The McGraw-Hill 36-Hour Course: Project Management, Second by Helen S. Cooke, Karen Tate

By Helen S. Cooke, Karen Tate

Time table and coordinate tasks seamlessly, begin to end! In ultra-modern ultracompetitive global of commercial, these liable wish effects on time and on budget--and they are turning to venture managers to convey. expert venture managers are in excessive call for, and the career is becoming at an extraordinary price. The McGraw-Hill 36-Hour direction: undertaking administration, moment version, combines specialist perception, recommendation in keeping with realworld event, and the newest advancements right into a unmarried, concise package deal. within the span of 36 hours, you will how one can: plan, release, deal with, and shut initiatives construct the simplest group for every undertaking form and force a venture utilizing potent management deal with caliber, expenditures, time, and threat install the most recent venture administration applied sciences entire with chapter-ending self-tests and a finished on-line ultimate examination, The McGraw-Hill 36-Hour path: venture administration, moment variation, presents the assistance you must deal with any undertaking below any stipulations.

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Extra resources for The McGraw-Hill 36-Hour Course: Project Management, Second Edition (McGraw-Hill 36-Hour Courses)

Example text

It is the profession of project management that is devoted to increasing the value and success of projects and ensuring that what is delivered meets the expectations of not just immediate users but also a broader set of stakeholders. This broader definition of project success is another element driving project management toward the status of profession. How Different Organizations Define the Value of Projects The value produced by the practice of project management is not the same in every sector of the economy (see Figure 1-5).

Analyze the problem Refine for next cycle of analysis Identify options/ select one PROJECT MANAGEMENT Implement an option/see if it works Long-Term Value of Project Outcomes Major undertakings produce outcomes that are believed to deliver great value to their users. It is difficult to know whether the value of a major project will be short-lived or will endure over time. As necessary as they may be when begun, some projects deliver important results for only a short period of time and then are replaced by new methods or new technology.

Agreed-on approaches get interpreted differently by specialists with diverse values and training. Actions influence other actions, sometimes undercutting each other or slowing implementation. Somehow, small problems can evolve into myriad complexities, dependencies, and challenges. Priorities become difficult to sort out. Projects require a process just as in problem solving (see Figure 1-3). The first phase, usually called initiation, is when the idea is worked out and described, its scope and success criteria defined, its sponsors identified, its resources estimated, and its authority formalized.

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