The Jumper Gate of Project Management Worksmart 4 docx
The Jumper Gate of Project Management Worksmart_1 potx
... Remember៑ A project manager must understand the mission and vision of the organization first, see how the project they are managingmeshes with the organization’s mission, and then steer the project ... completed the filewill contain a complete history of the project, which can be usedby others as data for planning and managing their own projects.Here are the items that make up the project plan:៑ ... 3-1. The net result of being on this curve isto experience a lot of pain, because the total pain experienced isrepresented by the area under the curve.In curve 2 of the figure, there is a lot of...
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The Jumper Gate of Project Management Worksmart_3 potx
... Fundamentals of Project Management American Management Association • www.amanet.orgPutting gas in the mower and the weed whacker takes onlyfive minutes. The logic of the diagram says that both of thesetasks ... in the project that they know something about. They do this withoutdiscussing their ideas with one another. They then meet to findout what they have put on paper. In a typical situation, there ... rest of the story. The job cost even more thanKaren’s new estimate. There was a lot of moaning and groaning, but, in the end, Karen survived. Oh, theydid send her off to a course on project management hoping,...
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The Jumper Gate of Project Management Worksmart_4 docx
... impact the end date for the entire project, since, once a taskruns out of float, it becomes part of the critical path! In fact, the true meaning of the word “critical” is that there is no float. The ... activity can be started is the longer of the durations of the activities preceding it.NOTE: The time determined for the end or final event is the earliest finish for the project in working time. ... beginmicromanaging. He then got in the way of people trying to solve the problem and actually slowed them down. Had he left themalone, they would have solved their problem much faster.116 Fundamentals of Project...
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The Jumper Gate of Project Management Worksmart_5 pptx
... informed of project status. This can also helpensure that the completed project will meet the needs of the client.៑ Reaffirm the organization’s commitment to the project for the benefit of project ... published. Other-wise, the only people in the organization who can take advan-tage of it are the members of the team just reviewed. If other122 Fundamentals of Project Management American Management ... are received from these stakeholders.Step 4: Update the project plan.Don’t forget to update the project plan! This can be and sometimesis forgotten in the frantic pace of the project environment....
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The Jumper Gate of Project Management Worksmart_6 pptx
... illustrates another scenario. The BCWP and the ACWP curves both fall at the same point, 60K. This means that the project is ahead of schedule but spending correctly for the amount of work done. The next ... with the tools mayhave existed, it is often the failure of people to properly apply themthat causes the problem, so, again, we are back to people. The tools and techniques of project management ... accomplish the tasksidentified in the first step.3. Recruit members for the project team. 4. Complete your project plan with the participation of teammembers.RecruitingFollowing are some of the...
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The Jumper Gate of Project Management Worksmart_8 pot
... $19.95Succeeding in the Project Management Jungle $19.95 The AMA Handbook of Project Management $79.95 The Little Black Book of Project Management, Third Edition $16.00 The Project Management Took ... (PMI®)definition of project by, 2definition of project management by, 25growth of, 1membership in, 1 84 website of, 17 Project Management Professional(PMP®) designation, 1 project managers, 24 32attributes ... 130and personal plans, 1 14, 115as project process, 18by project team, 156–166and revising plans, 142 sign-off on, 39 40 , 44 as step in project management, 16steps in, 43 44 strategy for, 36–37suggestions...
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amacom books - the ama handbook of project management by paul c. dinsmore
... of an increasing maturity in perceiving the breadth of professional formation in the management of projects.First, the certification process being initiated now by the professional project management ... traditional scope of project management. Thus, the current Bodies of Knowledge put forth by the Project Management Institute in the United States and the Australian Institute of Project Management are ... of Project Management, The by Paul C. DinsmoreAMACOM BooksISBN: 08 144 01066 Pub Date: 01/01/93Search this book: Previous Table of Contents Next The PM Functions The treatment of each of the...
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Fundamentals of Project Management Worksmart by James P. Lewis_1 doc
... mark of the Project Management Institute, Inc. which is registered in the United States of America and other nations; and the Project Management Journal logo is a trade-mark of the Project Management ... 978-0-8 144 -1 748 -5ISBN-10: 0-8 144 -1 748 -51. Project management. I. Title.HD69.P75L488 2011658 .4& apos; 04 dc22201101 242 1© 2012 American Management Association.All rights reserved.Printed in the ... 1Chapter 2 The Role of the Project Manager 24 Chapter 3 Planning the Project 32Chapter 4 Developing a Mission, Vision, Goals, and Objectives for the Project 45 Chapter 5 Creating the Project Risk...
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Fundamentals of Project Management Worksmart by James P. Lewis_3 pdf
... completed the filewill contain a complete history of the project, which can be usedby others as data for planning and managing their own projects.Here are the items that make up the project plan:៑ ... exercise one set of skills to the exclusion of the other, the outcome will be far less effective than if you integrate the two skill sets.Do You Want to Be a Project Manager? Project management is ... fairlylikely. 42 Fundamentals of Project Management American Management Association • www.amanet.orgRule: The people who must do the work should partici-pate in developing the plan. The first rule of planning...
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Fundamentals of Project Management Worksmart by James P. Lewis_6 ppt
... impact the end date for the entire project, since, once a taskruns out of float, it becomes part of the critical path! In fact, the true meaning of the word “critical” is that there is no float. The ... evaluate a project is to attemptto determine whether the overall status of the work is acceptable,in terms of intended value to the client once the job is finished. Project evaluation appraises the ... more activities follow another, the latesttime that the preceding activity can be achieved is the smaller of the times.98 Fundamentals of Project Management American Management Association •...
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