software project management in practice by pankaj jalote pdf

... Which of the following is not a trend in project management? a) achieving strategic goals b) improving project effectiveness c) quasi projects d) reductive projects e) achieving routine goals Answer: ... a) win-win negotiation b) project planning c) project budgeting d) the three goals of a project e) the weighted scoring model Answer: a Response: See page Level: medium 50 Which of the following ... developments in project management are being driven by changes in the nature of the American workforce Answer: False Response: See pages and Level: medium Achieving both strategic and routine goals

Ngày tải lên: 16/11/2017, 16:00

... Marketing Management in Practice The module is assessed by either examination or an Integrated Project The focus of the module is on: n Teams n n n n Working in marketing teams and with people in other ... n Motivating teams and individuals to raise their performance by recognizing and rewarding achievement n The importance of planning for operational marketing, including auditing, setting objectives, ... Act on information by developing, implementing and controlling an operational marketing plan n Use the main techniques available for planning, scheduling and resourcing activities within the

Ngày tải lên: 04/05/2018, 14:23

... Uwe F.  Gühl ProjectManagement in Practice A Guideline and Toolbox for Successful Projects Project- Management in Practice M Daud Alam • Uwe F GRuhl Project- Management in Practice A Guideline and Toolbox ... Beginners who would like to acquire initial skills in and understanding of project management • Participants in further project management training looking for instructional material • People interested ... manager, mainly administratively, for example, in creating and maintaining a project handbook, organization of meetings, etc Project Order Synonyms: order, project brief, project charter, or project

Ngày tải lên: 14/05/2018, 15:10

... Larson, Gray, Project Management in Practice, 1e 13-16 Project Management Information Systems (PMIS) (cont.) hink about how project information and knowledge flows within and outside the project environment ... Management Information Systems (PMIS) PMIS includes: • Corporate systems • Scheduling and resource management systems • File sharing • Intranet • Document Management Systems Integrated Project Management ... Pearson, Larson, Gray, Project Management in Practice, 1e 13-11 Planning, Developing and Tracking Communications PORT is a simple set of guidelines developed out of practice to assist in the development

Ngày tải lên: 08/02/2020, 20:15

... ProjectManagementinPractice FifthEdition Chapter7 Monitoringand ControllingtheProject Copyrightâ2014JohnWiley&Sons,Inc 7ư1 MonitoringandControl ã ã • Monitoring is the collection, recording, and  ... Rules for Controlling  Scope Creep • • • • • Include a change control system? ?in? ?every? ?project? ? contract Require all changes be introduced? ?by? ?a change  order Require approval? ?in? ?writing? ?by? ?the client’s agent  ... Continues until the? ?project? ?is completed With complex projects, there is a temptation to  minimize the planning–monitoring–controlling  effort so that “real work” can be done – It is these projects that need the planning–monitoring–

Ngày tải lên: 08/02/2020, 20:19

... Gray, Project Management in Practice, 1e 1-4 Comparison of Routine Work and Projects Routine, repetitive work Projects • Taking meeting notes • Daily entering sales receipts into the accounting ... Gray, Project Management in Practice, 1e 1-7 The Project Life Cycle Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 1-8 The Project ... measuring the improvement of managing projects relative to others in the industry • Linkages to senior management • Performance management of projects • A clear definition of benefits Copyright ©

Ngày tải lên: 08/02/2020, 20:21

... ProjectManagementinPractice SixthEdition Chapter1 TheWorldofProject Management Copyrightâ2016JohnWiley&Sons,Inc 1ư1 WhytheEmphasisonProject Management? ã • Many tasks do not fit neatly into business­ ... Trends? ?in? ?Project? ?Management • • • • Achieving strategic goals PMOs for Improving? ?project? ?effectiveness Virtual projects Quasi­projects 1­7 Comparison of? ?Project? ?Management? ? and General? ?Management ... Formal Definition of a? ?Project A? ?project? ?is a “temporary endeavor  undertaken to create a unique product,  service, or result.” Project? ?Management? ?Institute, 2013 1­4 Formal Definition of? ?Project? ? Management

