The fast forward MBA in project management: the comprehensive, easy-to-read handbook for beginners and pros (Record no. 2834)
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| 000 -LEADER | |
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| fixed length control field | 10641nam a22002057a 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20220716132123.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 220716b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9781119700760 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.404 |
| Item number | VER |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Verzuh, Eric |
| 245 ## - TITLE STATEMENT | |
| Title | The fast forward MBA in project management: the comprehensive, easy-to-read handbook for beginners and pros |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 6th |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Name of publisher, distributor, etc. | John Wiley & Sons, Inc. |
| Place of publication, distribution, etc. | New Jersey |
| Date of publication, distribution, etc. | 2021 |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | xviii, 522 p. |
| 365 ## - TRADE PRICE | |
| Price type code | USD |
| Price amount | 29.95 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | TABLE OF CONTENTS<br/>Acknowledgments xiii<br/><br/>About the Author xv<br/><br/>Preface xvii<br/><br/>Part 1 Introduction<br/><br/>Chapter 1—Project Management: A Platform For Innovation 2<br/><br/>A Timeless Leadership Toolset 3<br/><br/>Project Management is Keeping Pace with Global Change 4<br/><br/>Project Management is an Essential Leadership Skillset 5<br/><br/>Successful Projects Deliver Value 6<br/><br/>The Art and Science of Project Leadership 6<br/><br/>A Practical Checklist for Successful Projects: How This Book Will Help You 8<br/><br/>Beyond the Book: Tools for Application and Continuous Learning 12<br/><br/>End Point 13<br/><br/>Stellar Performer: OrthoSpot 14<br/><br/>Stellar Performer: PM4NGOs 15<br/><br/>Chapter 2—Project Leadership: People Before Process 16<br/><br/>The Project Leadership Challenge 17<br/><br/>Build a Team Culture Suited to a Journey of Discovery 19<br/><br/>Temporary Teams Form Before They Perform 21<br/><br/>Build Personal Authority and Influence 24<br/><br/>Project Leaders Need Political Savvy 25<br/><br/>Your Decision to Lead 26<br/><br/>End Point 28<br/><br/>Chapter 3—Foundation Principles of Project Management 29<br/><br/>Projects Require Project Management 29<br/><br/>How a Project is Defined 30<br/><br/>The Challenge of Managing Projects 31<br/><br/>The Evolution of a Discipline 32<br/><br/>The Definition of Project Success 36<br/><br/>Project Management Functions 38<br/><br/>Project Life Cycle 40<br/><br/>Organizing for Projects 43<br/><br/>Project Managers Are Leaders 44<br/><br/>End Point 45<br/><br/>Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 46<br/><br/>Chapter 4—Agile and Waterfall: Choose A Development Process 51<br/><br/>Defining Value: A New Lens for Judging Projects Informs the Development Process 52<br/><br/>Choose a Product Development Process That Delivers Value 53<br/><br/>Best Practices for Capturing Requirements Are Integrated into a Product Development Process 57<br/><br/>A Development Process is Not Project Management 58<br/><br/>Waterfall or Agile: Which Delivers the Best Value? 58<br/><br/>Common Agile Practices 63<br/><br/>Common Agile Benefits 65<br/><br/>Choosing Between Agile and Waterfall Development 67<br/><br/>Innovation Projects Experiment to Discover Desirability and Viability 69<br/><br/>Product Development Methods Influence Project Management 70<br/><br/>End Point 71<br/><br/>Stellar Performer: The Lean Startup Innovation Movement 72<br/><br/>Part 2 Defining The Project<br/><br/>Chapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case 78<br/><br/>Project Initiation’s Place in the Project Life Cycle 79<br/><br/>A Mini-Analysis Phase or a Complete Project 79<br/><br/>The Role of a Project Manager in Project Initiation 80<br/><br/>A Business Case Defines the Future Business Value 81<br/><br/>Business Risk and Project Risk 82<br/><br/>Managing Requirements is Tightly Linked to Project Initiation 82<br/><br/>Common Principles for Project Initiation 84<br/><br/>Project Selection and Prioritization 89<br/><br/>Basic Business Case Content 90<br/><br/>Designing a Realistic Initiation Process 94<br/><br/>Project Leadership: Focus on Value 94<br/><br/>End Point 95<br/><br/>Fast Foundation in Project