Chapter 11 Project Selection (DCF)
Chapter 12 Project Stakeholder Management
Chapter 13 Project Feasibility Study
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Chapter 14 Project Charter and Closeout Report
Chapter 15 Project Build-Method
Chapter 16 Project Scope Management
Chapter 17 Work Breakdown Structure (WBS)
Chapter 18 Project Schedule Management
Chapter 19 Critical Path Method (CPM)
Chapter 20 Gantt Chart
Chapter 21 Procurement Schedule
Chapter 22 Project Resource Planning
Chapter 23 Project Cost Management (Estimating Costs)
Chapter 24 Project Cash Flow
Chapter 25 Project Execution, Monitoring and Control
Chapter 26 Project Acceleration and Fast-Tracking
Chapter 27 Earned Value Management
Chapter 28 Project Risk Management
Chapter 29 Quality Management
Chapter 30 Project Communications Management
Chapter 31 Project Meetings and Workshops
Author’s Note:
Fundamentals of Project Management (second edition) has been updated and comprehensively expanded to include the latest planning and control techniques as outlined in the PMBOK 6ed, APM BoK 6ed and the planning software. This successful book has become the international standard text for teaching project management theory and techniques.
This book is ideal for project managers who need to understand the basic principles and techniques so that they can plan and control their projects effectively. Team members working through the project office who perform a range of administration functions will also benefit, as will contractors and suppliers who participate in projects.
Education and Professional: This book has been designed to support a range of undergraduate, postgraduate and short courses together with preparing project managers for professional certification (PMP). The text is supported with plenty of worked examples, exercises and case studies to help explain how to calculate and apply the special project management tools and techniques.
Body of Knowledge Mapping: A special feature of this book is the body of knowledge mapping at the beginning of most chapters. The chapters are mapped to the relevant body of knowledge areas and definitions. This will help course directors designing new courses and learners preparing for their PMP certification based on the latest body of knowledge.
Learning Outcomes: The aim of this book is to help project managers and project team members acquire the competency and knowledge they need to calculate and process a comprehensive range of project management planning and control tools and techniques. It will also explain the content of the body of knowledge to give a clear understanding of its content, terminology and application.
New Chapters: The new edition includes a number of new chapters, which are listed below.
Types of Management is a new chapter which has brought together a range of management styles that the project manager and team members might have to interface with during a project. Two of the new management styles in this chapter are the increasingly popular Agile Project Management and Sustainable Project Management.
Role of the Project Manager is a new chapter to reflect a new area in the body of knowledge. This chapter outlines the roles, duties and responsibilities of the key players; project manager, team members, project sponsor and steering board members.
Project Leadership and Entrepreneurship is a new chapter thatoutlines how leadership traits and entrepreneurship traits (spotting andexploiting opportunities) can be applied to the project environment.A special feature of this chapter is a table of comparisons betweenmanagement, leadership and entrepreneurship styles.
Project Methodology is a new chapter that shows how the project phases, project processes and project plans can be unified and interlinked through a systems approach to managing projects.
Project Selection is a new chapter that clearly explains how to calculate the following; payback period, breakeven point, return on investment (ROI), internal rate of return (IRR), discounted cash flow (DCF).
Project Charter and Closeout Report is a new chapter which explains how to develop and produce these structured documents that are used to formally initiate and close projects.
Project Build-Method is a new chapter that explains how to produce this special document that outlines how to make the project after taking into consideration any special circumstances, boundaries and constraints.
Project Acceleration and Fast-Tracking is a new chapter that explains how to apply these special project compression techniques to complete projects on time.
Support Resources: A comprehensive set of support of resources are available for lecturers (instructor’s chapter guide and PowerPoint slides) and for students (MCQs). Please go to INSTRUCTOR COPY tab to request.
What is a Project?
Project is a temporary endeavor undertaken to create a unique product or service.
- Projects are unique.
- Projects are temporary in nature and have a definite beginning and end date.
- Projects are completed when the project goals are achieved or it is determined the project is no longer viable.
- A successful project is one that meets or exceeds the expectations of your stakeholders.
How Unique?
- Product characteristics are progressively elaborated.
- The product or service is different in some way from other product or services.
How Temporary?
- It has a definite beginning and end. effort.
- It is not an ongoing effort such as in operations.
- It ceases when objective has been attained.
- The team is disbanded upon project completion.
