Effective Project Management: Traditional, Agile, Extreme [Robert K. Wysocki] on A Project Manager's Book of Forms: A Companion to the PMBOK Guide. Effective Project Management: Traditional, Agile, Extreme, 7th Edition [Robert K. A Project Manager's Book of Forms: A Companion to the PMBOK Guide. Exercises for Effective Project Management slides for all figures and tables, the book is ideal for instructors and students as well as active project managers.
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Effective Project Management book. Read 12 reviews from the world's largest community for readers. With pages of new content, the fifth edition of th. Effective Project Management: Traditional, Agile, Extreme is positioned as a guide for Project Managers, and those who are studying or. ment. One of his books, Effective Project Management, 6th Edition, has been a best seller and is recommended by the Project Management Institute for the.
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Project Management Books. What Customers Say B. Why download the Book As the Project Management landscape continues to change, practitioners will find that the traditional models and techniques may no longer yield the best results.
Authors The author, Robert K. Leave a Reply Cancel reply. Book Description The popular guide to the project management body of knowledge, now fully updated Now in its seventh edition, this comprehensive guide to project management has long been considered the standard for both professionals and academics.
Serves as a comprehensive guide to project management for both educators and project management professionals Completely updated to cover the new PMBOK 5 Examines traditional, agile, and extreme project management techniques; the Enterprise Project Management Model; and Kanban and Scrumban methodologies Includes a companion website with exercises and solutions and well as PowerPoint slides for all the figures and tables used Written by well-known project management expert Robert Wysocki Effective Project Management, Seventh Edition remains the comprehensive resource for project management practitioners, instructors, and students.
Table of Contents Cover Part I: Understanding the Project Management Landscape Chapter 1: What Is a Project? What Is Project Management? Traditional Project Management Chapter 4: Complex Project Management Chapter 9: What Is Emertxe Project Management? Implications of Adding Contract Team Members 5. Balancing a Team 5. Assimilating 5. Diverging 5. Accommodating 5. Converging 5. Developing a Team Deployment Strategy 5. Developing a Team Development Plan 5. Conducting the Project Kick-Off Meeting 5.
Sponsor-Led Part 5. Project Manager—Led Part 5. Purpose of the Project Kick-Off Meeting 5. Attendees 5. Facilities and Equipment 5. The Working Session Agenda 5. Writing the Project Definition Statement 5. Reviewing the Project Plan 5. Finalizing the Project Schedule 5. Writing Work Packages 5.
Establishing Team Operating Rules 5. Situations that Require Team Operating Rules 5. Problem Solving 5. Decision Making 5.
Selecting the Appropriate Decision-Making Model 5. Decision Making and the Learning Styles Inventory 5. Conflict Resolution 5. Consensus Building 5. Brainstorming 5. Team Meetings 5. Daily Status Meetings 5. Problem Resolution Meetings 5. Project Review Meetings 5. Team War Room 5. Physical Layout 5. Variations 5. Operational Uses 5. Managing Scope Changes 5.
The Scope Change Management Process 5. Management Reserve 5. Scope Bank 5. Managing Team Communications 5. Establishing a Communications Model 5. Timing 5. Content 5. Choosing Effective Channels 5. Managing Communication beyond the Team 5. Managing Communications with the Sponsor 5.
Upward Communication Filtering and "Good News" 5. Communicating with Other Stakeholders 5. Assigning Resources 5. Leveling Resources 5.
Acceptably Leveled Schedule 5. Resource-Leveling Strategies 5. Utilizing Available Slack 5. Shifting the Project Finish Date 5. Smoothing 5. Alternative Methods of Scheduling Tasks 5.
Further Decomposition of Tasks 5. Stretching Tasks 5. Assigning Substitute Resources 5. Cost Impact of Resource Leveling 5.
Purpose of a Work Package 5. Format of a Work Package 5. Work Package Assignment Sheet 5.
Work Package Description Report 5. Putting It All Together 5. Discussion Questions 6. How to Monitor and Control a Project 6. Establishing Your Progress Reporting System 6. Types of Project Status Reports 6. Current Period Reports 6. Cumulative Reports 6. Exception Reports 6. Stoplight Reports 6. Variance Reports 6. How and What Information to Update 6. Frequency of Gathering and Reporting Project Progress 6.
Variances 6. Positive Variances 6. Negative Variances 6. Applying Graphical Reporting Tools 6. Gantt Charts 6. Burn Charts 6. Milestone Trend Charts 6. Earned Value Analysis 6.
Integrating Earned Value 6. Integrating Milestone Trend Data 6. Managing the Scope Bank 6. Building and Maintaining the Issues Log 6.
Managing Project Status Meetings 6. Who Should Attend Status Meetings? When Are Status Meetings Held? What Is the Purpose of a Status Meeting? What Is the Status Meeting Format? The Minute Daily Status Meeting 6. Problem Management Meetings 6. Defining a Problem Escalation Strategy 6. Project Manager-Based Strategies 6. Resource Manager-Based Strategies 6. Client-Based Strategies 6. The Escalation Strategy Hierarchy 6. Gaining Approval to Close the Project 6.
Putting It All Together 6. Discussion Questions 7. How to Close a Project 7. Writing and Maintaining Client Acceptance Procedures 7. Closing a Project 7. Getting Client Acceptance 7. Ceremonial Acceptance 7. Formal Acceptance 7. Installing Project Deliverables 7. Phased Approach 7. Cut-Over Approach 7. Parallel Approach 7. By-Business-Unit Approach 7. Documenting the Project 7. Reference for Future Changes in Deliverables 7.
