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210123 ||| eng |
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|a 1430238356
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|a 9781430238355
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|a 1430238348
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4 |
|a HD69.P75
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| 100 |
1 |
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|a Mochal, Tom
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| 245 |
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|a Lessons in project management
|c Tom Mochal and Jeff Mochal
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| 250 |
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|a 2nd ed
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| 260 |
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|a [New York]
|b [Apress]
|c 2011
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| 300 |
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|a 1 online resource
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|a Title Page; Copyright Page; Table of Contents; About the Authors; Introduction; The YearBegins- On a Slippery Note; CHAPTER 1 Understand the Characteristics of a Project; LESSON; CHAPTER 2 Always Have an Identified and Committed Sponsor; LESSON; CHAPTER 3 Report Statuson All Projects; LESSON; CHAPTER 4 Focus on Deadline Dates; LESSON; CHAPTER 5 Apply Some Level of Project Management Discipline -Even On Small Projects; LESSON; CHAPTER 6 Define and Plan the Work First; LESSON; CHAPTER 7 Don't "Microbuild"or Micromanage the Workplan; LESSON
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|a CHAPTER 12 Collect Metrics To Evaluate How Well You (and Your Project) Are PerformingLESSON; CHAPTER 13 Give Performance Feedback Routinely Not Just During Formal Reviews; LESSON; CHAPTER 14 Ensure Issues Management Is Everyone's Responsibility; LESSON; CHAPTER 15 Shorten Long Meetings to Sharpen the Focus; LESSON; CHAPTER 16 Identify the Root Cause of Problems; LESSON; CHAPTER 17 Use Quality Assurance to Validate Project Status; LESSON; CHAPTER 18 Cancel Projects That Lose Business Support; LESSON; CHAPTER 19 Use Risk Management to Discover Potential Problems; LESSON
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|a CHAPTER 28 Make Quality a Mindset and Ongoing ProcessLESSON; CHAPTER 29 Batch Small Scope Change Requests for Sponsor Approval; LESSON; CHAPTER 30 Manage Your Vendor Projects Proactively; LESSON; CHAPTER 31 Look for Risks Inherent to Your Project; LESSON; CHAPTER 32 Get Sponsor Approval Before Investigating Large Scope Change Requests; LESSON; CHAPTER 33 Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value; LESSON; CHAPTER 34 Use Multiple Estimating Techniques; LESSON; CHAPTER 35 Keep Your Schedule Up to Date; LESSON
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|a CHAPTER 20 Focus Quality Management on Processes, Not PeopleLESSON; CHAPTER 21 Don't Use Your Estimating Contingency for Scope Changes; LESSON; CHAPTER 22 Develop a Communication Plan for Complex Projects; LESSON; CHAPTER 23 Scale Your Processes Based on Project Size; LESSON; CHAPTER 24 Plan the Project Even If You Start the Work at the Same Time; LESSON; CHAPTER 25 Identify the Critical Pathand How This Path Drives the End Date; LESSON; CHAPTER 26 Change Assumptions to Revise an Estimate; LESSON; CHAPTER 27 Don't Forget Face-to-Face Communication on Your Project; LESSON
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|a CHAPTER 8 Hire a Diverse Project Team Without Compromising on the Best CandidatesLESSON; CHAPTER 9 Define the Many Aspects of What Is In Scope and Out of Scope; LESSON; High-Level Scope: Deliverables and Boundaries; Low-Level Scope: Requirements; CHAPTER 10 Use the "Big Three" Documents Project Charter, Project Schedule, and Requirements as the Foundation for Your Project; LESSON; CHAPTER 11 Use Scope Change Management To Allow the Sponsor to Make the Final Decision (Many Times The Sponsor Will Say "No"); LESSON
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| 653 |
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|a Project management / fast
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| 653 |
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|a Project management / http://id.loc.gov/authorities/subjects/sh85065919
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| 653 |
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|a Gestion de projet
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| 700 |
1 |
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|a Mochal, Jeff
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 500 |
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|a Title from title screen. - Includes index
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| 776 |
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|z 9781430238348
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9781430238348/?ar
|x Verlag
|3 Volltext
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| 082 |
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|a 658
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| 082 |
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|a 658.4/04
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|a 658.404
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| 520 |
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|a Most of the project management books on the market are basically textbooks. They are dry to begin with, and don't focus on the practical advice that most people need to run their projects. Lessons in Project Management, Second Edition does not assume that you are a project manager building a nuclear reactor or sending a man to the moon. Instead, it focuses on the millions of people who manage normal, medium-to-large projects on an ongoing basis. Each case study in Lessons in Project Management contains an accessible, easy-to-read analysis of the challenges of real-world project management. Each problem is presented, then followed by an examination of the solution, written in easy-to-understand language. The format allows you to more easily relate to the book, since it brings into play a project scenario with practical project management lessons to be learned. You'll also recognize recurring characters who appear in multiple stories, and you'll start to develop some empathy for and interest in their struggles. What you'll learn How to understand a problem How to use the authors' ten-step approach to project management How to resolve a given problem with methods appropriate to the size of the project About underpromising and underdelivering Tips on managing projects, such as developing rapport with project managers and team members Who this book is for No prior project management experience is assumed. This book is for the millions of people who manage projects, regardless of size. This book is quite helpful for managers in the middle of a project who may be experiencing problems
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