Advanced Project Management: A Complete Guide to the Key by Alan D Orr, Alan D. Orr

By Alan D Orr, Alan D. Orr

Venture administration has develop into the most valued talents in enterprise. it's particularly necessary while a firm undertakes a big venture the place they wish venture managers with complicated abilities. to maneuver from intermediate to complicated venture administration, a undertaking supervisor needs to comprehend not just the undertaking itself, but in addition the final wishes of the corporate. they need to know the way to construct and deal with groups, deal with huge budgets, and relish the variation among handling the undertaking and coping with the stakeholders. complex venture administration essentially explains those talents. It units out the approaches, tools, and instruments that let a venture manger to address complicated initiatives.

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Extra info for Advanced Project Management: A Complete Guide to the Key Processes, Models and Techniques

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You may even find yourself enjoying it. ” When to Use Project 7 This book incorporates the core project-management concepts you need to know to be successful with Project 2010. I’ll give you a proven, effective approach that has been refined and optimized over many years. You’ll learn how Project can be an enabling tool throughout the life cycle of any project. And, in particular, you’ll learn to map the key project-management process groups and knowledge areas outlined in A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK; PMI, 2008) to the tool.

It’s like giving someone a one-dollar bill and getting back a five-dollar bill. That makes it worth the time to learn good project-planning techniques. Planning is critical to the success of any project, big or small, particularly because all projects involve doing something that is unique—something that has never been done before. Consider, too, that it’s significantly more challenging to make changes to scope, the deeper into execution you get. So, planning involves more processes or subprocesses than initiation does.

I’ll discuss the triple constraint in more detail in Chapter 3. For any project-management methodology, using Project 28 Chapter 2 Mapping the Project-Management Process Groups n to help in the planning stage is a no-brainer. The challenge is to ensure that you first understand good project-planning techniques and then understand how to apply them to Project. One of the key things I’ve learned over the years is that not only is every project unique by definition, but every organization is unique as well.

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