Project Management for Dummies - UK.:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Newark
John Wiley & Sons, Incorporated
2023
|
| Edition: | 3rd edition |
| Subjects: | |
| Item Description: | Description based on publisher supplied metadata and other sources |
| Physical Description: | xiii, 432 Seiten |
| ISBN: | 9781394201884 |
Staff View
MARC
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| 505 | 8 | |a Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Understanding Projects and What You Want to Achieve -- Chapter 1 Success in Project Management -- Taking on a Project -- Avoiding the Pitfalls -- Deciding Whether the Job is a Project -- Understanding the four control areas -- Recognising the diversity of projects -- Understanding the four stages of a project -- Defining the Project Manager's Role -- Looking at the Project Manager's tasks -- Opposing opposition -- Avoiding 'shortcuts' -- Deciding On Your Approach -- Chapter 2 Thinking Through the Life of Your Project -- Using a Set Approach -- Breaking the Project Down into Stages -- Appreciating the advantages of stages -- Deciding on the number of delivery stages -- Understanding the Four Main Stages -- Starting the project -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The planning stage - organising and preparing -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The delivery stages - carrying out the work -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The closure stage -- Understanding the characteristics -- Knowing what to do -- Chapter 3 Defining the Scope and Producing a Business Case -- Defining the Scope -- Managing expectations and avoiding disappointment -- Challenging the scope -- Understanding the dimensions of scope -- Being clear -- Considering the requirements -- Producing a Business Case -- Getting to grips with the basic contents -- Keeping the Business Case up to date -- Figuring out why you're doing the project -- Identifying the initiator -- Talking to end users | |
| 505 | 8 | |a Checking documents -- Recognising others who may benefit from your project -- Understanding project justification -- Understanding benefits -- Understanding 'Quantifiable - financial gain' -- Understanding 'Quantifiable - other measurable gain' -- Understanding 'Non-quantifiable' -- Being prudent with benefit projections -- Understanding benefits realisation -- Avoiding benefits contamination -- Writing the Business Case -- Complying with organisational standards -- Going Back to the Scope -- Challenging the existing scope -- Going the second mile -- Getting to Grips with Techniques -- Calculating return on investment -- Understanding cost-benefit analysis -- Allowing for inflation -- Using discount factors - net present value -- Chapter 4 Knowing Your Project's Stakeholders -- Managing Stakeholders -- Identifying stakeholders - the 'who' -- Developing a Stakeholder List -- Using specific categories -- Spotlighting senior management -- Keeping the Stakeholder List up to date -- Analysing the stakeholders - the 'where' -- Understanding positions - the 'why' -- Understanding a negative stance -- Understanding a positive stance -- Understanding the power base -- Deciding action - the 'what' -- Looking at the possibilities -- Involving others -- Working with stakeholders - the 'how' -- Planning the work - the 'when' -- Handling Opposition -- Solving the problems -- Focusing on the common areas -- Understanding that you're a threat -- Spotting facts and emotions -- Overriding the opposition -- Handling Multiple-Stakeholder Projects -- Getting multiple approvals -- Developing management strategies -- Part 2 Planning Time: Determining What, When and How Much -- Chapter 5 Planning with Deliverables First -- Seeing the Logic of Product Planning -- Thinking 'product' before thinking 'task' -- Understanding the problems of an activity focus | |
| 505 | 8 | |a Knowing What a Product Is - and Isn't -- Finding Good Product Names -- Using a Business Project Example -- Identifying the products -- Developing a sequence -- Checking the Work Flow - bottom up -- Seeing what's inside the project and what's outside -- Sticking to a limit of 30 products -- Using names, not numbers -- Defining the products -- Using a Structured Product List -- Unleashing the Power of the Work Flow Diagram -- Using the Work Flow Diagram for risk -- Using the Work Flow Diagram for control -- Using the Work Flow Diagram to show stages -- Using the Work Flow for progress reporting -- Getting a picture of the project -- Chapter 6 Planning the Activities -- Moving From Products to Activities -- Having multiple tasks to build a product -- Listing the activities or tasks -- Drawing Up a First Activity Network -- Seeing how you build up an Activity Network -- Using the Work Flow Diagram -- Putting in the time