Management 95<br/><br/>Stellar Performer: The Logical Framework Approach 96<br/><br/>Chapter 6—Engage Your Stakeholders and Win Their Cooperation 105<br/><br/>Stakeholder Focus Throughout the Life of the Project 106<br/><br/>Stakeholder Management is Risk Management for People 108<br/><br/>Stakeholder Roles on Every Project 109<br/><br/>Stakeholder Roles: Project Manager 109<br/><br/>Stakeholder Roles: Project Team 110<br/><br/>Stakeholder Roles: Management 111<br/><br/>Stakeholder Roles: The Customer 114<br/><br/>Affected Stakeholders Can Make Crucial Contributions 116<br/><br/>Engage Affected Stakeholders 118<br/><br/>Lead the Stakeholders 118<br/><br/>End Point 119<br/><br/>Fast Foundation in Project Management 119<br/><br/>Chapter 7—Write The Rules: Manage Expectations and Define Success 121<br/><br/>Project Rules Are the Foundation 122<br/><br/>Publish a Project Charter 124<br/><br/>Write a Project Charter 126<br/><br/>Responsibility Matrix 134<br/><br/>End Point 136<br/><br/>Fast Foundation in Project Management 138<br/><br/>Part 3 The Planning Process<br/><br/>Chapter 8—Risk Management: Minimize The Threats To Your Project 143<br/><br/>All Project Management is Risk Management 145<br/><br/>The Risk Management Framework 147<br/><br/>Step One: Identify the Risks 149<br/><br/>Step Two: Analyze and Prioritize the Risks 153<br/><br/>Step Three: Develop Response Plans 159<br/><br/>Step Four: Establish Contingency and Reserve 165<br/><br/>Step Five: Continuous Risk Management 166<br/><br/>Unexpected Leadership 167<br/><br/>End Point 168<br/><br/>Fast Foundation in Project Management 168<br/><br/>Chapter 9—A Work Breakdown Structure Makes A Project Manageable 170<br/><br/>Defining the Work Breakdown Structure 171<br/><br/>Building a Work Breakdown Structure 175<br/><br/>Criteria for a Successful Work Breakdown Structure 177<br/><br/>Work Package Size 181<br/><br/>When Very Small Tasks Make Sense 182<br/><br/>Planning for Quality 183<br/><br/>Breaking Down Large Programs 184<br/><br/>Contractors or Vendors Can Provide a WBS 185<br/><br/>End Point 186<br/><br/>Chapter 10—Realistic Scheduling 188<br/><br/>Planning Overview 189<br/><br/>Planning Step Two: Identify Task Relationships 190<br/><br/>Planning Step Three: Estimate Work Packages 195<br/><br/>Planning Step Four: Calculate an Initial Schedule 201<br/><br/>Planning Step Five: Assign and Level Resources 208<br/><br/>Small Projects Need Smaller Plans 220<br/><br/>End Point 221<br/><br/>Fast Foundation in Project Management 222<br/><br/>Chapter 11—Manage Agile Development With Scrum 223<br/><br/>Scrum is a Framework 225<br/><br/>Scrum at a Glance 225<br/><br/>Managing the Product Backlog 230<br/><br/>Make the Plan Visible: Task Boards and Burndown Charts 232<br/><br/>Key Factors for Scrum to Be Effective 235<br/><br/>Scrum and Project Management 236<br/><br/>End Point 236<br/><br/>Chapter 12—The Art and Science of Accurate Estimating 238<br/><br/>Estimating Fundamentals 239<br/><br/>Estimating Techniques 245<br/><br/>Building the Detailed Budget Estimate 255<br/><br/>Generating the Cash Flow Schedule 262<br/><br/>End Point 263<br/><br/>Fast Foundation in Project Management 264<br/><br/>Stellar Performer: Tynet, Inc. 265<br/><br/>Chapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope 269<br/><br/>Three Levels of Balancing a Project 270<br/><br/>Balancing at the Project Level 271<br/><br/>Balancing at the Business Case Level 281<br/><br/>Balancing at the Enterprise Level 285<br/><br/>End Point 286<br/><br/>Stellar Performer: Seattle Mariners Baseball Park 287<br/><br/>Stellar Performer: Boeing 767-400ER Program 291<br/><br/>Chapter 14—Managing Creative Projects: Insights From Media and Entertainment 294<br/><br/>Lessons from Film, Television, and Video Production 295<br/><br/>Lessons from Creating Video Games 299<br/><br/>Lessons from Music Production 302<br/><br/>Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305<br/><br/>End Point 310<br/><br/>Stellar Performer: Flexible Life Cycle Transcends Industries 311<br/><br/>Part 4 Controlling The Project<br/><br/>Chapter 15—Build A High-Performance Project Team 314<br/><br/>A Framework for Building High-Performance Teams 318<br/><br/>Leadership Responsibilities 323<br/><br/>Building a Positive Team Culture 324<br/><br/>Ground Rules 325<br/><br/>Team Identity 326<br/><br/>Team Listening Skills 331<br/><br/>Meeting Management 335<br/><br/>Collaborative Problem-Solving 337<br/><br/>Problem Analysis 338<br/><br/>Decision Modes 