Introduction |
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xiii | |
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Project Management Framework |
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1 | (28) |
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2 | (1) |
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2 | (1) |
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3 | (13) |
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4 | (1) |
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Distinguishing Projects from Operations |
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5 | (1) |
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Understanding Progressive Elaboration |
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6 | (1) |
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7 | (1) |
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Understanding the Project Lifecycle |
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8 | (3) |
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Understanding Project Management Knowledge Areas |
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11 | (5) |
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Introducing Project Stakeholders |
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16 | (3) |
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Identifying Project Stakeholders |
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16 | (1) |
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Identifying the Stakeholder Within |
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17 | (2) |
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Organizational Influences on Projects |
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19 | (4) |
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20 | (1) |
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21 | (1) |
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22 | (1) |
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23 | (2) |
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23 | (1) |
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Project Team and Project Management Team |
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24 | (1) |
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24 | (1) |
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25 | (2) |
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27 | (1) |
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27 | (2) |
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29 | (20) |
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30 | (1) |
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30 | (1) |
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Understanding Project Selection |
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31 | (3) |
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Benefit Measurement Methods |
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31 | (2) |
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Constrained Optimization Methods |
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33 | (1) |
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34 | (1) |
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Identifying the Project Stakeholders |
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34 | (1) |
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Developing a Project Charter |
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35 | (5) |
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Input to Developing the Project Charter |
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36 | (2) |
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Tools and Techniques for Developing the Project Charter |
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38 | (1) |
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Output of Developing the Project Charter |
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38 | (2) |
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Developing a Preliminary Project Scope Statement |
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40 | (2) |
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Input to Developing the Preliminary Project Scope Statement |
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40 | (1) |
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Tools and Techniques for Developing the Preliminary Project Scope Statement |
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41 | (1) |
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The Preliminary Project Scope Statement |
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41 | (1) |
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Obtaining Project Charter Approval |
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42 | (1) |
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43 | (2) |
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45 | (1) |
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46 | (3) |
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Planning the Project Scope |
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49 | (22) |
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50 | (1) |
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Creating the Project Management Plan |
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50 | (1) |
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51 | (1) |
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Developing the Project Scope Management Plan |
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52 | (3) |
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53 | (1) |
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Tools and Techniques for Scope Planning |
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53 | (1) |
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54 | (1) |
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Defining the Project Scope |
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55 | (5) |
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Input to Scope Definition |
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55 | (1) |
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Tools and Techniques for Scope Definition |
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56 | (1) |
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Output of Scope Definition |
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56 | (4) |
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Creating a Work Breakdown Structure (WBS) |
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60 | (4) |
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61 | (1) |
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62 | (2) |
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64 | (2) |
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66 | (1) |
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67 | (1) |
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68 | (3) |
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Planning Quality and Risk Management |
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71 | (42) |
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72 | (1) |
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72 | (1) |
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73 | (3) |
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Input to Quality Planning |
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74 | (1) |
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Tools and Techniques Used for Quality Planning |
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75 | (1) |
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Output of Quality Planning |
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75 | (1) |
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76 | (2) |
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78 | (5) |
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Input to Risk Management Planning |
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78 | (1) |
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Tools and Techniques for Risk Management Planning |
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79 | (1) |
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Output of Risk Management Planning |
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79 | (4) |
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83 | (4) |
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Input to Risk Identification |
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83 | (1) |
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Tools and Techniques for Risk Identification |
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84 | (2) |
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The Risk Register: The Output of Risk Identification |
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86 | (1) |
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87 | (10) |
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87 | (4) |
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91 | (6) |
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Planning the Risk Response |
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97 | (5) |
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Input to Risk Response Planning |
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97 | (1) |
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Tools and Techniques for Risk Response Planning |
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98 | (2) |
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Output of Risk Response Planning |
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100 | (2) |
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The Big Picture of Quality and Risk Management |
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102 | (2) |
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104 | (2) |
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106 | (2) |
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108 | (5) |
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Planning the Project Schedule |
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113 | (42) |
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114 | (1) |
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The Long and Winding Road to the Project Schedule |
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114 | (2) |
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116 | (4) |
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Input to Activity Definition |
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117 | (1) |
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Tools and Techniques for Activity Definition |
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117 | (2) |
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Output of Activity Definition |
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119 | (1) |
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Sequencing Schedule Activities |
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120 | (5) |
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Tools and Techniques for Activity Sequencing |
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121 | (3) |
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Output of Activity Sequencing |
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124 | (1) |
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Estimating Activity Resource Requirements |
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125 | (2) |
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Input to Activity Resource Estimating |
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125 | (1) |
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Tools and Techniques for Activity Resource Estimating |
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126 | (1) |
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Output of Activity Resource Estimating |
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127 | (1) |
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Estimating Activity Duration |
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127 | (5) |
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Input to Activity Duration Estimating |
