Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 5 ppt

... the project. Most books on project management devote very little space to themechanics of producing a project plan. In our experience, poor planning is oneof the major obstacles to successful project ... successful project. Recruiting, Organizing, and Managing the Project Team2 05 11 432210 Ch09.qxd 7/2/03 9:32 AM Page 2 05 they rely on people for input rather than on any technical analysis. On the project ... is to learn the project management skills through reviewing project documentation, attending and later supporting JPP sessions, observing project status meetings, maintaining project documentation,...

Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 7 pptx

... (APF). This is definitely not your father’s project management. It’s new. We don’t even usethe word management. APF represents a shift in thinking about projects andhow they should be run. For ... the direction thatthe project is taking. At the extreme, this value would mean having the clienttake on the role and responsibilities of the project manager. Such an extreme will not happen ... a project management process in place and are struggling to adapt traditionalpractices to nontraditional projects, we say, “Stop wasting your time!” We’renot advocating the overthrow of the project...

Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 1 pot

... 349Chapter 20 Project Portfolio Management 351 Introduction to Project Portfolio Management 352 Portfolio Management Concepts 352 The Major Phases of Project Portfolio Management 354 Establishing ... Cycle 330Revising the Version Plan 331 Extreme Project Management 331Defining an Extreme Project 332Overview of Extreme Project Management 333Comparing Project Approaches 346Putting It All ... 244Formal Acceptance 244Installing Project Deliverables 2 45 Documenting the Project 2 45 Post-Implementation Audit 246 Effective Project Management, Third Edition xii01 432210 FM.qxd 7/2/03...

Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 2 docx

... plan.Scoping the Project 55 05 432210 Ch03.qxd 7/2/03 9:32 AM Page 55 Classification by Project CharacteristicsMany organizations have chosen to define a classification of projects based onsuch project ... requestor?■■ Do the project deliverables meet the expectations of the project manager?■■ Did the project team complete the project according to plan?What Is Traditional Project Management? 2104 ... BusinessProcessesConductGapAnalysisABCheckImprovementResultsSelectBusinessProcessIdentifyImprovementOpportunitiesAnalyzeImprovementOpportunitiesCDDefine Project ScopePlan Project ActivititiesSchedule Project WorkMonitor Project ProgressFEEDBACKLOOPSFEEDBACKLOOPSWhat Is Traditional Project Management? 3104...

Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 3 pdf

... over the life of the project deliverables. Here senior management finds a common basis for compar-ing one project against another. They look for the high ROI projects or theprojects that at least ... the project through the POS and receivedapproval from senior management to go forward with detailed project plan-ning. The next four chapters are devoted to the second phase of the project management ... notification to the project manager that the customer hasapproved the system documentation.Identifying Project Activities 85 06 432210 Ch04.qxd 7/2/03 9:32 AM Page 85 Identifying Project Activities93Figure...

Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 4 pot

... 432210 Ch07.qxd 7/2/03 9:32 AM Page 1 45 Interproject ConstraintsInterproject constraints result when deliverables from one project are neededby another project. Such constraints result in dependencies ... assembly project that depended on deliverables from othersubassembly projects.NOTEThese interproject constraints are common. Occasionally, large projects are decom-posed into smaller projects ... ormore projects, rather than within a single project. Interproject constraints arise when a very large project is decomposed intosmaller, more manageable projects. For example, the construction of...

Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 6 pot

... schedule.A1 A2Slack64C1117 357 9Time (days)11 13 15 C266C34B1B244SlackCritical Chain Project Management 255 14 432210 Ch12.qxd 7/2/03 9:33 AM Page 255 Deciding on Report Level of DetailThere ... depart's of final supplies standard 55 CS ordering 56 Estab. CS dist. service levels 57 Estimate CS walk-up service levels 58 Inform staff of CS service levels 59 Design elect. order interface60 ... Fran33A1Duffy3C32B2Ernie2A2Ernie2B1Ernie2C11923 45 Time (days)678C2Fran Fran Fran33A1Duffy3C3210B2Ernie2A2Ernie2B1Ernie2Critical Chain Project Management 257 14 432210 Ch12.qxd 7/2/03 9:33 AM Page 257 ID Description47...

Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 9 pot

... being Project Portfolio Management 37324 432210 Ch20.qxd 7/2/03 9:34 AM Page 373chain approach to project management offers considerable detail on schedul-ing scarce resources across multiple projects. ... discuss critical chain project management in more detail, as well as the book Critical Chain Project Management by Lawrence Leach.Balancing Using Partial Funding or Staffing of ProjectsEarlier in ... require special correc-tive action on the part of the project manager. Project Portfolio Management 3 85 24 432210 Ch20.qxd 7/2/03 9:34 AM Page 3 85 POS AttachmentsThe best way we have found to provide...

Effective Project Management Traditional, Adaptive, Extreme Third Edition phần 10 pdf

... costsfixed, 2 85 286 management reserve, 138 project definition, 5 6quality management, 29bufferscapacity constrained, 259 cost, 259 drum, 259 feeding, 258 – 259 managing, 260–262overview, 257 – 258 project, ... 352 – 354 objectives, 358 – 359 overview, 352 Paired Comparisons model, 369–371 project closure, 390 Project Distribution Matrix model,361–362, 376–377 project life cycle, 355 – 356 project submission, 391–3 95 Q-Sort, ... active projects, 383–384increased revenue, success criteria, 61Incubate phase, extreme project management, 342–344infrastructure projects, 363inherited projects, 55 Initiate phase, extreme project...

effective project management traditional adaptive extreme phần 8 docx

... cancel the current project and start two or more projects based on thelearning and discovery to date with the now cancelled project. For exam-ple, R&D projects are extreme projects, and a ... Defining an Extreme Project The best way to define an extreme project is to consider its characteristics,which are discussed in the following list:High speed. The types of projects that are ... tocomplete the extreme project is not known. The cost to complete an extreme project is not known either. There will be a lot of trial and error.There will be a lot of false starts and killed projects.These...

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