Training Resource for New Project Managers 7.
Conducting the Post-Implementation Audit 7. Writing the Final Report 7. Celebrating Success 7. Putting It All Together 7. Discussion Questions II.
Project Management Landscape 8. Assessing Goal and Solution Clarity and Completeness 8. Low Complexity 8. Few Scope Change Requests 8. Well-Understood Technology Infrastructure 8. Low Risk 8. Experienced and Skilled Project Teams 8. Plan-driven TPM Projects 8. A Critical Problem without a Known Solution 8.
A Previously Untapped Business Opportunity 8. Meaningful Client Involvement Is Essential 8. A New Technology without a Known Application 8. Requirements 8.
Flexibility 8. Adaptability 8. Change 8. Risk vs. Team Cohesiveness vs. Communications vs. Client Involvement vs. The Client's Comfort Zone 8. Ownership by the Client 8. Client Sign-Off 8. Specification vs. Change vs. Business Value vs. Total Cost 8. Duration 8. Market Stability 8. Technology 8. Business Climate 8. Number of Departments Affected 8. Organizational Environment 8.
Team Skills and Competencies 8. Introducing Project Management Life Cycles 8. Traditional Project Management Approaches 8. Agile Project Management Approaches 8. Extreme Project Management Approach 8. Putting It All Together 8. Discussion Questions 9. Traditional Project Management 9. What Is Traditional Project Management? Linear Project Management Life Cycle 9. Definition 9. Characteristics 9. Few Expected Scope Change Requests 9. Routine and Repetitive Activities 9.
Build and Use a Library of Templates 9. Keep and Post the History of Lessons Learned 9. Benefits of Using Established Templates 9. Increases Standard Practices 9. Establishes an Archive of Project Artifacts 9. Strengths 9. Resource Requirements Are Known from the Start 9. Weaknesses 9. Costs Too Much 9. Requires Complete and Detailed Plans 9. Must Follow a Rigid Sequence of Processes 9. Is Not Focused on Client Value 9. Considerations in Choosing a Variation 9. Swim Lane Cohesiveness 9. Increased Risk 9.
Incremental Project Management Life Cycle 9. Produces Business Value Early in the Project 9. Offers a Product Improvement Opportunity 9. Partitioning the Functions May Be Problematic 9. Putting It All Together 9. Discussion Questions Using Critical Chain Project Management What Is the Critical Chain?
Variation in Duration: Common Cause versus Special Cause Statistical Validation of the Critical Chain Approach Step 1: Step 2: Step 3: Resolving Resource Conflicts Establishing Buffers Defining Buffers Types of Buffers Project Buffers Feeding Buffers Resource Buffers Other Buffers Using Buffers Managing Buffers Penetration into the First Third of the Buffer Penetration into the Middle Third of the Buffer Penetration into the Final Third of the Buffer Putting It All Together Agile Project Management What Is Agile Project Management?
Implementing APM Projects Cross-Project Dependencies Project Portfolio Management Iterative Project Management Life Cycle Most of the Solution Is Clearly Known Likely to be Multiple Scope Change Requests Concern about Lack of Client Involvement Characteristics Strengths Adaptable to Changing Business Conditions Weaknesses Requires Co-Located Teams Difficult to Implement Intermediate Solutions Inception Elaboration Construction Transition Intuitive to the Client Easily Engages the Client Immediate Feedback on the Effect of Solution Change Tolerant of Assessing and Evaluating the Impact of Alternatives No Fixed Deadline for Completion Adaptive Project Management Life Cycle Definition Increasing at an Increasing Rate Increasing at a Decreasing Rate Decreasing at an Increasing Rate Iterative Structure Just-in-Time Planning Critical Mission Projects Thrives on Change through Learning and Discovery Must Have Meaningful Client Involvement Speculate Collaborate Learn Adaptive Project Framework What is the Adaptive Project Framework?
APF Core Values Version Scope Prioritization Approaches Cycle Plan Cycle Build Client Checkpoint The Updated Contents of the Scope Bank Post-Version Review Adapting APF Implementing APF Value of APF to Organizations Scrum Idea Proposed Developing and Prioritizing a List of Functionality Sprint Planning Meeting Demo Sprint Functionality Review the Six Questions from Chapter 2 Continuously Review the Model during the Project Closing the Project Extreme Project Management What Is Extreme Project Management?
Extreme Project Management Life Cycle High Speed High Change High Uncertainty Keeps Options Open as Late as Possible INitiate Defining the Project Goal Establishing a Project Timebox and Cost Establishing the Number of Phases and Phase Length Trade-Offs in the Scope Triangle SPeculate Conditions of Satisfaction Scenarios, Stories, and Use Cases Prioritizing Requirements Identifying the First-Phase Deliverables Planning for Later Phases Incubate Assigning Resources Establishing a Phase Plan Collaboratively Producing Deliverables REview Applying Learning and Discovery from the Previous Phase Revising the Project Goal Reprioritizing Requirements What Is Emertxe Project Management?
Research and Development Projects Problem-Solution Projects Scoping the Next Phase Planning the Next Phase Launching the Next Phase Monitoring and Controlling the Next Phase Closing the Phase Deciding to Conduct the Next Phase Discussion Questions III.