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

By Frank P. Saladis

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

In venture administration circles, it really is frequently joked that "there's the proper method, the other way, and the PMBOK® approach" to control tasks. truthfully, it truly is rather concerning the method you opt. The PMBOK® advisor is a consensus-based ordinary that hundreds of thousands of venture administration pros locate immensely precious within the technique of constructing an efficient method. yet precisely how does a venture supervisor take the knowledge supplied within the PMBOK® consultant and follow it so much successfully and safely to a precise venture surroundings? This e-book may be the reply. it's essentially a "guide to the guide"?a street map to utilising the instruments of the PMBOK® advisor on your organization's or project's detailed nature and necessities.

Bringing the PMBOK® consultant to lifestyles: A spouse for the working towards undertaking supervisor builds a bridge among the PMBOK® consultant and the typical wishes of modern training venture managers. It explains and elaborates on particular innovations, phrases, and the appliance of instruments that would allow undertaking managers to successfully adapt the rules and strategies defined within the PMBOK® consultant to the sensible global of venture administration.

Readers will locate prompt ways for using undertaking administration instruments and methods in addition to templates constructed at once from details supplied within the PMBOK® advisor. feedback and examine counsel 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 by way of undertaking managers and undertaking groups to strengthen plans which are in particular adapted to fulfill the desires of your crew, your consumers, and your sponsoring association.

Written by way of of the major specialists within the box, Bringing the PMBOK® to existence might help each undertaking supervisor translate the PMBOK® Guide's instruments and strategies into actionable, common sense ways to dealing with a project.Content:
Chapter One Why Do venture Managers want This publication? (pages 1–26):
Chapter the massive photo (pages 27–48):
Chapter 3 undertaking Plan SWOT research (pages 49–55):
Chapter 4 constructing a venture technique (pages 57–64):
Chapter 5 Defining venture good fortune (pages 65–75):
Chapter Six constructing functionality Measures (pages 77–91):
Chapter Seven tracking and regulate Simplified (pages 93–103):
Chapter 8 The swap keep an eye on method (pages 105–118):
Chapter 9 setting up Roles and tasks (pages 119–128):
Chapter Ten probability Management—A venture critical (pages 129–149):
Chapter 11 A PMBOK® advisor approach for fulfillment (pages 151–161):
Chapter Twelve swift wisdom improvement (RKD) For venture Managers: assistance, instruments, and methods (pages 163–231):
Chapter 13 Bringing the PMBOK® advisor to lifestyles via Templates (pages 233–258):

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Sample text

A carefully developed plan and a strong and well-executed monitoring and control process will help to minimize the size of the punch list. The objective of the closing process is to obtain formal acceptance from the client or intended user of the product or service. Formal acceptance criteria are developed in the planning process as a subsidiary plan (as needed). A Word about Recognition and Acknowledgment 43 As the project progresses through the close-out process, any open financial accounts should be updated and then closed as soon as possible to prevent additional charges to the accounts.

This would include a review of project selection criteria. ) Who is involved and what are they responsible for? List these steps or activities. What actions are typically taken as a project begins? How do projects begin in your organization? Refer to the flowchart for ideas. ) Person Responsible Date Required 47 How will cost and activity duration be estimated? What assumptions have been identified? What are the project constraints? What opportunities exist? What project dependencies have been identified?

Typical components of a project charter include: Project Name and unique identifier. Some organizations assign specific project numbers for ease of tracking. Business need. Why the project has been approved. Product or service description. What the project will produce in the form of deliverables. The Initiating Process 35 Stakeholder identification. The organizations and individuals that will be assigned to the project or affected by the project. This includes business units, individuals, functional groups, customers, contractors, and people negatively affected by the project results.

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