A Guide to the Project Management Body of Knowledge


Author: Project Management Institute

Publisher: Project Management Inst

ISBN: 9781935589679

Category: Business & Economics

Page: 589

View: 428


Presents the fundamentals of project management as they apply to a wide variety of projects, covering such topics as project life cycles, scope definition, activity schedules, risk identification, and stakeholder management.

The AMA Handbook of Project Management

Author: Paul C. Dinsmore,Jeannette Cabanis-Brewin

Publisher: AMACOM

ISBN: 0814433405

Category: Business & Economics

Page: 576

View: 2776


A must-read for any project management professional or student. Projects are the life blood of any organization. Revised to reflect the latest changes to A Guide to the Project Management Body of Knowledge (PMBOK(R)) and the Project Management Professional Exam(R), the fourth edition of The AMA Handbook of Project Management provides readers with a clear overview of a complex discipline. Covering everything from individual projects to programs and strategic alignment, it addresses: Project initiation and planning Communication and interpersonal skills Scheduling, budgeting and meeting business objectives Managing political and resource issues Implementing a PMO Measuring value and competencies. The book compiles essays and advice from the field's top professionals and features new chapters on stakeholder management, agile project management, program management, project governance, knowledge management, and more. Updated with fresh examples, case studies and solutions to specific project management dilemmas, it remains an essential reference to the critical concepts and theories all project managers must master.

A Guide to the Project Management, An American National Standard, 2008

A Guide to the Project Management,

Author: Project Management Institute, Inc

Publisher: Bukupedia


Category: Technology & Engineering

Page: 506

View: 6628


The Project Management Institute, Inc. (PMI) standards and guideline publications, of which the document contained herein is one, are developed through a voluntary consensus standards development process. This process brings together volunteers and/or seeks out the views of persons who have an interest in the topic covered by this publication. While PMI administers the process and establishes rules to promote fairness in the development of consensus, it does not write the document and it does not independently test, evaluate, or verify the accuracy or completeness of any information or the soundness of any judgments contained in its standards and guideline publications. PMI disclaims liability for any personal injury, property or other damages of any nature whatsoever, whether special, indirect, consequential or compensatory, directly or indirectly resulting from the publication, use of application, or reliance on this document. PMI disclaims and makes no guaranty or warranty, expressed or implied, as to the accuracy or completeness of any information published herein, and disclaims and makes no warranty that the information in this document will fulfill any of your particular purposes or needs. PMI does not undertake to guarantee the performance of any individual manufacturer or seller’s products or services by virtue of this standard or guide. In publishing and making this document available, PMI is not undertaking to render professional or other services for or on behalf of any person or entity, nor is PMI undertaking to perform any duty owed by any person or entity to someone else. Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional in determining the exercise of reasonable care in any given circumstances. Information and other standards on the topic covered by this publication may be available from other sources, which the user may wish to consult for additional views or information not covered by this publication. PMI has no power, nor does it undertake to police or enforce compliance with the contents of this document. PMI does not certify, test, or inspect products, designs, or installations for safety or health purposes. Any certification or other statement of compliance with any health or safety-related information in this document shall not be attributable to PMI and is solely the responsibility of the certifier or maker of the statement. PrEfAcE to thE fourth Edition This document supersedes A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Third Edition. In the time since its publication, the Project Management Institute (PMI) received thousands of valuable recommendations for improvements to the PMBOK® Guide – Third Edition that have been reviewed and, as appropriate, incorporated into the fourth edition. As a result of those inputs and growth of the Project Management Body of Knowledge, PMI volunteers prepared an updated version of the PMBOK® Guide. The project charter to update the PMBOK® Guide – Third Edition was to: 1. Revise the standard so that it would not conflict with any other PMI standards. 2. Ensure that the information contained in the standard was cohesive in concept and clear in writing style, and that terminology was well defined and congruous with the other publications’ terminology. 3. Research the way life cycles are currently being used in projects and revise or expand them as necessary. 4. Examine the five Project Management Process Groups and the 44 project management description processes to determine whether combining, deleting, or adding new processes would add clarity to the standard. 5. Ensure that Knowledge Area updates are congruent with the work done in defining the processes, inputs, and outputs defined by the standards group. The major differences between the Third Edition and the Fourth Edition are summarized below: 1. All process names are in a verb–noun format. 2. A standard approach to discussing enterprise environmental factors and organizational process assets was employed. 3. A standard approach for discussing requested changes, preventive actions, corrective actions, and defect repairs was employed. 4. The processes decreased from 44 to 42. Two processes were deleted, two processes were added, and 6 processes were reconfigured into 4 processes in the Project Procurement Management Knowledge Area. 5. To provide clarity, a distinction was made between the project management plan and project documents used to manage the project. This copy is a PMI member benefit, not for distribution, sale or reproduction. XXIII A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 6. The distinction between the information in the Project Charter and the Project Scope Statement was clarified.

