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Chapter 1: Introducing Project Management
Figure 1-1: Progressive elaboration is the refinement of project concept to project plan.
Figure 1-2: Programs contain multiple projects working towards one goal.
Chapter 2: Examining the Project Management Framework
Figure 2-1: The project life cycle for Project HollyWorks
Figure 2-2: Each layer of an organization supports the layer above.
Figure 2-3: Project managers can expect varying levels of authority in each of the organizational structures.
Figure 2-4: Projects in functional organizations route communications through functional managers.
Figure 2-5: Composite structures are blends of traditional organizational methods.
Chapter 3: Examining the Project Management Processes
Figure 3-1: Process groups overlap other groups.
Figure 3-2: Network diagrams illustrate the sequence of events.
Figure 3-3: Cash flow projections allow an organization to plan for expenses.
Figure 3-4: Closing processes can be completed within projects and within project phases.
Figure 3-5: The processes within a project are interrelated.
Figure 3-6: Facilitating processes support core processes.
Chapter 4: Implementing Project Integration Management
Figure 4-1: Project integration management uses Development, Execution, and Integrated Change Control.
Figure 4-2: The Planning Processes require documentation and a logical, systematic approach.
Figure 4-3: All change requests must pass through Integrated Change Control.
Chapter 5: Managing the Project Scope
Figure 5-1: The weighted model bases project selection on predefined values.
Figure 5-2: This section of the WBS has been expanded to offer more detail.
Figure 5-3: This section of the WBS has been expanded to offer more detail.
Chapter 6: Introducing Project Time Management
Figure 6-1: Time management relies on several inputs to help build and control the schedule.
Figure 6-2: Activity lists are organized as extensions of the WBS.
Figure 6-3: Activity sequencing relies on inputs to create the final sequence of events.
Figure 6-4: PDM relationships can vary, but most use the finish-to-start approach.
Figure 6-5: Project calendars determine when the project work will take place.
Figure 6-6: PERT uses a weighted average to predict when the activities will end.
Figure 6-7: Scheduling follows many rules to arrive at the project destination.
Figure 6-8: Resource leveling smoothes the schedule, but may extend the project end date.
Chapter 7: Introducing Project Cost Management
Figure 7-1: Project management software can assist in resource planning.
Figure 7-2: Resource planning identifies all of the required resources.
Figure 7-3: Cost baselines show predicted project and phase performance.
Figure 7-4: A Cost Change Control System tracks and documents cost change issues.
Figure 7-5: Earned value management measures project performance.
Figure 7-6: There are many approaches to calculating the EAC.
Chapter 8: Introducing Project Quality Management
Figure 8-1: Cause-and-effect diagrams show the relation of variables to the quality problem.
Figure 8-2: Process flow charts illustrate how a system process unfolds.
Figure 8-3: Control charts illustrate the results of inspections.
Figure 8-4: A Pareto diagram is a histogram that ranks the issues from largest to smallest.
Chapter 9: Introducing Project Human Resource Management
Figure 9-1: Maslow says people work for self-actualization.
Figure 9-2: The absence of hygiene factors causes a worker’s performance to suffer.
Figure 9-3: Management believes “X” people are bad and “Y” people are good.
Figure 9-4: A Responsibility Assignment Matrix can map work to project team members.
Figure 9-5: Resource histograms illustrate the demand for labor.
Figure 9-6: Organizational charts identify reporting relationships within a project.
Chapter 10: Introducing Project Communications Management
Figure 10-1: Communication channels must be identified.
Figure 10-2: Sender models can vary based on the modality of the message.
Figure 10-3: Earned Value can show and predict project performance.
Figure 10-4: A bull’s eye can determine when communication to management is required.
Chapter 11: Introducing Project Risk Management
Figure 11-1: The value of the project is relational to the cost of risk avoidance.
Figure 11-2: The WBS can help identify risks within the project.
Figure 11-3: Many factors contribute to qualitative risk analysis.
Figure 11-4: A probability-impact matrix measures the identified risks within the project.
Figure 11-5: A probability-impact matrix scores the identified risks.
Figure 11-6: Distributions illustrate the likelihood and impact of an event.
Figure 11-7: Decision trees analyze the probability of events and calculate decision value.
Figure 11-8: Risk responses can be remembered through a simple analogy.
Chapter 12: Introducing Project Procurement Management
Figure 12-1: Make-or-buy formulas are common question topics on the PMP exam.
Figure 12-2: FIxed-Price Contracts transfer the risk to the seller.
Figure 12-3: Time and Materials contracts must be kept in check or expenses can skyrocket.
Figure 12-4: Solicitation planning prepares the performing organization to solicit products from sellers.
Figure 12-5: Weighting systems remove personal preferences from the selection process.
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PMP Project Management Professional Study Guide, Third Edition (Certification Press)
ISBN: 0071626735
EAN: 2147483647
Year: 2004
Pages: 209
Authors:
Joseph Phillips
BUY ON AMAZON
ERP and Data Warehousing in Organizations: Issues and Challenges
ERP Systems Impact on Organizations
The Second Wave ERP Market: An Australian Viewpoint
The Effects of an Enterprise Resource Planning System (ERP) Implementation on Job Characteristics – A Study using the Hackman and Oldham Job Characteristics Model
Relevance and Micro-Relevance for the Professional as Determinants of IT-Diffusion and IT-Use in Healthcare
Development of Interactive Web Sites to Enhance Police/Community Relations
Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project
Why Project Risk Management?
Identifying Project Scope Risk
Identifying Project Resource Risk
Managing Activity Risks
Managing Project Risk
Kanban Made Simple: Demystifying and Applying Toyotas Legendary Manufacturing Process
Conduct Data Collection
Improving the Kanban
Appendix B Kanban Supermarkets
Appendix F Implementation in Large Plants
Appendix I Case Study 2: Rubber Extrusion Plant
Cisco CallManager Fundamentals (2nd Edition)
Cisco CallManager Architecture
Case Studies
Overview of Circuit-Switched Interfaces
Hints on Processing CDR Data
Cisco CallManager Feature List
101 Microsoft Visual Basic .NET Applications
Working with the Microsoft Visual Basic .NET Language
Working with Console Applications
Working with the .NET Framework
Coding Conventions
Windows Server 2003 for .NET Developers
Extending and Embedding PHP
Building PHP
Persistent Resources
Userspace Superglobals
Diverting the Stream
Summary
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