Effective Project Management: Traditional, Adaptive, by Robert K. Wysocki

By Robert K. Wysocki

  • An up to date variation of the bestselling booklet on handling IT projects
  • New issues brought during this variation comprise Adaptive and severe administration tools, crew choice and administration, and danger analysis
  • Immerses readers in a simulated real-world state of affairs the place they need to practice as professional undertaking managers to maneuver instance initiatives via their lifecycles
  • Walks readers via a sequence of tasks that they're probably to come across at the job
  • Authors adhere to the venture administration Institute's (PMI®) curriculum outline
  • The fully-interactive CD-ROM has been up-to-date for MS undertaking 2002

(PMI, PMP, and venture administration specialist are registered marks of the venture administration Institute, Inc.)

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Extra info for Effective Project Management: Traditional, Adaptive, Extreme, Third Edition

Example text

An example of a Type A project is the introduction of a new technology into an existing product that has been very profitable for the company. Type B projects. Projects of Type B are shorter in length, yet they still are significant projects for the organization. All of the methods and tools in the project management process are probably required. The projects generally have good business value and are technologically challenging. Many product development projects fall in this category. 14 Chapter 1 Type C projects.

It’s how well your solution fits our business needs that matters most to us. ” With that Laurie and Sal began to explain the IT project they were proposing. “There are several major areas to be considered. But the overriding consideration is getting information passed between people working in one location to people working in others. And the information has to come in real time, without delay, or the value of the information is lost. So we’re suggesting a Web-based solution that uses a client/server configuration behind it.

There were no how-to books on project portfolio management. Chapter 20 is the first attempt to begin to explore the topic. We are not giving you a tome on project portfolio management, only a starter kit. By institutionalizing the approach we give you, you will be able to enhance these basic concepts. Chapter 21 discusses the Project Support Office (PSO). The PSO is a popular and fast-growing entity in organizations that wish to provide proactive project support. A notable addition to this third edition is a complete treatment of the PSO, which is a much expanded treatment compared to the second edition.

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