durations -- Understanding staff hours and elapsed time -- Estimating - the tricky bit -- Thinking a bit more about duration -- Calculating the length of the project -- Understanding Float and Its Impact -- Identifying the Critical Path -- Watching the critical path -- Finding a split critical path -- Being More Precise with Dependencies -- Understanding dependency types -- Finish to start -- The overlap, or lead -- The start to start -- The lag -- The finish to finish -- Staying in touch with reality -- Thinking a bit more about sequences -- Working with the Activity Network -- Working back to meet end dates -- Avoiding backing into your schedule -- Going for Gantt -- Estimating Activity Durations -- Getting the best information -- Using estimating techniques -- Delphi and Modified Delphi -- Three-point estimating -- The PERT formula -- Putting a health warning on estimates -- Chapter 7 Looking At Staff Resources | |
| 505 | 8 | |a Seeing Why You Need to Plan Staff Use -- Dealing with resource conflicts -- Making sure that people are available -- Monitoring use of staff on the project -- Matching People to Tasks -- Working out the skill sets and knowledge that you need on the teams -- Growing your people -- Developing skills -- Using the critical path -- Explaining yourself to experienced staff -- Identifying skills sets -- Honing Your Task Duration Estimates -- Documenting your estimates -- Factors in activity timing and estimates -- Estimating required work effort -- Factoring in productivity -- Defining 'full time' -- Making specific adjustments -- Thinking about the impact of multi-tasking -- Creating a good working environment -- Taking care with historical data -- Accounting for availability -- Smoothing the Resource -- Checking for resource conflict -- Resolving resource conflicts - the steps -- Co-ordinating assignments across multiple projects -- Chapter 8 Planning for Other Resources and Developing the Budget -- Determining Physical Resource Needs -- Identifying resource needs -- Considering availability -- Using your plans to help -- Building a Physical Resource Matrix -- Understanding physical resources -- Thinking a bit more about timing -- Preparing a Budget -- Looking at different types of project costs -- Understanding direct and indirect costs -- Understanding capital and revenue -- Understanding capex -- Seeing things from the financial manager's perspective -- Developing a project budget at three levels -- Creating a detailed budget estimate -- Dealing with the unknown -- Listing the different costs -- Including indirect costs - or not -- Showing the timing -- Being clear on sub-budgets -- Refining your budget through the stages -- Avoiding drowning people in detail -- Chapter 9 Planning at Different Times and Levels -- Putting the Main Structure in Place | |
| 505 | 8 | |a Deciding on the stages -- Holding a Stage Gate -- Working with Planning Levels -- Drawing up new plans -- Developing a Stage Plan -- Developing a Work Plan -- Planning for resource and budget -- Keeping higher level plans up to date -- Planning at more than one level at once -- Chapter 10 Dealing with Risk and Uncertainty -- Understanding Risks and Risk Management -- Seeing why you need risk management -- Managing, not necessarily avoiding, risk -- Keeping people informed -- Keeping risk in focus throughout the project -- Working Through the Risk Cycle -- Identifying a risk and its trigger event(s) -- Introducing some structure -- Looking around for help -- (Re)analyse the risk and check existing actions -- Gauging probability -- Estimating the impact -- Being specific -- Deciding on an impact scale -- Considering proximity -- Deciding risk management action(s) -- Handling all risks -- Thinking wide -- Deciding on actions -- Understanding action types -- Looking at options for time contingency -- Add/modify risk management in the plans -- Take planned action(s) and monitor the risk -- Taking action on risk -- Monitoring risks -- Documenting Risk -- Risk Plan -- Risk Log -- Getting Some Help from Techniques -- Ishikawa (fishbone) diagram -- Work Flow Diagram -- Risk Checklist -- Decision tree -- Chapter 11 Controlling Quality -- Understanding the Effects of Getting Quality Wrong -- Understanding the impact of poor quality -- Avoiding the cost of unnecessarily high quality -- Defining Quality -- Striking the Quality Balance -- Balancing quality against project effort (and more) -- Thinking through what quality level you need -- Identifying when quality levels are mandatory -- Spotting Quality Game-Playing and Working to Prevent It -- The quality level game and a guilty conscience -- When formality and auditing means . . . nothing | |
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| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-1-394-20189-1 |
