Project Management JumpStart by Kim Heldman

By Kim Heldman

The much-anticipated re-creation of the preferred venture administration introductory bookThe function of the undertaking supervisor maintains to turn into extra diversified and significant, putting robust venture administration abilities in excessive call for. This in-depth introductory consultant bargains aspiring undertaking managers the fundamental basics of undertaking administration. absolutely revised because the prior model, this re-creation comprises up-to-date undertaking administration tools and practices in addition to new examples and research questions. venture administration guru Kim Heldman offers you with a transparent, concise, and relaxing writing sort that you should method undertaking administration from a practical?rather than theoretical?standpoint. Serves as an creation to the basics of undertaking managementProvides thoroughly up-to-date and revised fabric on undertaking administration equipment and practicesFeatures new examples and research questionsAddresses how you can create venture schedules and budgets and outline venture goalsCovers undertaking administration ideas, venture administration Institute?s venture administration criteria, and useful software of undertaking administration for the workplaceWhether you are contemplating a profession in undertaking administration or just desire to expand?your knowing of common venture administration rules, undertaking administration JumpStart, 3rd version is perfect examining.

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For example, the construction industry has phases within a project life cycle with titles such as initiating, designing, building, and so on. At the end of each phase, the project manager and others determine whether the project should continue to the next phase. This phase-to-phase progression is called a handoff. Each phase serves as a checkpoint of sorts to determine whether the project is on target before the handoff to the next phase occurs. If things are not progressing as planned, decisions need to be made to determine whether some of the phases should be repeated or the project should be scrapped altogether.

I’m a strong advocate for a good project plan. It isn’t unheard of to spend a good deal of project time in the Planning process; however, for the record, the majority of project time and costs is usually spent in the Executing process. The documents produced during the Planning process will be used throughout the remaining project processes to carry out the Building the Foundation 19 activities of the project and monitor their progress. Some of the things that are accomplished during this process are: ◆◆ Determining project deliverables ◆◆ Writing and publishing a scope statement ◆◆ Establishing a project budget ◆◆ Defining project activities and estimates ◆◆ Developing a schedule ◆◆ Determining the special skills and resources needed to accomplish project tasks ◆◆ Identifying project risks and creating plans to address them Executing Process Executing is the process where the work of the project is produced.

Used to determine the critical path. q Project budget Created by project manager or financial team. Determines targeted costs of project. q Change management plan Created by project manager. Describes how changes will be identified and managed. q Implementation checklist Created by project manager. Describes issues to be discussed at turnover to internal departments or the customer. q Lessons learned Created by project manager with input from sponsor, stakeholders, and team members. Provides information to improve performance on future projects.

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