Effective Project Management, 2nd Edition, Edition: 2nd by Robert K.; Ph.D. Wysocki; Robert; Jr. Beck; David B. Crane

By Robert K.; Ph.D. Wysocki; Robert; Jr. Beck; David B. Crane

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Extra resources for Effective Project Management, 2nd Edition, Edition: 2nd

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PMI has recommended our book as one that every project manager should have in his or her library. Part I: Traditional Project Management Part I includes the entire second edition with a few notable exceptions. After two appearances by the O’Neill & Preigh Church Equipment Manufacturers, we have decided to retire the company from active duty. The new case is the Jack Neift Trucking Company. Introduction xxxi The new case takes on a much different flavor than the one it replaces. It gives us a chance to introduce and have you practice some of the contemporary nuances of projects.

Discuss ways that scope creep occurred on projects with which you have been associated. Was the project manager able to reverse scope creep? Is it possible to reverse scope creep? Defend either your yes or no answer. CHAPTER Installing Custom Controls 2 17 What Is Traditional Project Management? motivates,... and develops people. Every manager does these things—knowingly or not. A manager may do them well or may do them wretchedly but always does them. —Peter Drucker Principles of Traditional Project Management W hen we think of the principles of management, we usually associate them with the management of people.

APF projects follow a detailed plan, but the plan is not built at the beginning of the project. Instead, the plan is built in stages at the completion of each cycle that defines the APF project life cycle. The budget and the timebox (that is, the window of time within which the project must be completed) of the APF project are specified at the outset. At the completion of each cycle, the team and the client review what has been done and adjust the plan going forward. Using this approach the solution emerges piecemeal.

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