Bringing the PMBOK® Guide to Life: A Companion for the by Frank P. Saladis

By Frank P. Saladis

Transform the PMBOK® consultant from a framework to a sharpened device on your venture manager's toolbox

In undertaking administration circles, it truly is usually joked that "there's the precise means, the opposite direction, and the PMBOK® means" to regulate initiatives. honestly, it truly is particularly concerning the technique you decide. The PMBOK® consultant is a consensus-based ordinary that millions of venture administration execs locate immensely useful within the means of constructing a good method. yet precisely how does a undertaking supervisor take the data supplied within the PMBOK® advisor and observe it such a lot successfully and effectively to an exact venture atmosphere? This ebook may be the reply. it really is primarily a "guide to the guide"?a highway map to utilizing the instruments of the PMBOK® consultant for your organization's or project's targeted nature and specifications.

Bringing the PMBOK® advisor to existence: A better half for the practising venture supervisor builds a bridge among the PMBOK® advisor and the typical wishes of modern-day practising venture managers. It explains and elaborates on particular ideas, phrases, and the appliance of instruments that may allow undertaking managers to successfully adapt the rules and procedures defined within the PMBOK® advisor to the sensible international of venture administration.

Readers will locate steered ways for using undertaking administration instruments and methods in addition to templates built without delay from details supplied within the PMBOK® consultant. feedback and examine assistance also are incorporated to help in getting ready for the PMP examination, and a undertaking Plan Accelerator (PPA) can be utilized with the PMBOK® advisor via venture managers and venture groups to strengthen plans which are particularly adapted to fulfill the desires of your crew, your consumers, and your sponsoring association.

Written by means of of the top specialists within the box, Bringing the PMBOK® to lifestyles can help each venture supervisor translate the PMBOK® Guide's instruments and strategies into actionable, common-sense methods to dealing with a project.Content:
Chapter One Why Do undertaking Managers desire This publication? (pages 1–26):
Chapter the large photo (pages 27–48):
Chapter 3 venture Plan SWOT research (pages 49–55):
Chapter 4 constructing a venture technique (pages 57–64):
Chapter 5 Defining undertaking good fortune (pages 65–75):
Chapter Six constructing functionality Measures (pages 77–91):
Chapter Seven tracking and keep watch over Simplified (pages 93–103):
Chapter 8 The swap keep an eye on strategy (pages 105–118):
Chapter 9 setting up Roles and tasks (pages 119–128):
Chapter Ten hazard Management—A venture principal (pages 129–149):
Chapter 11 A PMBOK® consultant process for achievement (pages 151–161):
Chapter Twelve fast wisdom improvement (RKD) For venture Managers: information, instruments, and methods (pages 163–231):
Chapter 13 Bringing the PMBOK® consultant to existence via Templates (pages 233–258):

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Sample text

The purpose of the project is defined, a high-level estimate of the project budget is prepared, there is some information about the schedule, mainly in terms of milestones, the resources and various functional groups are identified, and the project manager is assigned. ) The project charter may also define the specific expectations of the project sponsor and the level of authority of the project manager. An initial set of project assumptions and project constraints may also be included in the document.

Think of the enterprisewide factors that will influence these decisions. Identify the organization’s processes that must be followed by the project team. Who are the key stakeholders that will make the decisions? What are the benefits associated with this project? Is there a business case with detailed information about the anticipated results? If the project is in progress, is it worth continuing to the next phase? Are the risks acceptable? Do you have enough funding? Are the variances acceptable?

THE PROJECT REVIEW The project plan should include the scheduling of project reviews throughout the lifecycle of the project. Ideally, a project review should be conducted at the end of each phase. The review process will assist in identifying best practices, as well as areas where additional improvement is needed. Project reviews may be completed in stages. Customer reviews are scheduled to obtain information from the user’s perspective, and internal team reviews may be scheduled to discuss what the team accomplished well and where the team should focus attention for improvement.

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