Visualizing Project Management Models and frameworks for mastering complex systems 3rd phần 3 pot

... a sense of responsibility for and therefore, commit- ment to project goals. cott_c06.qxd 6 /30 /05 3: 03 PM Page 72 THE PROJECT CYCLE 1 13 can continue for as long as the project team desires, constrained ... newspaper?” cott_c06.qxd 6 /30 /05 3: 03 PM Page 74 104 THE ESSENTIALS OF PROJECT MANAGEMENT •Requirements analysis and audit, •Concept and architecture development...

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... applied management elements and the sequential project cycle, a third dimension is required (Figure 3. 3). cott_c 03. qxd 6 /30 /05 3: 10 PM Page 23 ORGANIZATIONAL COMMITMENT 39 •Integrate, train, and ... Chapter 3 Pro- cess Groups: • 3. 2.2 Planning. • 3. 2 .3 Executing. • 3. 2.4 Monitoring and Con- trolling. Essential 2 cott_c05.qxd 6 /30 /05 3: 04 PM Page 48 42 THE ES...

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... arenas: the customer’s, executive management s, and the project team’s. cott_c11.qxd 6 /30 /05 3: 33 PM Page 185 172 THE TEN MANAGEMENT ELEMENTS IN DETAIL Figure 10 .3 Pure support organization. PMBOK ® Guide The ... effective leadership. cott_c10.qxd 6 /30 /05 3: 37 PM Page 172 188 THE TEN MANAGEMENT ELEMENTS IN DETAIL Figure 11.2 The project team charter. cott_c11.qxd 6 /30 /...

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... PMBOK ® Guide Ch 10 Project Communications Man- agement and Ch 11 Project Risk Management. INCOSE This chapter is consistent with INCOSE Handbook Sec 6 .3 Audits and Reviews, and Technical Performance Measurement ... the project cycle. GLANCE MANAGEMENT Glance Management encompasses management- by-walking-around (MBWA) and other informal techniques used for follow-up...

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... requirements flowdown and trace- cott_c01.qxd 6 /30 /05 3: 01 PM Page 6 Visualizing Project Management Models and frameworks for mastering complex systems Third Edition Kevin Forsberg, Phd, csep Hal ... One Using Models and Frameworks to Master Complex Systems A s in previous editions, the wheel and axle model is the center- piece—the basis for visualizin...

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... (example). cott_c09.qxd 6 /30 /05 3: 47 PM Page 154 130 THE ESSENTIALS OF PROJECT MANAGEMENT Project Requirements Opportunities and Risks Corrective Action Organization Options Project Team Project Planning Project Control Project Status P r o j e c t L e a d e r s h i p P r o j e c t L e a d e r s h i p P r o j e c t L e a d e r s h i p P r o j e c t L e a d e r s h i p P...

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... terminal. 3. 0 Cabin service. 3. 1 Food. 3. 1.1 Unload empty food carts. 3. 1.2 Load new meals and beverages. 3. 2 Cleaning. 3. 2.1 Pick up trash. 3. 2.2 Vacuum or sweep cabin. 3. 3 Sanitation. 3. 3.1 Clean ... strategies for nega- tive risks: 1. Avoid. 2. Transfer. 3. Mitigate. and three strategies for positive risks: 1. Exploit. 2. Share. 3. Enhance. cott_c 13. qxd 7/5/05...

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... be. cott_c18.qxd 6 /30 /05 4:01 PM Page 33 3 PRINCIPLES AND TACTICS FOR MASTERING COMPLEXITY 34 7 Figure 19.9 Development Sequence 8. System Requirements, Concept, Architecture, Design-to, Build-to, and Verification ... environment. Z - Management Environment The leader knows the people on the team and recognizes their needs. cott_c18.qxd 6 /30 /05 4:01 PM Page 32 5 34 1 19 P...

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... specific techniques Figure 21 .3 Management methods survey form and summary of results. cott_c21.qxd 7/5/05 3: 30 PM Page 38 9 INTEGRATION, VERIFICATION, AND VALIDATION 37 7 relegated to scrap or a ... prac- tice in the project planning process area that covers planning for data management. This practice states: PP SP 2 .3 Plan for Data Management Plan for the managemen...

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... environment, 32 3 32 7 delegation, 32 7 interpersonal traits, 33 0 33 1 reinforcement, 33 1 rewarding achievement, 33 2 33 3 setting example, 33 1 33 2 supervision maturity, 32 7 33 3 training, 33 3 vision, 32 2 32 3 Mt. ... action, 32 , 133 , 31 2 31 8 opportunities and risks, 32 , 132 , 2 23 2 53 organization options, 32 , 33 , 131 , 167–180 project control, 32 , 132 – 1...

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