Coverart for item
The Resource Project management for dummies, by Stanley E. Portny

Project management for dummies, by Stanley E. Portny

Label
Project management for dummies
Title
Project management for dummies
Statement of responsibility
by Stanley E. Portny
Creator
Author
Subject
Genre
Language
eng
Member of
Cataloging source
N$T
http://library.link/vocab/creatorName
Portny, Stanley E.
Dewey number
658.404
Index
index present
LC call number
HD69.P75
Literary form
non fiction
Nature of contents
dictionaries
Series statement
--For dummies
http://library.link/vocab/subjectName
  • Project management
  • BUSINESS & ECONOMICS / Industrial Management
  • BUSINESS & ECONOMICS / Management
  • BUSINESS & ECONOMICS / Management Science
  • BUSINESS & ECONOMICS / Organizational Behavior
Label
Project management for dummies, by Stanley E. Portny
Link
http://link.overdrive.com/?websiteID=153&titleID=3560944
Instantiates
Publication
Copyright
Note
Includes index
Antecedent source
unknown
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • Title Page; Copyright Page; Table of Contents; Introduction; About This Book; Foolish Assumptions; Icons Used in This Book; Beyond the Book; Where to Go from Here; Part 1 Getting Started with Project Management; Chapter 1 Project Management: The Key to Achieving Results; Determining What Makes a Project a Project; Understanding the three main components that define a project; Recognizing the diversity of projects; Describing the four phases of a project life cycle; Defining Project Management; Starting with the initiating processes; Outlining the planning processes
  • Examining the executing processesSurveying the monitoring and controlling processes; Ending with the closing processes; Knowing the Project Manager's Role; Looking at the project manager's tasks; Staving off excuses for not following a structured project-management approach; Avoiding shortcuts; Staying aware of other potential challenges; Do You Have What It Takes to Be an Effective Project Manager?; Questions; Answer key; Relating This Chapter to the PMP Exam and PMBOK 6; Chapter 2 Beginning the Journey: The Genesis of a Project; Gathering Ideas for Projects
  • Looking at information sources for potential projectsProposing a project in a business case; Developing the Project Charter; Performing a cost-benefit analysis; Conducting a feasibility study; Generating documents during the development of the project charter; Deciding Which Projects to Move to the Second Phase of Their Life Cycle; Chapter 3 Knowing Your Project's Stakeholders: Involving the Right People; Understanding Your Project's Stakeholders; Developing a Stakeholder Register; Starting your stakeholder register; Ensuring your stakeholder register is complete and up-to-date
  • Using a stakeholder register templateDetermining Whether Stakeholders Are Drivers, Supporters, or Observers; Deciding when to involve your stakeholders; Using different methods to involve your stakeholders; Making the most of your stakeholders' involvement; Displaying Your Stakeholder Register; Confirming Your Stakeholders' Authority; Assessing Your Stakeholders' Power and Interest; Relating This Chapter to the PMP Exam and PMBOK 6; Chapter 4 Clarifying What You're Trying to Accomplish - And Why; Defining Your Project with a Scope Statement
  • Looking at the Big Picture: Explaining the Need for Your ProjectFiguring out why you're doing the project; Drawing the line: Where your project starts and stops; Stating your project's objectives; Marking Boundaries: Project Constraints; Working within limitations; Dealing with needs; Facing the Unknowns When Planning: Documenting Your Assumptions; Presenting Your Scope Statement in a Clear and Concise Document; Relating This Chapter to the PMP Exam and PMBOK 6; Chapter 5 Developing Your Game Plan: Getting from Here to There; Divide and Conquer: Breaking Your Project into Manageable Chunks
Control code
on1003317579
Dimensions
unknown
Edition
5th edition.
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9781119348894
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
Stock number
1480FB6F-BA57-4EB0-A93E-27CFF186FEDA
System control number
(OCoLC)1003317579
Label
Project management for dummies, by Stanley E. Portny
Link
http://link.overdrive.com/?websiteID=153&titleID=3560944
Publication
Copyright
Note
Includes index
Antecedent source
unknown
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • Title Page; Copyright Page; Table of Contents; Introduction; About This Book; Foolish Assumptions; Icons Used in This Book; Beyond the Book; Where to Go from Here; Part 1 Getting Started with Project Management; Chapter 1 Project Management: The Key to Achieving Results; Determining What Makes a Project a Project; Understanding the three main components that define a project; Recognizing the diversity of projects; Describing the four phases of a project life cycle; Defining Project Management; Starting with the initiating processes; Outlining the planning processes
  • Examining the executing processesSurveying the monitoring and controlling processes; Ending with the closing processes; Knowing the Project Manager's Role; Looking at the project manager's tasks; Staving off excuses for not following a structured project-management approach; Avoiding shortcuts; Staying aware of other potential challenges; Do You Have What It Takes to Be an Effective Project Manager?; Questions; Answer key; Relating This Chapter to the PMP Exam and PMBOK 6; Chapter 2 Beginning the Journey: The Genesis of a Project; Gathering Ideas for Projects
  • Looking at information sources for potential projectsProposing a project in a business case; Developing the Project Charter; Performing a cost-benefit analysis; Conducting a feasibility study; Generating documents during the development of the project charter; Deciding Which Projects to Move to the Second Phase of Their Life Cycle; Chapter 3 Knowing Your Project's Stakeholders: Involving the Right People; Understanding Your Project's Stakeholders; Developing a Stakeholder Register; Starting your stakeholder register; Ensuring your stakeholder register is complete and up-to-date
  • Using a stakeholder register templateDetermining Whether Stakeholders Are Drivers, Supporters, or Observers; Deciding when to involve your stakeholders; Using different methods to involve your stakeholders; Making the most of your stakeholders' involvement; Displaying Your Stakeholder Register; Confirming Your Stakeholders' Authority; Assessing Your Stakeholders' Power and Interest; Relating This Chapter to the PMP Exam and PMBOK 6; Chapter 4 Clarifying What You're Trying to Accomplish - And Why; Defining Your Project with a Scope Statement
  • Looking at the Big Picture: Explaining the Need for Your ProjectFiguring out why you're doing the project; Drawing the line: Where your project starts and stops; Stating your project's objectives; Marking Boundaries: Project Constraints; Working within limitations; Dealing with needs; Facing the Unknowns When Planning: Documenting Your Assumptions; Presenting Your Scope Statement in a Clear and Concise Document; Relating This Chapter to the PMP Exam and PMBOK 6; Chapter 5 Developing Your Game Plan: Getting from Here to There; Divide and Conquer: Breaking Your Project into Manageable Chunks
Control code
on1003317579
Dimensions
unknown
Edition
5th edition.
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9781119348894
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
Stock number
1480FB6F-BA57-4EB0-A93E-27CFF186FEDA
System control number
(OCoLC)1003317579
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