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The Resource Key Project Management Based on Effective Project Thinking

Key Project Management Based on Effective Project Thinking

Label
Key Project Management Based on Effective Project Thinking
Title
Key Project Management Based on Effective Project Thinking
Creator
Subject
Language
eng
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Key Project Management Based on Effective Project Thinking
Label
Key Project Management Based on Effective Project Thinking
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4091761
Publication
Copyright
Related Contributor
Related Location
Related Agents
Related Authorities
Related Subjects
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Foreword to the First Edition -- Preface to the First Edition -- Preface -- Contents -- 1 Recognize the True Value of Management -- 1.1 Company Profit Comes from the Profit Model Rather Than Management -- 1.2 The Value of Management Lies in Improving Efficiency and Reducing Risks -- 1.3 The Understanding of Personality Is the Foundation of Effective Management -- 1.4 Fundamentals of Effective Management -- 2 Enterprise Cannot Survive Without Projects -- 2.1 Issues Associated with Successful Experiences -- 2.2 Effective Measures to Deal with Changes -- 2.3 Project Paves Way for Enterprise Success -- 3 Fundamental Principles of Project Management -- 3.1 Project Management is Based on Principles -- 3.2 Awareness of Project Stakeholders -- 3.3 Manage the Project Life Cycle -- 3.4 Steps to Achieve Project Management Solutions -- 4 The Development of Project Governance Platforms -- 4.1 The Responsibilities Assumed by Project Managers Are Very Limited -- 4.2 Enterprises Need to Improve Their Project Governance Capabilities -- 4.3 The Composition of Enterprise Project Governance Platforms -- 5 Successful Project Decision-Making -- 5.1 Clarifying Aims and Objectives -- 5.2 Identifying Project Stakeholders -- 5.3 Exploring Stakeholders' Requirements and Expectations -- 5.4 Seeking Ways to Meet Stakeholders' Requirements -- 5.5 Evaluate if a Project Can Achieve Its Aims -- 6 Defect-Free Project Initiation -- 6.1 Initiated with Fanaticism and Ended with Failure -- 6.2 Project Management Is an Iterative Process -- 6.3 Project Initiation Is the Responsibility of the Top Managers in an Enterprise -- 6.4 The Responsibilities of the Typical Project Stakeholders -- 6.5 The Roles of the Stakeholders in "General Projects" -- 6.6 The Challenge of Defining Project Requirements -- 6.7 Project Charter that Is Distributed to All Stakeholders
  • 6.8 Don't Forget to Hold a Project Initiation Meeting -- 7 Effective Project Organization Management -- 7.1 The Characteristics of Project Organization -- 7.2 General Ways of Project Organization Structures -- 7.3 The Assignment of Project Tasks -- 7.4 Clarify Stakeholders' Responsibilities Using Responsibility Matrix -- 7.5 Functions and Authority-Based Organizations Are Hard to Fulfill the Needs of Project Management -- 7.6 The Development of Effective Project Organization Management Systems -- 8 Establish "Win-Win" Partnership Relationships in the Project -- 8.1 "Competitors" Is a Narrow Concept -- 8.2 You Can Hire the Person You Doubt -- 8.3 Understand Partners' States and Status -- 8.4 Risks Should Be Emphasized in Contract Management -- 8.5 Develop a Unified Process of Effective Collaboration Relationships -- 8.6 Prevent Unhealthy Competitions Among Internal Business Units of an Enterprise -- 9 Control the Project Scope -- 9.1 Determine What Are Beyond the Project Scope -- 9.2 Devil Is Hidden in Details -- 9.3 The WBS Is the Intangible Assets of Companies -- 9.4 WBS-Based Project Knowledge Management and the Role Management -- 9.5 WBS-Based Approach to Determine the Project Budget and Contract Value -- 9.6 The Change of Management Scope -- 10 Grasp the Pulse of Project Schedule Management -- 10.1 Make Good Use of Project Milestones -- 10.2 Risky Time Is Often Ineffective -- 10.3 The Impacts of Local Deviations on the Entire Project -- 10.4 A Block Period of Time for Key Personnel -- 10.5 Set Buffer Time -- 10.6 The Criteria of an Effective Project Plan -- 11 Develop Real Project Teams -- 11.1 Barriers in Project Team Building -- 11.2 Select Appropriate Team Members -- 11.3 Quickly Identify the Characteristics of the Project Team Members -- 11.4 Project Team's Capability Comes from Team Cohesion
  • 11.5 Make a Project Team Go Through a Complete Life Cycle -- 11.6 Improve the Project Teams' Execution Ability -- 12 Resolve Project Conflicts -- 12.1 Comprehending Conflicts -- 12.2 The Sources of Project Conflicts -- 12.3 General Ways to Handle Interpersonal Conflicts in Projects -- 12.4 Trade-off Strategies in Projects -- 13 Control Project Risks -- 13.1 Risks Should Be Managed Properly -- 13.2 Initiate a Risk Management Plan -- 13.3 Identify Risks -- 13.4 Develop the Risk Matrix -- 13.5 Plan Risk Responses -- 13.6 Evaluate a Risk Response Plan -- 13.7 Social Network Risks Between Stakeholders -- 14 Communication Is the Key -- 14.1 Beware of "Information Funnel" -- 14.2 Project Communication Plan Must Be Standardized -- 14.3 Grasp the Key Project Metrics -- 14.4 Ensuring the Effectiveness of Project Meetings -- 14.5 Try to Use a Standardized Form of Communication -- 14.6 The Communication and Coordination in Government-Related Projects -- 15 Performance Management Has Become the Driving Force to Promote the Project Success -- 15.1 The Way of Thinking for the Performance Management -- 15.2 The Connotation of Project Performance -- 15.3 Evaluation Methods of Project Performance -- 15.4 Effective Incentives to the Project Team -- 16 Project Closure Aiming for Maximum Value -- 16.1 Be Persistent -- 16.2 Keep All Project Data -- 16.3 Contractual Closure -- 16.4 Project Acceptance -- 16.5 Financial Closure -- 16.6 Lessons Learned -- 16.7 Celebrate Project Success -- 16.8 Dismiss Project Team -- 16.9 Terminate Project When Necessary -- 17 Being a Highly Effective Project Manager -- 17.1 Mentality Adjustment -- 17.2 Be Influential -- 18 Becoming a Successful Enterprise that Is Adapted to Changes -- 18.1 Be Aware of the Misunderstanding of "Project-Based Enterprises" -- 18.2 The Transformation of Enterprise Management Thoughts and Methods
  • 18.3 Improve the Maturity of Enterprise Project Management -- 18.4 Improving the Project Management of Enterprise Reform -- Learning by Doing: Becoming an Impeller of Spreading the Project Management (Postscript) -- Each Enterprise's Management Theory Needs to be Tailored -- Become a Valuable Researcher in the Field of Management Research
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Dimensions
unknown
http://library.link/vocab/discovery_link
{'f': 'http://opac.lib.rpi.edu/record=b4384152'}
Extent
1 online resource (387 pages)
Form of item
online
Isbn
9783662477311
Media category
computer
Media MARC source
rdamedia
Media type code
c
Sound
unknown sound
Specific material designation
remote

Library Locations

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