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Visualizing project management models and frameworks for mastering complex systems

Author: Kevin Forsberg; Hal Mooz; Howard Cotterman
Publisher: Hoboken, NJ [u.a.] Wiley 2005
Edition/Format:   Print book : English : 3. edView all editions and formats

A substantial expansion and update to the most authoritative guide to managing complex projects, this new Third Edition of Visualizing Project Management makes sense out of the wide range of project  Read more...


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Document Type: Book
All Authors / Contributors: Kevin Forsberg; Hal Mooz; Howard Cotterman
ISBN: 9780471648482 0471648485
OCLC Number: 1071437605
Notes: Includes index. - Previous ed.: published as by Kevin Forsberg, Hal Mooz and Howard Cotterman. 2000
Description: XXVI, 454 S. Ill., graph. Darst.
Contents: Introduction Using Visual Models to Master Complex Systems. Part One: Using Models and Frameworks to Master Complex Systems. 1. Why Are Project Requirements a Critical Issue? Maintaining consistency of the business case, the project scope, and customer needs. 2. Visualizing the Project Environment. Using systems thinking to understand and manage the bigger picture. 3. Modeling the Five Essentials. Visualizing the critical relationships in managing projects. Part Two: The Essentials of Project Management. 4. Organizational Commitment. Ensuring success with management support, quality environment, and needed resources. 5. Project Communication. Communicating clearly, completely, and concisely. 6. Teamwork. Maximizing team energy and output. 7. The Project Cycle. Understanding the steps and gates in every project life cycle. 8. The Ten Management Elements. Comprehending the relationships among the techniques to be applied throughout the cycle. Part Three: The Ten Management Elements in Detail. 9. Project Requirements. Ensuring satisfied users by determining and delivering what's wanted. 10. Organization Options. Selecting and adapting the structure for the project. 11. The Project Team. Getting the right people. 12. Project Planning. Determining the best way to get there. 13. Opportunities and Their Risks. Seeking and seizing opportunities and managing their risks. 14. Project Control. Making sure the right things happen and the wrong things don't. 15. Project Visibility. Providing project transparency for everyone involved. 16. Project Status. Discovering the problems. 17. Corrective Action. Fixing the problems 18. Project Leadership. Motivating and inspiring the team. Part Four: Implementing the Five Essentials. 19. Principles and Tactics for Mastering Complexity. Implementing the technical development process. 20. Integration, Verification, and Validation. Delivering the right thing, done right. 21. Improving Project Performance. Moving beyond success. Appendixes. A. Web Site for Forms and Templates. B. The Professional and Standards Environment. C. The Role of Unified Modeling Language(t) in Systems Engineering. D. A Summary of the Eight Phase Estimating Process. E. Overview of the SEI-CMMI. Glossary One Hundred Commonly Misunderstood Terms. Notes. Index.
Responsibility: Kevin Forsberg ; Hal Mooz ; Howard Cotterman.
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