Ngày tải lên: 08/02/2020, 20:23

... ProjectManagementinPractice SixthEdition Chapter5 SchedulingtheProject Copyrightâ2016JohnWiley&Sons,Inc 5ư1 Introduction Project? ?schedule is the? ?project? ?plan? ?in? ?an  altered format ... Project? ?on Time Continued • • Determining the probability that a? ?project? ?is  completed? ?by? ?a specified time requires calculating  the probability that all paths are finished? ?by? ?the  specified time ... Start of Activity A to start of Activity B  Finish to finish (F to F) – • Finish of Activity A to start of Activity B Finish of Activity A to finish of Activity B Start to finish (S to F) – Start of Activity A to finish of Activity B

Ngày tải lên: 08/02/2020, 20:24

... Larson, Gray, Project Management in Practice, 1e 6-12 Summary of Estimating Tools Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, ... Level of Detail in Estimating The estimating trumpet Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 6-14 Refining Estimates ... Larson, Gray, Project Management in Practice, 1e 6-8 Methods for Estimating Project Costs, Time and Resources(cont.) • • • • • • Vendor bid analysis Estimating tools and systems Function point methods

Ngày tải lên: 08/02/2020, 20:27

... ProjectManagementinPractice SixthEdition Chapter8 EvaluatingandClosing theProject Copyrightâ2016JohnWiley&Sons,Inc 8ư1 Evaluation Appraisestheprogressandperformanceofthe project? ?relative to… ... Purpose is to improve process of carrying out  future projects 8­2 Evaluation Criteria • • • • Criteria set? ?by? ?senior? ?management Original criteria for selecting and funding? ?project Success to­date Business/direct success ... Identification of risks? ?in? ?the organization’s use of projects Utilization of the skills resulting from? ?project? ?members’  work on projects Employment of general? ?management? ?experience gained? ?by? ? project? ?managers Improving the organization’s use of projects

Ngày tải lên: 08/02/2020, 20:28

... ProjectManagementinPractice SixthEdition Chapter6 AllocatingResourcesto theProject Copyrightâ2016JohnWiley&Sons,Inc 6ư1 Introduction Projectscompetewitheachotherforresources • In? ?either case, one? ?project? ?must wait ... Referred to as critical chain There are two potential sources that can delay  the? ?project Delay? ?in? ?the tasks that make up the critical chain Delay? ?in? ?activity feeding the critical chain that results  in? ?delay of the critical chain ... The critical path method Fast­tracking a? ?project Project expediting? ?in? ?practice Opportunities before the? ?project? ?begins Opportunities when the? ?project? ?is underway 6­4 The Critical Path Method

Ngày tải lên: 08/02/2020, 20:46

... ProjectManagementinPractice SixthEdition Chapter2 TheManager,the Organization, andtheTeam Copyrightâ2016JohnWiley&Sons,Inc 1ư1 Introduction • • • Project? ?manager usually selected after? ?project? ?is  ... Assessment Matrix (Figure 2­3) 1­8 Managing Stakeholder  Engagement • • • • Obtaining and confirming stakeholders’  commitment to the? ?project? ??s success at the  appropriate stages? ?in? ?the? ?project Communicating with stakeholders to manage their  ... If we look for trade­offs we will find them! – If we look for synergies we may find them too 1­5 Identifying and Analyzing  Stakeholders • • • Expert judgment of PM and? ?project? ?to team  helpful? ?in? ?identifying stakeholders

Ngày tải lên: 08/02/2020, 20:50

... 1­6 Trends? ?in? ?Project? ?Management • • • • • Achieving strategic goals Achieving routine goals Improving? ?project? ?effectiveness Virtual projects Quasi­projects 1­7 Comparison of? ?Project? ?Management? ? ... ProjectManagementinPractice FifthEdition Chapter1 TheWorldofProject Management Copyrightâ2014JohnWiley&Sons,Inc 1ư1 WhytheEmphasisonProject Management? ã • Many tasks do not fit neatly into business­ ... Formal Definition of a? ?Project “A? ?project? ?is a temporary endeavor  undertaken to create a unique product or  service.” Project? ?Management? ?Institute, 2007 1­4 Formal Definition of? ?Project? ? Management