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035586007 | |
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| contents | Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Understanding Projects and What You Want to Achieve -- Chapter 1 Success in Project Management -- Taking on a Project -- Avoiding the Pitfalls -- Deciding Whether the Job is a Project -- Understanding the four control areas -- Recognising the diversity of projects -- Understanding the four stages of a project -- Defining the Project Manager's Role -- Looking at the Project Manager's tasks -- Opposing opposition -- Avoiding 'shortcuts' -- Deciding On Your Approach -- Chapter 2 Thinking Through the Life of Your Project -- Using a Set Approach -- Breaking the Project Down into Stages -- Appreciating the advantages of stages -- Deciding on the number of delivery stages -- Understanding the Four Main Stages -- Starting the project -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The planning stage - organising and preparing -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The delivery stages - carrying out the work -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The closure stage -- Understanding the characteristics -- Knowing what to do -- Chapter 3 Defining the Scope and Producing a Business Case -- Defining the Scope -- Managing expectations and avoiding disappointment -- Challenging the scope -- Understanding the dimensions of scope -- Being clear -- Considering the requirements -- Producing a Business Case -- Getting to grips with the basic contents -- Keeping the Business Case up to date -- Figuring out why you're doing the project -- Identifying the initiator -- Talking to end users Checking documents -- Recognising others who may benefit from your project -- Understanding project justification -- Understanding benefits -- Understanding 'Quantifiable - financial gain' -- Understanding 'Quantifiable - other measurable gain' -- Understanding 'Non-quantifiable' -- Being prudent with benefit projections -- Understanding benefits realisation -- Avoiding benefits contamination -- Writing the Business Case -- Complying with organisational standards -- Going Back to the Scope -- Challenging the existing scope -- Going the second mile -- Getting to Grips with Techniques -- Calculating return on investment -- Understanding cost-benefit analysis -- Allowing for inflation -- Using discount factors - net present value -- Chapter 4 Knowing Your Project's Stakeholders -- Managing Stakeholders -- Identifying stakeholders - the 'who' -- Developing a Stakeholder List -- Using specific categories -- Spotlighting senior management -- Keeping the Stakeholder List up to date -- Analysing the stakeholders - the 'where' -- Understanding positions - the 'why' -- Understanding a negative stance -- Understanding a positive stance -- Understanding the power base -- Deciding action - the 'what' -- Looking at the possibilities -- Involving others -- Working with stakeholders - the 'how' -- Planning the work - the 'when' -- Handling Opposition -- Solving the problems -- Focusing on the common areas -- Understanding that you're a threat -- Spotting facts and emotions -- Overriding the opposition -- Handling Multiple-Stakeholder Projects -- Getting multiple approvals -- Developing management strategies -- Part 2 Planning Time: Determining What, When and How Much -- Chapter 5 Planning with Deliverables First -- Seeing the Logic of Product Planning -- Thinking 'product' before thinking 'task' -- Understanding the problems of an activity focus Knowing What a Product Is - and Isn't -- Finding Good Product Names -- Using a Business Project Example -- Identifying the products -- Developing a sequence -- Checking the Work Flow - bottom up -- Seeing what's inside the project and what's outside -- Sticking to a limit of 30 products -- Using names, not numbers -- Defining the products -- Using a Structured Product List -- Unleashing the Power of the Work Flow Diagram -- Using the Work Flow Diagram for risk -- Using the Work Flow Diagram for control -- Using the Work Flow Diagram to show stages -- Using the Work Flow for progress reporting -- Getting a picture of the project -- Chapter 6 Planning the Activities -- Moving From Products to Activities -- Having multiple tasks to build a product -- Listing the activities or tasks -- Drawing Up a First Activity Network -- Seeing how you build up an Activity Network -- Using the Work Flow Diagram -- Putting in the time durations -- Understanding staff hours and elapsed time -- Estimating - the tricky bit -- Thinking a bit more about duration -- Calculating the length of the project -- Understanding Float and Its Impact -- Identifying the Critical Path -- Watching the critical path -- Finding a split critical path -- Being More Precise with Dependencies -- Understanding dependency types -- Finish to start -- The overlap, or lead -- The start to start -- The lag -- The finish to finish -- Staying in touch with reality -- Thinking a bit more about sequences -- Working with the Activity Network -- Working back to meet end dates -- Avoiding backing into your schedule -- Going for Gantt -- Estimating Activity Durations -- Getting the best information -- Using estimating techniques -- Delphi and Modified Delphi -- Three-point estimating -- The PERT formula -- Putting a health warning on estimates -- Chapter 7 Looking At Staff Resources Seeing Why You Need to Plan Staff Use -- Dealing with resource conflicts -- Making sure that people are available -- Monitoring use of staff on the project -- Matching People to Tasks -- Working out the skill sets and knowledge that you need on the teams -- Growing your people -- Developing skills -- Using the critical path -- Explaining yourself to experienced staff -- Identifying skills sets -- Honing Your Task Duration Estimates -- Documenting your estimates -- Factors in activity timing and estimates -- Estimating required work effort -- Factoring in productivity -- Defining 'full time' -- Making specific adjustments -- Thinking about the impact of multi-tasking -- Creating a good working environment -- Taking care with historical data -- Accounting for availability -- Smoothing the Resource -- Checking for resource conflict -- Resolving resource conflicts - the steps -- Co-ordinating assignments across multiple projects -- Chapter 8 Planning for Other Resources and Developing the Budget -- Determining Physical Resource Needs -- Identifying resource needs -- Considering availability -- Using your plans to help -- Building a Physical Resource Matrix -- Understanding physical resources -- Thinking a bit more about timing -- Preparing a Budget -- Looking at different types of project costs -- Understanding direct and indirect costs -- Understanding capital and revenue -- Understanding capex -- Seeing things from the financial manager's perspective -- Developing a project budget at three levels -- Creating a detailed budget estimate -- Dealing with the unknown -- Listing the different costs -- Including indirect costs - or not -- Showing the timing -- Being clear on sub-budgets -- Refining your budget through the stages -- Avoiding drowning people in detail -- Chapter 9 Planning at Different Times and Levels -- Putting the Main Structure in Place Deciding on the stages -- Holding a Stage Gate -- Working with Planning Levels -- Drawing up new plans -- Developing a Stage Plan -- Developing a Work Plan -- Planning for resource and budget -- Keeping higher level plans up to date -- Planning at more than one level at once -- Chapter 10 Dealing with Risk and Uncertainty -- Understanding Risks and Risk Management -- Seeing why you need risk management -- Managing, not necessarily avoiding, risk -- Keeping people informed -- Keeping risk in focus throughout the project -- Working Through the Risk Cycle -- Identifying a risk and its trigger event(s) -- Introducing some structure -- Looking around for help -- (Re)analyse the risk and check existing actions -- Gauging probability -- Estimating the impact -- Being specific -- Deciding on an impact scale -- Considering proximity -- Deciding risk management action(s) -- Handling all risks -- Thinking wide -- Deciding on actions -- Understanding action types -- Looking at options for time contingency -- Add/modify risk management in the plans -- Take planned action(s) and monitor the risk -- Taking action on risk -- Monitoring risks -- Documenting Risk -- Risk Plan -- Risk Log -- Getting Some Help from Techniques -- Ishikawa (fishbone) diagram -- Work Flow Diagram -- Risk Checklist -- Decision tree -- Chapter 11 Controlling Quality -- Understanding the Effects of Getting Quality Wrong -- Understanding the impact of poor quality -- Avoiding the cost of unnecessarily high quality -- Defining Quality -- Striking the Quality Balance -- Balancing quality against project effort (and more) -- Thinking through what quality level you need -- Identifying when quality levels are mandatory -- Spotting Quality Game-Playing and Working to Prevent It -- The quality level game and a guilty conscience -- When formality and auditing means . . . nothing Typical game players |
| ctrlnum | (OCoLC)1518413404 (DE-599)BVBBV050251641 |
| discipline | Wirtschaftswissenschaften |
| edition | 3rd edition |
| format | Book |
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| id | DE-604.BV050251641 |
| illustrated | Not Illustrated |
| indexdate | 2025-05-23T16:07:33Z |
| institution | BVB |
| isbn | 9781394201884 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035586007 |
| oclc_num | 1518413404 |
| open_access_boolean | |
| owner | DE-573 |
