Visualizing Project Management Models and frameworks for mastering complex systems 3rd phần 6 doc

... Pro- cess, Sec 6. 3 Technical Project Control, and Sec 7 .6 Quality Management Process. T here is a fear among scientists and engineers that project con- trols such as standards and process will ... traditional project management. The reason they succeeded is not that they abandoned obsolete processes, but rather that they tailored and streamlined the project management...

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... map for integration. cott_c09.qxd 6/ 30/05 3:47 PM Page 157 1 36 THE TEN MANAGEMENT ELEMENTS IN DETAIL The techniques and tools in each category are applicable to proj- ect management and systems ... (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 Opti...

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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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... Options, 3. Project Team, 4. Project Planning, 5. Opportunities and Risks, 6. Project Control, 7. Project Visibility, 8. Project Status, and 9. Corrective Action, and are held intact by the rim, Project ... cannot manage your project by sitting in your office all day waiting for people to come cott_c05.qxd 6/ 30/05 3:04 PM Page 55 26 USING MODELS AND FRAMEWORKS...

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... array of management models by understanding their strengths and limitations and then applying them appropri- ately. For example, some models are useful primarily for visualiza- tion and comprehension ... a sense of responsibility for and therefore, commit- ment to project goals. cott_c 06. qxd 6/ 30/05 3:03 PM Page 72 THE PROJECT CYCLE 113 can continue for as long as t...

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... Project Manage- ment Office (PMO) for all orga- nizational structures but particularly for projectized and matrix organizations to over- see project management and work prioritization. Pure Project ... THE SYSTEMS ENGINEER Regardless of the organization form, the systems engineer is the technical leader for the project and should be prominently posi- tioned and dir...

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... 7.04 6. 0 7.24 6. 0 6. 13 6. 0 6. 08 8.0 5.25 4.0 4. 26 4.0 3.10 4.0 5.39 19.0 12.50 12.0 10.84 12.0 9.13 12.0 8.15 8.0 5. 56 7.0 4.82 7.0 7. 26 7.0 6. 42 8.0 7.91 5.0 5 .68 5.0 4.74 5.0 5.73 8.0 6. 89 N ... Guide to Managing Projects, Callium Kidd and Thomas Burgess trace the motivation for industry practices and related standards, such as EIA 64 9 and ISO 10007, to proje...

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... various tac- tical development and delivery approaches. To arrive at the best decision for the sake of the market and the project, the project man- ager and the systems engineer must collaborate ... as the project manager, and higher-level management. Due to the interdependent nature of project people and the teamwork culture, each team member wants to be involved and...

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... 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 management of project data. Similarly, ... benefits?Itisverytemptingtosaymanagement Figure 21.4 How three management levels value important techniques. 0 10 20 30 40 50 60 70 80 90 10 Project Management Executive...

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... 33, 131, 167 –180 functional, 169 –171, 1 76 guidelines for simple projects and subprojects, 1 76 integrated project teams and integrated product teams, 1 76 178 matrix, 169 collocated, 174–1 76 conventional, ... (power/dominance), 330 Ford, Henry, 69 Ford automobiles, 127, 234, 3 76 Forms/templates, web site for, 401–402 Formality, 67 68 Formal testing, 160 , 369 Framework...

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