340<br/><br/>Conflict Management 345<br/><br/>Continuous Learning 348<br/><br/>Job Satisfaction 353<br/><br/>End Point 353<br/><br/>Fast Foundation in Project Management 354<br/><br/>Stellar Performer: Habitat for Humanity 355<br/><br/>Chapter 16—Communicate With Project Stakeholders 357<br/><br/>Embrace Your Role as a Leader 358<br/><br/>Creating a Communication Plan 358<br/><br/>Communicating Within the Project Team 365<br/><br/>Virtual Teams Benefit from Formal Communication 371<br/><br/>Closeout Reporting 374<br/><br/>End Point 375<br/><br/>Fast Foundation in Project Management 376<br/><br/>Stellar Performer: Lockheed Martin Aeronautics 377<br/><br/>Chapter 17—Change Management: Engage Your Stakeholders To Maximize Value 381<br/><br/>Why the People Side Matters 382<br/><br/>Outcomes Desired: Individual Change Management Using ADKAR 385<br/><br/>Actions Required: Organizational Change Management 389<br/><br/>Roles: Who Does Change Management 391<br/><br/>End Point 392<br/><br/>Chapter 18—Control Scope To Deliver Value 393<br/><br/>The Change Control Process 394<br/><br/>Configuration Management 400<br/><br/>Change Control is Essential for Managing Expectations 402<br/><br/>End Point 402<br/><br/>Fast Foundation in Project Management 402<br/><br/>Chapter 19—Measure Progress 404<br/><br/>Measuring Schedule Performance 404<br/><br/>Measuring Cost Performance 409<br/><br/>Earned Value Reporting 411<br/><br/>Escalation Thresholds 419<br/><br/>Cost and Schedule Baselines 421<br/><br/>End Point 423<br/><br/>Chapter 20—Solve Common Project Problems 425<br/><br/>Responsibility Beyond Your Authority 425<br/><br/>Disaster Recovery 426<br/><br/>When the Customer Delays the Project 427<br/><br/>The Impossible Dream 428<br/><br/>Fighting Fires 429<br/><br/>Managing Volunteers 429<br/><br/>End Point 430<br/><br/>Part 5 Advancing Your Practice of Project Management<br/><br/>Chapter 21—Enterprise Project Management: Align Projects With Strategy 433<br/><br/>Defining Enterprise Project Management 435<br/><br/>Three Tiers of Management Within EPM: Portfolio, Program, Project 436<br/><br/>The Four Components of EPM: Process, People, Technology, PMO 440<br/><br/>Establish Consistent EPM Processes 441<br/><br/>Technology Enables EPM Processes 444<br/><br/>The People Who Deliver Projects 447<br/><br/>Support Project Management: The Project Management Office 448<br/><br/>End Point 456<br/><br/>Stellar Performer: Bill & Melinda Gates Foundation 458<br/><br/>Chapter 22—Requirements: Describe The Solution Target 465<br/><br/>Requirements and Project Management Are Intimately Connected 466<br/><br/>Requirement Types Illustrate the Evolving Product Vision 467<br/><br/>Requirements Scope and Processes 469<br/><br/>Requirements Development Activities 471<br/><br/>Requirements Management Activities 474<br/><br/>The Audience for Requirements 476<br/><br/>End Point 478<br/><br/>Chapter 23—Use The Quality Discipline To Hit The Target 480<br/><br/>The Cost of Quality 481<br/><br/>Build the Quality Discipline into a Project 483<br/><br/>Quality Assurance and Quality Control 485<br/><br/>Quality Practices Improve Requirements 487<br/><br/>The Quality Discipline Improves Processes 488<br/><br/>Quality is an Organizational Commitment 490<br/><br/>End Point 491<br/><br/>Chapter 24—Pass The Pmp Exam 493<br/><br/>Requirements to Earn the PMP 494<br/><br/>Top 10 Study Tips for the PMP Exam 494<br/><br/>End Point 497<br/><br/>Appendix A: Forms Available Online 498<br/><br/>Appendix B: The Detailed Planning Model 499<br/><br/>Notes 508<br/><br/>Index 511 |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Project management |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Leadership |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Koha item type | Book |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Collection code | Bill No | Bill Date | Home library | Current library | Shelving location | Date acquired | Source of acquisition | Cost, normal purchase price | Total Checkouts | Full call number | Accession Number | Date last seen | Copy number | Cost, replacement price | Price effective from | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Dewey Decimal Classification | Operations Management & Quantitative Techniques | TB842 | 30-06-2022 | Indian Institute of Management LRC | Indian Institute of Management LRC | General Stacks | 07/16/2022 | Technical Bureau India Pvt. Ltd. | 1575.37 | 658.404 VER | 002801 | 07/16/2022 | 1 | 2396.00 | 07/16/2022 | Book |