| owner_facet | DE-573 |
| physical | xiii, 432 Seiten |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Graham, Nick Verfasser (DE-588)1094723789 aut Project Management for Dummies - UK. 3rd edition Newark John Wiley & Sons, Incorporated 2023 ©2023 xiii, 432 Seiten txt rdacontent n rdamedia nc rdacarrier Description based on publisher supplied metadata and other sources Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Understanding Projects and What You Want to Achieve -- Chapter 1 Success in Project Management -- Taking on a Project -- Avoiding the Pitfalls -- Deciding Whether the Job is a Project -- Understanding the four control areas -- Recognising the diversity of projects -- Understanding the four stages of a project -- Defining the Project Manager's Role -- Looking at the Project Manager's tasks -- Opposing opposition -- Avoiding 'shortcuts' -- Deciding On Your Approach -- Chapter 2 Thinking Through the Life of Your Project -- Using a Set Approach -- Breaking the Project Down into Stages -- Appreciating the advantages of stages -- Deciding on the number of delivery stages -- Understanding the Four Main Stages -- Starting the project -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The planning stage - organising and preparing -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The delivery stages - carrying out the work -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The closure stage -- Understanding the characteristics -- Knowing what to do -- Chapter 3 Defining the Scope and Producing a Business Case -- Defining the Scope -- Managing expectations and avoiding disappointment -- Challenging the scope -- Understanding the dimensions of scope -- Being clear -- Considering the requirements -- Producing a Business Case -- Getting to grips with the basic contents -- Keeping the Business Case up to date -- Figuring out why you're doing the project -- Identifying the initiator -- Talking to end users Checking documents -- Recognising others who may benefit from your project -- Understanding project justification -- Understanding benefits -- Understanding 'Quantifiable - financial gain' -- Understanding 'Quantifiable - other measurable gain' -- Understanding 'Non-quantifiable' -- Being prudent with benefit projections -- Understanding benefits realisation -- Avoiding benefits contamination -- Writing the Business Case -- Complying with organisational standards -- Going Back to the Scope -- Challenging the existing scope -- Going the second mile -- Getting to Grips with Techniques -- Calculating return on investment -- Understanding cost-benefit analysis -- Allowing for inflation -- Using discount factors - net present value -- Chapter 4 Knowing Your Project's Stakeholders -- Managing Stakeholders -- Identifying stakeholders - the 'who' -- Developing a Stakeholder List -- Using specific categories -- Spotlighting senior management -- Keeping the Stakeholder List up to date -- Analysing the stakeholders - the 'where' -- Understanding positions - the 'why' -- Understanding a negative stance -- Understanding a positive stance -- Understanding the power base -- Deciding action - the 'what' -- Looking at the possibilities -- Involving others -- Working with stakeholders - the 'how' -- Planning the work - the 'when' -- Handling Opposition -- Solving the problems -- Focusing on the common areas -- Understanding that you're a threat -- Spotting facts and emotions -- Overriding the opposition -- Handling Multiple-Stakeholder Projects -- Getting multiple approvals -- Developing management strategies -- Part 2 Planning Time: Determining What, When and How Much -- Chapter 5 Planning with Deliverables First -- Seeing the Logic of Product Planning -- Thinking 'product' before thinking 'task' -- Understanding the problems of an activity focus Knowing What a Product Is - and Isn't -- Finding Good Product Names -- Using a Business Project Example -- Identifying the products -- Developing a sequence -- Checking the Work Flow - bottom up -- Seeing what's inside the project and what's outside -- Sticking to a limit of 30 products -- Using names, not numbers -- Defining the products -- Using a Structured Product List -- Unleashing the Power of the Work Flow Diagram -- Using the Work Flow Diagram for risk -- Using the Work Flow Diagram for control -- Using the Work Flow Diagram to show stages -- Using the Work Flow for progress reporting -- Getting a picture of the project -- Chapter 6 Planning the Activities -- Moving From Products to Activities -- Having multiple tasks to build a product -- Listing the activities or tasks -- Drawing Up a First Activity Network -- Seeing how you build up an Activity Network -- Using the Work Flow Diagram -- Putting in the time durations -- Understanding staff hours and elapsed time -- Estimating - the tricky bit -- Thinking