Example
Building a road is an example of a project. The process of building a road takes a finite amount of time, and produces a unique product.
Operations, on the other hand, are repetitive. Generating bills every month, and broadcasting news everyday are examples of operations.
Subprojects are components of a project that often contracted out.
What is Project Management?
Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
Project management is accomplished through the use of the processes such as:
- Initiating
- Planning
- Executng
- Monitor and Controlling
- Closing
Project managers or the organization can divide projects into above phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle.
Project managers deliver projects while balancing the following constraints:
- Scope
- Schedule
- Quality
- Resources
- Customer Satisfaction
- Risk
These all are so intertwined that a change in one will most often cause a change in at least one of the others
For example:
- If time is extended, the cost of the project will increase.
- If time extended with the same cost then quality of the product will reduce.
- If scope is extended then cost and time will also extend.
Changes to any of these legs sets off a series of activities that are needed to integrate the change across the project.
What is Program Management?
A program consists of a group of related projects and Program management is the process of managing multiple on going projects. An example would be that of designing, manufacturing and providing support infrastructure for an automobile make.
Program management involves centrally managing and coordinating groups of related projects to meet the objectives of the program.
In some cases Project Management is a subset of Program Management. The project manager may report to the program manager in such cases. A portfolio consists of multiple programs.
What is Portfolio Management?
A portfolio is a collection of projects, programs subportfolios, and operations that are grouped together to facilitate effective management of that work to meet strategic business objectives. Organizations manage their portfolios based on specific goals.
Senior managers or senior management teams typically take on the responsibility of portfolio management for an organization.
Portfolio management encompasses managing the collections of programs and projects in the portfolio. This includes weighing the value of each project, or potential project, against the portfolio's strategic objectives.
Portfolio management also concerns monitoring active projects for adherence to objectives, balancing the portfolio among the other investments of the organization, and assuring the efficient use of resources.
Why do we need Project Management?
We need project management to manage projects effectively and drive them to success. Project Management starts with the decision to start a project upon weighing its need and viability.
Acdsee mac pro 3 serial key. Once a project starts, it is crucial to watch the project progress at every step so as to ensure it delivers what all is required, in the stipulated time, within the allocated budget. Other drivers influencing the need of project management are:
- Exponential expansion of human knowledge
- Global demand for goods and services
- Global competition
- Team is required to meet the demand with quality and standard.
- Improved control over the project
- Improved performance
- Improved budget and quality
Project Management Skills:
Many of the tools and techniques for managing projects are specific to project management. However, effective project management requires that the project management team acquire the following three dimensions of project management competencies:
- Project Management Knowledge Competency: This refers to what the project management team knows about project management.
- Project Management Performance Competency: This refers to what the project management team is able to do or accomplish while applying their project management knowledge.
- Personal Competency: This refers to how the project management team behaves when performing the project or activity.
Interpersonal Skills Management:
The management of interpersonal relationships includes:
- Effective communication: The exchange of information
- Influencing the organization: The ability to 'get things done'
- Leadership: Developing a vision and strategy, and motivating people to achieve that vision and strategy
- Motivation: Energizing people to achieve high levels of performance and to overcome barriers to change
- Negotiation and conflict management: Conferring with others to come to terms with them or to reach an agreement
- Decision Making: Ability to take decision independently.
- Political and cultural awareness: Important to handle various personal and professional issues.
- Team Building: Ability to create a productive team.
What is PMBOK Guide?
PMBOK Guide is the bible for Project Management. PMBOK stands for Project Management Body of Knowledge. There are ten knowledge areas defined in PMBOK Guide, which are as follows:
- Project Integration Management
- Project Scope Management
- Project Cost Management
- Project Time Management
- Project Risk Management
- Project Quality Management
- Project HR Management
- Project Communication Management
- Project Procurement Management
- Project Stakeholder Management
Each Knowledge area has certain processes. There are a total of 47 processes in PMBOK 5. Each process has following three important parts.
- Inputs
- Tools & Techniques
- Outputs
The PMBOK covers each of the 10 knowledge areas and 47 processes with their inputs, outputs, and tools & techniques.
Fundamentals Of Project Management Rory Burke Torrent 2017
Further the discipline of Project Management has five process groups.
Fundamentals Of Project Management Rory Burke Torrent Full
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These are:
Fundamentals Of Project Management Rory Burke Torrent Online
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
Each process is part of one of these five project phases. It is important to know the process group for each of the 47 processes.