Ngày tải lên: 08/02/2020, 20:55

... Gray, Project Management in Practice, 1e 4-4 Functional Organisations • Different segments of the project are delegated to respective functional units • Coordination is maintained through normal management ... Gray, Project Management in Practice, 1e 4-7 Dedicated Project Teams • Teams operate as separate units under the leadership of a full-time project manager • In a projectised organisation, where projects ... Larson, Gray, Project Management in Practice, 1e 4-10 Dedicated Project Teams (cont.) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice,

Ngày tải lên: 08/02/2020, 21:00

... Risk Response Planning • • • Deciding on which risks to prepare for and which  to ignore Main preparation is a risk response plan Risk response plan includes contingency plans and  logic charts detailing what to do ... Risk Monitoring and Control • Monitoring and control are tasks for the  parent organization – • • As well as the? ?project Must keep records for future projects Also must continue to search for new risks ... logic charts detailing what to do – – Contingency plan is a backup for some emergency or  unplanned event (“plan B”) Logic chart shows the flow of activities once a backup  plan is initiated 3­30 Risk Monitoring and Control

Ngày tải lên: 08/02/2020, 21:12

... Larson, Gray, Project Management in Practice, 1e 8-11 Project Scope Integration Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e ... Gray, Project Management in Practice, 1e 8-2 Introduction ore elements of project cost management Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management ... Larson, Gray, Project Management in Practice, 1e 8-5 Simple time-phased budgeting hen estimating identified costs associated with the Work Packages, don’t forget: • Other costs not included in the tasks

Ngày tải lên: 08/02/2020, 21:14

... Gray, Project Management in Practice, 1e 12-2 Identifying? ?Project? ?Stakeholders  (cont.) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, ... CHAPTER 12 Project Stakeholder Management Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 12-1 Identifying Project Stakeholders ... Gray, Project Management in Practice, 1e 12-5 Commonly Traded Organisational Currencies Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice,

Ngày tải lên: 08/02/2020, 21:29

... Known as concurrent engineering or simultaneous  engineering Parallel tasking has been widely used for a great  diversity of projects 1­35 Interface Coordination­Interface  Management • • • • • ... Communication between the? ?project? ?manager and all  project? ?stakeholders 1­32 Multidisciplinary Teams­Balancing  Pleasure and Pain • Using multidisciplinary teams on projects raises  serious problems for the? ?project? ?manager ... ProjectManagementinPractice FifthEdition Chapter2 TheManager,the Organization, andtheTeam Copyrightâ2014JohnWiley&Sons,Inc 1ư1 Introduction ã • • • Project? ?manager usually selected after? ?project? ?is 

Ngày tải lên: 08/02/2020, 21:29

... pressured by developers (“we can do that in an afternoon!”) Mike Wooldridge 6 Lecture 5 Software Engineering ã Activities in software project management: project planning; – project scheduling; – ... 5 Software Engineering 2 Project Planning ã The biggest single problem that aficts software developing is that of underestimating resources required for a project. ã Developing a realistic project ... understanding of how to engineer large scale software projects. – Large software projects are often “bespoke”. Most large software systems are one-off, with experience gained in one project being of...

Ngày tải lên: 18/02/2014, 07:20

... will learn how to initiate projects by developing a business case, undertaking a feasibility study, establishing the terms of reference, appointing the team and setting up a project office. ... completed outlining the objectives, scope and structure of the new project, and a project manager is appointed. The project manager begins recruiting a project team and establishes a project office ... literature, and in training programs, project management is all about project planning while project execution gets short shrift. This is not the case in Jason's book. As Jason explains: "This...

Ngày tải lên: 18/02/2014, 07:20