a bit more about duration -- Calculating the length of the project -- Understanding Float and Its Impact -- Identifying the Critical Path -- Watching the critical path -- Finding a split critical path -- Being More Precise with Dependencies -- Understanding dependency types -- Finish to start -- The overlap, or lead -- The start to start -- The lag -- The finish to finish -- Staying in touch with reality -- Thinking a bit more about sequences -- Working with the Activity Network -- Working back to meet end dates -- Avoiding backing into your schedule -- Going for Gantt -- Estimating Activity Durations -- Getting the best information -- Using estimating techniques -- Delphi and Modified Delphi -- Three-point estimating -- The PERT formula -- Putting a health warning on estimates -- Chapter 7 Looking At Staff Resources Seeing Why You Need to Plan Staff Use -- Dealing with resource conflicts -- Making sure that people are available -- Monitoring use of staff on the project -- Matching People to Tasks -- Working out the skill sets and knowledge that you need on the teams -- Growing your people -- Developing skills -- Using the critical path -- Explaining yourself to experienced staff -- Identifying skills sets -- Honing Your Task Duration Estimates -- Documenting your estimates -- Factors in activity timing and estimates -- Estimating required work effort -- Factoring in productivity -- Defining 'full time' -- Making specific adjustments -- Thinking about the impact of multi-tasking -- Creating a good working environment -- Taking care with historical data -- Accounting for availability -- Smoothing the Resource -- Checking for resource conflict -- Resolving resource conflicts - the steps -- Co-ordinating assignments across multiple projects -- Chapter 8 Planning for Other Resources and Developing the Budget -- Determining Physical Resource Needs -- Identifying resource needs -- Considering availability -- Using your plans to help -- Building a Physical Resource Matrix -- Understanding physical resources -- Thinking a bit more about timing -- Preparing a Budget -- Looking at different types of project costs -- Understanding direct and indirect costs -- Understanding capital and revenue -- Understanding capex -- Seeing things from the financial manager's perspective -- Developing a project budget at three levels -- Creating a detailed budget estimate -- Dealing with the unknown -- Listing the different costs -- Including indirect costs - or not -- Showing the timing -- Being clear on sub-budgets -- Refining your budget through the stages -- Avoiding drowning people in detail -- Chapter 9 Planning at Different Times and Levels -- Putting the Main Structure in Place Deciding on the stages -- Holding a Stage Gate -- Working with Planning Levels -- Drawing up new plans -- Developing a Stage Plan -- Developing a Work Plan -- Planning for resource and budget -- Keeping higher level plans up to date -- Planning at more than one level at once -- Chapter 10 Dealing with Risk and Uncertainty -- Understanding Risks and Risk Management -- Seeing why you need risk management -- Managing, not necessarily avoiding, risk -- Keeping people informed -- Keeping risk in focus throughout the project -- Working Through the Risk Cycle -- Identifying a risk and its trigger event(s) -- Introducing some structure -- Looking around for help -- (Re)analyse the risk and check existing actions -- Gauging probability -- Estimating the impact -- Being specific -- Deciding on an impact scale -- Considering proximity -- Deciding risk management action(s) -- Handling all risks -- Thinking wide -- Deciding on actions -- Understanding action types -- Looking at options for time contingency -- Add/modify risk management in the plans -- Take planned action(s) and monitor the risk -- Taking action on risk -- Monitoring risks -- Documenting Risk -- Risk Plan -- Risk Log -- Getting Some Help from Techniques -- Ishikawa (fishbone) diagram -- Work Flow Diagram -- Risk Checklist -- Decision tree -- Chapter 11 Controlling Quality -- Understanding the Effects of Getting Quality Wrong -- Understanding the impact of poor quality -- Avoiding the cost of unnecessarily high quality -- Defining Quality -- Striking the Quality Balance -- Balancing quality against project effort (and more) -- Thinking through what quality level you need -- Identifying when quality levels are mandatory -- Spotting Quality Game-Playing and Working to Prevent It -- The quality level game and a guilty conscience -- When formality and auditing means . . . nothing Typical game players Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 Erscheint auch als Online-Ausgabe 978-1-394-20189-1 |
