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008			050916s2003 inu b 001 0 eng
010			_a 2003006398
020			_a0471432210 (pbk.) : _c50.00
040			_aDLC _cDLC _dDLC
050	0	0	_aHD69.P75 _bW95 2003
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090			_aHD 69 .P75 W95 2003
090			_aHD 69 .P75 W95 2003
100	1		_aWysocki, Robert K. _977126
245	1	0	_aEffective project management : _btraditional, adaptive, extreme / _cRobert K. Wysocki with contributions by Rudd McGary.
250			_a3rd ed.
260			_aIndianapolis : _bWiley Pub., _cc2003.
263			_a0307
300			_ap. cm.
504			_aIncludes bibliographical references and index.
505	0		_aTraditional Project Management -- What Is a Program? -- Project Parameters -- The Scope Triangle -- Project Classifications -- What Is Traditional Project Management? -- Traditional Project Management Life Cycle -- Quality Management -- Risk Management -- Procurement Management -- Relationship between Traditional Project Management and Other Methodologies -- The Pain Curve -- Scoping the Project -- Managing Client Expectations -- Creating the Project Overview Statement -- Using the Joint Project Planning Session to Develop the POS -- Submitting a Project for Approval -- The Project Definition Statement -- Identifying Project Activities -- The Work Breakdown Structure -- Uses for the WBS -- Generating the WBS -- Six Criteria to Test for Completeness in the WBS -- Approaches to Building the WBS -- Representing the WBS -- Putting It All Together -- Estimating Duration, Resource Requirements, and Cost -- Estimating Resource Requirements -- Estimating Duration as a Function of Resource Availability -- Estimating Cost -- Using a JPP Session to Estimate Duration, Resource Requirements, and Cost -- Constructing and Analyzing the Project Network Diagram -- Building the Network Diagram Using the Precedence Diagramming Method -- Analyzing the Initial Project Network Diagram -- Using the JPP Session to Construct and Analyze the Network -- Finalizing the Schedule and Cost Based on Resource Availability -- Leveling Resources -- Acceptably Leveled Schedule -- Resource-Leveling Strategies -- Cost Impact of Resource Leveling -- Implementing Micro-Level Project Planning -- Work Packages -- Organizing and Conducting the Joint Project Planning Session -- Joint Project Planning Sessions -- Project Proposal -- Recruiting, Organizing, and Managing the Project Team -- Project Manager vis-a-vis the Functional Manager -- Projects as Motivation and Development Tools -- Recruiting the Project Team -- Organizing the Project Team -- Establishing Team Operating Rules -- Managing Team Communications -- Monitoring and Controlling Progress -- Control versus Risk -- Control versus Quality -- Progress Reporting System -- Applying Graphical Reporting Tools -- Deciding on Report Level of Detail -- Managing Project Status Meetings -- Managing Change -- Managing Problem Escalation -- Closing Out the Projects -- Steps in Closing a Project -- Getting Client Acceptance -- Installing Project Deliverables -- Documenting the Project -- Post-Implementation Audit -- The Final Report -- Celebrating Success -- Critical Chain Project Management -- Variation in Duration: Common Cause versus Special Cause -- Statistical Validation of the Critical Chain Approach -- The Critical Chain Project Management Approach -- Buffers -- Track Record of Critical Chain Project Management -- Adaptive Project Framework -- Introduction to the Adaptive Project Framework -- The APF Core Values -- Version Scope -- Defining the Version Scope -- Planning the Version Scope -- Cycle Plan -- Developing a Low-Level WBS for This Cycle Functionality -- Micromanaging an APF Project -- Estimating Task Duration -- Estimating Resource Requirements -- Sequencing the Tasks -- Cycle Build -- Creating a Micro-Level Schedule and Finalizing Resource Assignments -- Writing Work Packages -- Building Cycle Functionality -- Monitoring and Adjusting the Cycle Build Schedule -- Putting It All Together -- Client Checkpoint -- Inputs to the Client Checkpoint -- Questions to Be Answered during Client Checkpoint -- Adjusting Functionality for the Next Cycle Plan -- Post-Version Review -- Checking Explicit Business Outcomes -- Reviewing Lessons Learned for Next Version Functionality -- Assessing APF for Improvements -- Variations to APF -- Proof-of-Concept Cycle -- Revising the Version Plan -- Extreme Project Management -- Comparing Project Approaches -- Organizational Considerations -- Project Portfolio Management -- Establishing a Portfolio Strategy -- Evaluating Project Alignment to the Portfolio Strategy -- Prioritizing Projects and Holding Pending Funding Authorization -- Selecting a Balanced Portfolio Using the Prioritized Projects -- Managing the Active Projects -- Closing Projects in the Portfolio -- Preparing Your Project for Submission to the Portfolio Management Process -- Project Support Office -- Naming the Project Support Office -- Establishing Your PSO's Mission -- Framing PSO Objectives -- Exploring PSO Functions -- Selecting PSO Organizational Structures -- Organizational Placement of the PSO -- How Do You Know You Need a PSO? -- Establishing a PSO -- Challenges to Implementing a PSO -- Traditional Project Management -- Adaptive Project Framework -- Extreme Project Management -- Organizational Considerations.
520			_aIn previous editions, this book has established itself as the definitive guide to effective project management. Now, with this major revision, it's updated to reflect significant changes in project management practices over the last few years. Written again by Robert K. Wysocki and a new coauthor, Rudd McGary, this book covers traditional methods of project management as well as adaptive and extreme approaches. Unlike other project management books that simply give abstract advice, this timely book mentors you through a series of real-world exercises and adheres to the Project Management Institute's (PMI) Body of Knowledge, 2000 Edition. Effective Project Management is packed with thought-provoking discussion questions related to the chapter materials and case study as well as an abundance of exercises.
650		0	_aProject management. _977127
700	1		_aMcGary, Rudd, _d1944- _977128
852			_9p50.00 _y02-28-2004
907			_a14377 _b08-12-10 _c08-06-10
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998			_aaudmc _b02-28-04 _cm _da _e- _feng _ginu _h0
905			_aRobert K. Wysocki, PhD, has more than 38 years of experience as a project management consultant and trainer, information systems manager, systems and management consultant, author, and training developer and provider
905			_aRudd McGary, PhD, PMP, has been practicing and teaching project management for more than 25 years. McGary has taught at the Ohio State University, Indiana University, and the University of Iowa and has been CEO of two operating companies. As the current central Ohio VP of Certification for PMI, he has worked with hundreds of candidates
935			_aQ/R 12796-NOV-1
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