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128 | (2) |
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Tools and Techniques for Activity Duration Estimating |
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130 | (1) |
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Output of Activity Duration Estimating |
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131 | (1) |
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Developing the Project Schedule |
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132 | (8) |
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Input to Schedule Development |
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132 | (1) |
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Tools and Techniques for Schedule Development |
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133 | (5) |
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Output of the Schedule Development Process |
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138 | (2) |
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140 | (6) |
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Input to Human Resource Planning |
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140 | (2) |
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Tools and Techniques for Human Resource Planning |
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142 | (2) |
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Output of Human Resource Planning |
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144 | (2) |
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146 | (2) |
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148 | (2) |
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150 | (5) |
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155 | (48) |
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157 | (1) |
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157 | (2) |
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Directing and Managing Project Execution |
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159 | (3) |
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Input to Directing and Managing Project Execution |
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160 | (1) |
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Tools and Techniques for Directing and Managing Project Execution |
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161 | (1) |
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Output of Directing and Managing Project Execution |
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161 | (1) |
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162 | (5) |
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Input to Acquiring the Project Team |
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163 | (2) |
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Tools and Techniques for Acquiring the Project Team |
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165 | (2) |
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Output of Acquiring the Project Team |
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167 | (1) |
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Developing the Project Team |
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167 | (5) |
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Managing the Project Team |
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172 | (7) |
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Input to Managing the Project Team |
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173 | (1) |
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Tools and Techniques for Managing the Project Team |
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174 | (3) |
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Output of Managing the Project Team |
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177 | (2) |
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Performing Quality Assurance |
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179 | (4) |
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Input to Performing Quality Assurance |
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180 | (1) |
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Tools and Techniques for Performing Quality Assurance |
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181 | (1) |
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Output of Performing Quality Assurance |
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182 | (1) |
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Procurement of Project Resources |
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183 | (13) |
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184 | (3) |
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Implementing the Procurement of Project Resources |
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187 | (9) |
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196 | (2) |
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198 | (1) |
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199 | (4) |
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Monitoring and Controlling Projects |
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203 | (40) |
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204 | (1) |
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Monitoring and Controlling the Project Work |
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204 | (2) |
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Integrated Change Control Process |
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206 | (3) |
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Input to Integrated Change Control |
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207 | (1) |
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Tools and Techniques for Integrated Change Control |
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208 | (1) |
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Output from Integrated Change Control |
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209 | (1) |
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209 | (10) |
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211 | (1) |
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Tools and Techniques for Quality Control |
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212 | (6) |
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Output of Quality Control |
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218 | (1) |
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Controlling Changes in Cost, Schedule, and Scope |
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219 | (6) |
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221 | (3) |
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224 | (1) |
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225 | (7) |
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Performance Measurement Analysis for Cost Control |
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225 | (7) |
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Monitoring and Controlling Risks |
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232 | (3) |
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Tools and Techniques for Risk Monitoring and Controlling |
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232 | (2) |
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Output from Risk Monitoring and Controlling |
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234 | (1) |
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235 | (2) |
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237 | (2) |
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239 | (4) |
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243 | (16) |
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Understanding Project Closure |
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245 | (2) |
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Performing Project Closure |
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247 | (3) |
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Input to the Close Project Process |
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247 | (1) |
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Tools and Techniques for the Close Project Process |
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248 | (1) |
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Output of the Close Project Process |
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249 | (1) |
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Performing Contract Closure |
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250 | (2) |
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Input to the Contract Closure Process |
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250 | (1) |
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Tools and Techniques for the Contract Closure Process |
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251 | (1) |
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Output of the Contract Closure Process |
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251 | (1) |
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252 | (2) |
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252 | (1) |
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253 | (1) |
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Saying Goodbye: The Project Turnover |
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254 | (1) |
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254 | (2) |
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256 | (1) |
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256 | (3) |
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Performing Professional Responsibility |
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259 | (12) |
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Ensuring Individual Integrity |
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260 | (1) |
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Contributing to the Knowledge Base |
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261 | (1) |
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Enhancing Individual Professional Competence |
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262 | (1) |
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Promoting Interaction among Stakeholders |
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263 | (1) |
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Getting It Straight from the Horse's Mouth |
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263 | (3) |
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Project Management Institute PMP Code of Professional Conduct |
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264 | (2) |
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Dealing with Unprofessional Conduct |
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266 | (1) |
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266 | (2) |
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268 | (3) |
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Appendix A Answers to Chapter Review Questions |
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271 | (24) |
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272 | (1) |
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273 | (3) |
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276 | (2) |
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278 | (3) |
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281 | (4) |
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285 | (3) |
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288 | (3) |
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291 | (2) |
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293 | (2) |
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295 | (74) |
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296 | (39) |
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335 | (34) |
Glossary |
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369 | (10) |
Index |
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379 | |