| spellingShingle | Graham, Nick Project Management for Dummies - UK. Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Understanding Projects and What You Want to Achieve -- Chapter 1 Success in Project Management -- Taking on a Project -- Avoiding the Pitfalls -- Deciding Whether the Job is a Project -- Understanding the four control areas -- Recognising the diversity of projects -- Understanding the four stages of a project -- Defining the Project Manager's Role -- Looking at the Project Manager's tasks -- Opposing opposition -- Avoiding 'shortcuts' -- Deciding On Your Approach -- Chapter 2 Thinking Through the Life of Your Project -- Using a Set Approach -- Breaking the Project Down into Stages -- Appreciating the advantages of stages -- Deciding on the number of delivery stages -- Understanding the Four Main Stages -- Starting the project -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The planning stage - organising and preparing -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The delivery stages - carrying out the work -- Understanding the characteristics -- Knowing what to do -- Thinking about management documents -- The closure stage -- Understanding the characteristics -- Knowing what to do -- Chapter 3 Defining the Scope and Producing a Business Case -- Defining the Scope -- Managing expectations and avoiding disappointment -- Challenging the scope -- Understanding the dimensions of scope -- Being clear -- Considering the requirements -- Producing a Business Case -- Getting to grips with the basic contents -- Keeping the Business Case up to date -- Figuring out why you're doing the project -- Identifying the initiator -- Talking to end users Checking documents -- Recognising others who may benefit from your project -- Understanding project justification -- Understanding benefits -- Understanding 'Quantifiable - financial gain' -- Understanding 'Quantifiable - other measurable gain' -- Understanding 'Non-quantifiable' -- Being prudent with benefit projections -- Understanding benefits realisation -- Avoiding benefits contamination -- Writing the Business Case -- Complying with organisational standards -- Going Back to the Scope -- Challenging the existing scope -- Going the second mile -- Getting to Grips with Techniques -- Calculating return on investment -- Understanding cost-benefit analysis -- Allowing for inflation -- Using discount factors - net present value -- Chapter 4 Knowing Your Project's Stakeholders -- Managing Stakeholders -- Identifying stakeholders - the 'who' -- Developing a Stakeholder List -- Using specific categories -- Spotlighting senior management -- Keeping the Stakeholder List up to date -- Analysing the stakeholders - the 'where' -- Understanding positions - the 'why' -- Understanding a negative stance -- Understanding a positive stance -- Understanding the power base -- Deciding action - the 'what' -- Looking at the possibilities -- Involving others -- Working with stakeholders - the 'how' -- Planning the work - the 'when' -- Handling Opposition -- Solving the problems -- Focusing on the common areas -- Understanding that you're a threat -- Spotting facts and emotions -- Overriding the opposition -- Handling Multiple-Stakeholder Projects -- Getting multiple approvals -- Developing management strategies -- Part 2 Planning Time: Determining What, When and How Much -- Chapter 5 Planning with Deliverables First -- Seeing the Logic of Product Planning -- Thinking 'product' before thinking 'task' -- Understanding the problems of an activity focus Knowing What a Product Is - and Isn't -- Finding Good Product Names -- Using a Business Project Example -- Identifying the products -- Developing a sequence -- Checking the Work Flow - bottom up -- Seeing what's inside the project and what's outside -- Sticking to a limit of 30 products -- Using names, not numbers -- Defining the products -- Using a Structured Product List -- Unleashing the Power of the Work Flow Diagram -- Using the Work Flow Diagram for risk -- Using the Work Flow Diagram for control -- Using the Work Flow Diagram to show stages -- Using the Work Flow for progress reporting -- Getting a picture of the project -- Chapter 6 Planning the Activities -- Moving From Products to Activities -- Having multiple tasks to build a product -- Listing the activities or tasks -- Drawing Up a First Activity Network -- Seeing how you build up an Activity Network -- Using the Work Flow Diagram -- Putting in the time durations -- Understanding staff hours and elapsed time -- Estimating - the tricky bit -- Thinking a bit more about duration -- Calculating the length of the project -- Understanding Float and Its Impact -- Identifying the Critical Path -- Watching the critical path -- Finding a split critical path -- Being More Precise with Dependencies -- Understanding dependency types -- Finish to start -- The overlap, or lead -- The start to start -- The lag -- The finish to finish -- Staying in