAS began by analyzing the responsibilities of project management professionals (PMPs). Then they specified a plan for the testing of PMPs, wrote and rewrote questions for the exam, and determined the passing score for the test.

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Introduction Acknowledgments Lesson 1. So You're Going to Manage a Project? The Elements of a Project Project Planning Implementation Control Possible Project Players Lesson 2. What Makes a Good Project Manager? A Doer, not a Bystander Many Hats All the Time Principles To Steer You Seven Ways to Succeed as a Project Manager Seven Ways to Fail as a Project Manager Lesson 3.

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This paper provides a review of the steps and stages associated with project management according to the Project Management Institute® (PMI). It is a primer for anyone new to the Project Management Body of Knowledge® (PMBOK®) and who is preparing to take the PMP exam. In order to understand how the Project Management Institute (PMI) recommends that projects be run it is nec- essary to understand the project management life cycle. The project management life cycle is the framework around which project management activities are structured.

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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.

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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.

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Chapter 13a: Question about COST MANAGEMENT 1. A project manager wants to make a trip to California by car. The project manager knows how many miles it will be to drive to California, the current price of gasoline, and how many miles the car will go on a gallon of gasoline. From this information he or she can calculate the estimated cost of the gasoline for the trip. This is a form of what kind of estimating technique? a. b. c. d. Definitive Analogous Parametric Quantitative 2. A project manager wants to make a trip to California by car. The project manager...

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Chapter 14a: Question about HUMAN RESOURCES 1. What are the major advantages of the functional type of organization? a. b. c. d. Single point of contact for the customer Stable organizational structure Project orientation Multifunctional teams are easy to form 2. The project manager’s leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order: a. b. c. d. Disciplinary, autocratic, participative. Projectized, matrix, functional. Team building, team development, responsibility assignment.

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