LEADER 04401nam 2200553 450 001 9910162718503321 005 20230807220201.0 010 $a1-119-08871-2 010 $a1-119-08872-0 035 $a(CKB)3710000000440125 035 $a(EBL)2075578 035 $a(MiAaPQ)EBC2075578 035 $a(EXLCZ)993710000000440125 100 $a20151109h20152015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aProject management essentials for dummies /$fby Nick Graham and Stan Portny 205 $a2nd ed. 210 1$aChichester, England :$cJohn Wiley & Sons, Ltd.,$d2015. 210 4$dİ2015 215 $a1 online resource (323 p.) 225 1 $aFor Dummies 300 $a"A Wiley brand." 300 $aIncludes index. 311 $a1-119-08870-4 327 $aTitle Page; Copyright Page; Table of Contents; Introduction; About This Book; Conventions Used in This Book; What You're Not to Read; Foolish Assumptions; Icons Used in This Book; Beyond The Book; Where to Go from Here; Part I Understanding Projects and What You Want to Achieve; Chapter 1 Success in Project Management; Taking on a Project; Avoiding the Pitfalls; Deciding whether It's a Project; Grasping the four control areas; Recognising project diversity; Understanding the four stages; The Project Manager's Role; Looking at the Project Manager's tasks; Avoiding shortcuts 327 $aChapter 2 Thinking Through the Life of Your ProjectBeing Methodical; Breaking the Project into Stages; Seeing the advantages of stages; Deciding on the number of delivery stages; Understanding the Main Stages; Starting the project; Organising and preparing; Carrying out the work - delivery stages; Closing the project; Chapter 3 Defining the Scope and Producing a Business Case; Defining the Scope; Managing expectations; Challenging the scope; Grasping the extent of scope; Being clear; Prioritising; Producing a Business Case; Getting to grips with the basics; Updating the Business Case 327 $aJustifying the projectUnderstanding the justification; Understanding benefits; Writing the Business Case; Going Back to the Scope; Getting to Grips with Techniques; Calculating return on investment; Understanding cost-benefit analysis; Chapter 4 Knowing the Stakeholders; Managing Stakeholders; Identifying stakeholders; Analysing the stakeholders; Understanding the positions; Deciding action; Working with stakeholders; Planning the work; Handling Opposition; Solving the problems; Focusing on the common areas; Realising that you're a threat; Overriding the opposition; Part II Building the Plans 327 $aChapter 5 Planning with Deliverables FirstSeeing the Logic; Thinking 'product' first; Understanding the problems of an activity focus; Knowing What a Product Is - and Isn't; Finding Good Product Names; Using a Business Project Example; Identifying the products; Developing a sequence; Defining the products; Using a Structured Product List; Unleashing WFD Power; Using the WFD for risk; Using the WFD for control; Using the WFD to show stages; Using the WFD for progress reporting; Getting a picture of the project; Chapter 6 Planning the Activities; Moving to Activities; Having multiple tasks 327 $aListing the activities or tasksDrawing Up an Activity Network; Building a Network; Using the Work Flow Diagram; Putting in the time durations; Calculating the length of the project; Understanding Float; Identifying the Critical Path; Watching the critical path; Finding a split critical path; Being Precise with Dependencies; Knowing the dependency types; Staying in touch with reality; Thinking more about sequences; Working with the Network; Working to meet end dates; Backing into the schedule; Going for Gantt; Estimating Activity Durations; Getting the best information; Giving a health warning 327 $aChapter 7 Looking at Resources 410 0$a--For dummies. 606 $aProject management 606 $aManagement 615 0$aProject management. 615 0$aManagement. 676 $a658.404 700 $aGraham$b Nick$01149507 702 $aPortny$b Stan 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910162718503321 996 $aProject management essentials for dummies$93410036 997 $aUNINA