touch with reality -- Thinking a bit more about sequences -- Working with the Activity Network -- Working back to meet end dates -- Avoiding backing into your schedule -- Going for Gantt -- Estimating Activity Durations -- Getting the best information -- Using estimating techniques -- Delphi and Modified Delphi -- Three-point estimating -- The PERT formula -- Putting a health warning on estimates -- Chapter 7 Looking At Staff Resources Seeing Why You Need to Plan Staff Use -- Dealing with resource conflicts -- Making sure that people are available -- Monitoring use of staff on the project -- Matching People to Tasks -- Working out the skill sets and knowledge that you need on the teams -- Growing your people -- Developing skills -- Using the critical path -- Explaining yourself to experienced staff -- Identifying skills sets -- Honing Your Task Duration Estimates -- Documenting your estimates -- Factors in activity timing and estimates -- Estimating required work effort -- Factoring in productivity -- Defining 'full time' -- Making specific adjustments -- Thinking about the impact of multi-tasking -- Creating a good working environment -- Taking care with historical data -- Accounting for availability -- Smoothing the Resource -- Checking for resource conflict -- Resolving resource conflicts - the steps -- Co-ordinating assignments across multiple projects -- Chapter 8 Planning for Other Resources and Developing the Budget -- Determining Physical Resource Needs -- Identifying resource needs -- Considering availability -- Using your plans to help -- Building a Physical Resource Matrix -- Understanding physical resources -- Thinking a bit more about timing -- Preparing a Budget -- Looking at different types of project costs -- Understanding direct and indirect costs -- Understanding capital and revenue -- Understanding capex -- Seeing things from the financial manager's perspective -- Developing a project budget at three levels -- Creating a detailed budget estimate -- Dealing with the unknown -- Listing the different costs -- Including indirect costs - or not -- Showing the timing -- Being clear on sub-budgets -- Refining your budget through the stages -- Avoiding drowning people in detail -- Chapter 9 Planning at Different Times and Levels -- Putting the Main Structure in Place Deciding on the stages -- Holding a Stage Gate -- Working with Planning Levels -- Drawing up new plans -- Developing a Stage Plan -- Developing a Work Plan -- Planning for resource and budget -- Keeping higher level plans up to date -- Planning at more than one level at once -- Chapter 10 Dealing with Risk and Uncertainty -- Understanding Risks and Risk Management -- Seeing why you need risk management -- Managing, not necessarily avoiding, risk -- Keeping people informed -- Keeping risk in focus throughout the project -- Working Through the Risk Cycle -- Identifying a risk and its trigger event(s) -- Introducing some structure -- Looking around for help -- (Re)analyse the risk and check existing actions -- Gauging probability -- Estimating the impact -- Being specific -- Deciding on an impact scale -- Considering proximity -- Deciding risk management action(s) -- Handling all risks -- Thinking wide -- Deciding on actions -- Understanding action types -- Looking at options for time contingency -- Add/modify risk management in the plans -- Take planned action(s) and monitor the risk -- Taking action on risk -- Monitoring risks -- Documenting Risk -- Risk Plan -- Risk Log -- Getting Some Help from Techniques -- Ishikawa (fishbone) diagram -- Work Flow Diagram -- Risk Checklist -- Decision tree -- Chapter 11 Controlling Quality -- Understanding the Effects of Getting Quality Wrong -- Understanding the impact of poor quality -- Avoiding the cost of unnecessarily high quality -- Defining Quality -- Striking the Quality Balance -- Balancing quality against project effort (and more) -- Thinking through what quality level you need -- Identifying when quality levels are mandatory -- Spotting Quality Game-Playing and Working to Prevent It -- The quality level game and a guilty conscience -- When formality and auditing means . . . nothing Typical game players Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Project Management for Dummies - UK. |
| title_auth | Project Management for Dummies - UK. |
| title_exact_search | Project Management for Dummies - UK. |
| title_full | Project Management for Dummies - UK. |
| title_fullStr | Project Management for Dummies - UK. |
| title_full_unstemmed | Project Management for Dummies - UK. |
| title_short | Project Management for Dummies - UK. |
| title_sort | project management for dummies uk |
| topic | Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Projektmanagement |
| work_keys_str_mv | AT grahamnick projectmanagementfordummiesuk |