Project Management Tools & Techniques: Best Practices in Project Management

Billows PMP, Dick

ISBN 10: 1730931618 / ISBN 13: 9781730931611

Editore: Independently published, 2018

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Used - Acceptable: All pages and the cover are intact, but shrink wrap, dust covers, or boxed set case may be missing. Pages may include limited notes, highlighting, or minor water damage but the text is readable. Item may be missing bundled media.

Codice articolo CSIV.1730931618.A

Dati bibliografici

• Titolo: Project Management Tools & Techniques: Best Practices in Project Management
• Editore: Independently published
• Data di pubblicazione: 2018
• Lingua: Inglese
• ISBN 10: 1730931618
• ISBN 13: 9781730931611
• Rilegatura: Brossura
• Condizione: acceptable

Descrizione articolo

Riassunto

Learn all 44 project management best practices in Communications, Scope, Cost, People Management, Quality, Procurement, Risk and Enterprise project management. See them illustrated with real examples from projects. You’ll see explanations of each practice and descriptions of how to use it. You’ll learn how to scale each best practice down for small projects and how to add on for a cross-functional project. Last, you will learn to how to add techniques to the best practices for large strategic initiatives. You will be able to apply the correct amount of every project technique for different situations. You can use these real life examples as your “cookbook” and follow the recipe for each technique in three project scenarios.Scenario #1: A new project manager with 3-7 team members from the same department. He works for a small rapidly growing startup. The company’s growth is slowed by customer service problems. Staff and resources are severely limited. The PM needs to design a project to fix the problem without busting the budget. He must work with marketing people who are nearly hysterical over losing clients because of the customer service problems. They need better systems, more efficient facilities and streamlined operations. Projects are fairly new to the company and the sponsor and affected managers don't know the roles they should play. Additionally, the management group has a problem setting priorities and sticking to them.Scenario #2: An Experienced PM with 5 years of experience in a medium-sized corporation. She is leading a team of 15 people from 4 different departments. The company is suffering from customer service problems that are causing customers to leave for smaller, more agile competitors. The Marketing department blames the Operations department and fingers are pointed in many other directions. Blame avoidance is a major issue. Significant amounts of money are involved. The PM is getting project change requests to add items that were cut from last year’s budget plus other “goodies." Additionally, everyone’s favorite vendors are wrestling for advantage in the upcoming competitive bidding. She also has problems building her team because departments are hedging on committing to lend resources to the project. Many of the team members see themselves as representing the interests of their “home” department rather than doing actual project work.Scenario #3: A senior project manager (engagement manager) for an international consulting firm. He is managing a strategic project to improve customer service for a client’s global operations. The team is composed of technical experts from the consulting firm as well as the client's employees. The client's employees are drawn from five countries, speak three different languages and have starkly different cultures. The client has tried to solve their customer service problems with solely internal teams on two occasions. Both efforts failed. The top client executive will be retiring in a year and the VP’s have already begun competing for the position. Everyone views the customer service improvement project as either a prize or a target.