Explains the tasks and techniques involved in project management practice. This book describes how to perform requirements analysis, develop a deliverable breakdown, identify work packages and a work breakdown structure, negotiate project scope based on a limited budget, and how to take proactive corrective action to keep a project under control.
Title Page; Copyright; About the Author; Contents; Tables; Figures; Preface; Acknowledgments; Part 1: Project Management and the Integrated Process; Chapter 1 - Basic Concepts; Success; The Project; Project Management; Stakeholders; The Project Team; The Project Manager; Project Documentation; Chapter 2 - The Integrated Process; The Integrated Cost and Schedule Control Processes; Balancing the Triple Constraint; The Work Breakdown Structure; The Guidance System; Integrated Cost and Schedule Control in the Federal Government; Part 2: The Initiation Process; Chapter 3 - Defining the Scope Customer-Focused Scope DecisionsCustomer Expectations of What They Can Get for Their Money; Building and Using a Deliverable-Oriented WBS; Chapter 4 - Estimating the Cost and Duration of Work Packages; Determining Work Packages; Estimating Work Package Effort; Including Risk Identification in Work Package Estimates; Translating Effort to the Cost of a Work Package; How Individual Productivity Impacts the Cost Estimate; The Control Account; The Planning Package; Translating Effort to Duration of a Work Package Using Availability; Chapter 5 - Balancing the Scope to the Budget Determining Other Stakeholder Needs/WantsBaselining the Scope; The Initiating Process in the Federal Government; The Control Account Manager and Organizational Breakdown Structure; Part 3: The Planning Process; Chapter 6 - Understanding Workflow and How Work Packages Relate; Finish-to-Start; Start-to-Start; Finish-to-Finish; Start-to-Finish; Lag and Lead; Constraints; Chapter 7 - Building a Network Schedule; Network Scheduling Using the Arrow Diagramming Method; Network Scheduling Using the Precedence Diagramming Method; Compressing Our Example Schedule; Planning Our Example Resources Compressing Our Example Even MoreChapter 8 - Analyzing and Adjusting the Schedule; Forward Pass; Backward Pass; Calculating Float; Identifying the Critical Path; Calculating Free Float; Forward and Backward Pass with Start-to-Start Relationship; Forward and Backward Pass with Finish-to-Finish Relationship; Compressing the Network Schedule; Resolving Resource Conflict; Task and Resource Information; Chapter 9 - Analyzing Schedule Risk; Analyzing the Critical Path Using PERT; Merge Bias; Merge Bias; Monte Carlo Simulation; Chapter 10 - Readdressing the Scope to Balance the Triple Constraint De-Scoping the ProjectDisplaying the Integrated Cost and Schedule Plan; Project Planning in the Federal Government; Control Account Plan; Integrated Master Plan and Integrated Master Schedule; Responsibility Assignment Matrix; Work Authorization Document; Part 4: The Execution and Controlling Process; Chapter 11 - Establishing a Performance Measurement Baseline; Budget at Completion; Displaying the Baseline on the Network Schedule; Changing the Baseline; Chapter 12 - The Federal Integrated Baseline Review...; IBR Process; IBR Preparation and PMB Assessment; IBR Execution IBR Results Review and Management Processes
Includes index. Includes bibliographical references at the end of each chapters and index. Description based on print version record.