Contemporary Project Management

Author: Timothy Kloppenborg

Publisher: Cengage Learning

ISBN: 1305177460

Category: Business & Economics

Page: 480

View: 1807


Teach students to master the most proven methods in project management as well as exciting new techniques emerging from current industry and today's most recent research with Kloppenborg's CONTEMPORARY PROJECT MANAGEMENT, 3E. This text introduces time-tested manual techniques and progressive automated techniques, all consistent with the latest PMBOK Guide and integrated with Microsoft Project 2013. The book's focused approach is ideal for project management courses in both upper-level undergraduate and MBA-level programs. Students practice manual techniques to ensure that they fully grasp the principles behind the methods before learning to use Microsoft Project 2013, which is fully integrated into nine chapters of this edition, to complete tasks. Throughout the text, students have opportunities to build strong portfolios to showcase their skills in future interviews as they create specific deliverables for real-world projects, whether from working by themselves or as part of a group. To ensure that students understand the established standards in project management today and to prepare them to become Certified Project Management Professionals (PMP) if they choose, all content in CONTEMPORARY PROJECT MANAGEMENT is consistent with the knowledge areas and processes of the fifth edition of the PMBOK Guide. For quick reference, a list at the beginning of each chapter highlights the PMBOK topics covered, and all glossary definitions are consistent with the PMBOK Guide. Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.

Mastering Project Management Strategy and Processes

Proven Methods to Meet Organizational Goals

Author: Randal Wilson

Publisher: FT Press

ISBN: 0133854302

Category: Business & Economics

Page: 272

View: 899


Randal Wilson gives managers powerful insights and tools for structuring and managing any project based on business strategy and how that project will be used. Starting with project objectives, it demonstrates how to establish processes that optimally group actions at each stage of the project lifecycle -- thereby maximizing the likelihood of success. Mastering Project Management Strategy and Processes is part of a new series of six cutting-edge project management guides for both working practitioners and students. Like all books in this series, it offers deep practical insight into the successful design, management, and control of complex modern projects. Using real case studies and proven applications, expert authors show how multiple functions and disciplines can and must be integrated to achieve a successful outcome. Individually, these books focus on realistic, actionable solutions, not theory. Together, they provide comprehensive guidance for working project managers at all levels, as well as indispensable knowledge for anyone pursuing PMI/PMBOK certification or other accreditation in the field.

Information Technology as a Facilitator of Social Processes in Project Management and Collaborative Work

Author: Bagwell, Timothy C.,Cropf, Robert A.,Foster-Gadkari, Sheryl L.

Publisher: IGI Global

ISBN: 1522534725

Category: Business & Economics

Page: 217

View: 6918


Project management (PM), as a discipline, has been undergoing an incremental inclusion of theories, techniques, and processes fromfields related to organizational behavior. Parallel to this has been the dominance of Information Technology (IT) projects within the field of Project Management. Information Technology as a Facilitator of Social Processes in Project Management and Collaborative Work provides emerging research that bridges the gap between IT and project management. While highlighting the importance of Information Technology and the social process of work, the readers will learn how project management applies techniques to achieve objectives through IT projects. This book is an important resource for project managers, executives, IT managers, consultants, students, and educators.