Forsberg / Mooz / Cotterman Visualizing Project Management

Models and Frameworks for Mastering Complex Systems
3. Auflage 2005
ISBN: 978-0-471-74674-4
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 480 Seiten, E-Book

THE PROJECT MANAGEMENT CLASSIC-REVISED AND EXPANDED
Now Includes Downloadable Forms and Worksheets
Projects are becoming the heart of business. This comprehensiverevision of the bestselling guide to project management explainsthe processes, practices, and management techniques you need toimplement a successful project culture within your team andenterprise. Visualizing Project Management simplifies the challengeof managing complex projects with powerful, visual models that havebeen adopted by more than 100 leading government and privateorganizations.
In this new Third Edition, the authors-leading thinkers andpractitioners in the field-keep you on the cutting edge with asophisticated approach that integrates project management, systemsengineering, and process improvement. This advanced content canhelp take your career and your organization well beyond thefundamentals.
New, downloadable forms, templates, and worksheets make it easyto implement powerful project techniques and tools.
Includes references to the Project Management Institute Body ofKnowledge and the INCOSE Handbook to help you pass:
* The Project Management Professional Certification Exam
* The INCOSE Systems Engineer Certification Exam (CSEP)
"I recommend this book to all those who aspire to projectmanagement [and] those who must supervise it."
--Norman R. Augustine, former chairman and CEO Lockheed MartinCorporation
"The importance of this excellent book, able to encompass thesetwo key disciplines [systems engineering and project management],cannot be overemphasized."
--Heinz Stoewer, President, INCOSE

Autoren/Hrsg.

Forsberg, Kevin

Mooz, Hal

Cotterman, Howard

Inhaltsverzeichnis

Introduction Using Visual Models to Master Complex Systems xxi
Part One Using Models and Frameworks to Master Complex Systems
1 Why Are Project Requirements a Critical Issue? 3
Maintaining consistency of the business case, the project scope, and customer needs
2 Visualizing the Project Environment 8
Using systems thinking to understand and manage the bigger picture
3 Modeling the Five Essentials 19
Visualizing the critical relationships in managing projects
Part Two The Essentials of Project Management
4 Organizational Commitment 37
Ensuring success with management support, quality environment, and needed resources
5 Project Communication 48
Communicating clearly, completely, and concisely
6 Teamwork 69
Maximizing team energy and output
7 The Project Cycle 84
Understanding the steps and gates in every project life cycle
8 The Ten Management Elements 129
Comprehending the relationships among the techniques to be applied throughout the cycle
Part Three The Ten Management Elements in Detail
9 Project Requirements 137
Ensuring satisfied users by determining and delivering what's wanted
10 Organization Options 167
Selecting and adapting the structure for the project
11 The Project Team 181
Getting the right people
12 Project Planning 196
Determining the best way to get there
13 Opportunities and Their Risks 223
Seeking and seizing opportunities and managing their risks
14 Project Control 254
Making sure the right things happen and the wrong things don't
15 Project Visibility 278
Providing project transparency for everyone involved
16 Project Status 292
Discovering the problems
17 Corrective Action 312
Fixing the problems
18 Project Leadership 319
Motivating and inspiring the team
Part Four Implementing the Five Essentials
19 Principles and Tactics for Mastering Complexity 341
Implementing the technical development process
20 Integration, Verification, and Validation 361
Delivering the right thing, done right
21 Improving Project Performance 381
Moving beyond success
Appendixes
A Web Site for Forms and Templates 401
B The Professional and Standards Environment 403
C The Role of Unified Modeling Language(TM) in Systems Engineering 409
D A Summary of the Eight Phase Estimating Process 415
E Overview of the SEI-CMMI 421
Glossary One Hundred Commonly Misunderstood Terms 427
Notes 435
Index 441

Über Autor(innen)

KEVIN FORSBERG, PHD, CSEP, is cofounder of The Center for Systems Management, which provides project management and systems engineering services to an international client list that includes the CIA, Nokia, Lockheed Martin, and NASA. Dr. Forsberg has over forty-five years of experience in the project management and systems engineering fields and has won numerous awards, including the NASA Public Service Medal, the CIA Seal Medallion, and the INCOSE Pioneer Award.
HAL MOOZ, PMP, CSEP, is cofounder of The Center for Systems Management and has twenty-three years of experience consulting to government and private organizations, including AT&T, NASA, Bell Labs, and GTE. He has developed leading university and industry project management training programs and trained more than 10,000 high-technology project managers. He was awarded the CIA Seal Medallion and the INCOSE Pioneer Award.
HOWARD COTTERMAN has served The Center for Systems Management in roles ranging from project manager to president. His executive posts at leading technology companies include vice president of Rockwell International and engineering director responsible for Intel's family of microcomputers.