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PMP - Project Management Practitioners Handbook

PMP - Project Management Practitioners Handbook

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Published by TaciongKalbo

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Published by: TaciongKalbo on Jul 30, 2011
Copyright:Attribution Non-commercial


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  • Preface
  • Chapter 1 Project Management in Today’s World of Business
  • Project Management Defined
  • Classical vs. Behavioral Approaches to Managing Projects
  • The Project Cycle and Tts Phases
  • Project Success or Failure
  • Chapter 2 A Wedding in Naples: Background Information on Our Case Study
  • Organizational Structure
  • General Nature of the Business
  • An Opportunity Arises
  • The Initial Process
  • Selection of the Project Manager
  • Questions for Getting Started
  • Are Leaders Born or Made?
  • Part II The Basic Functions of Project Management
  • Team Building
  • Team Diversity
  • The Project Manager as a Motivator
  • Chapter 5 The Statement of Work and the Project Announcement
  • The Statement of Work
  • Introduction
  • Assumptions
  • Constraints
  • Performance Criteria
  • Product/Service Description
  • Major Responsibilities
  • Amendments
  • Signatures
  • The Project Announcement
  • Chapter 6 The Work Breakdown Structure
  • Chapter 7 Techniques for Estimating Work Times
  • The Benefits and Challenges of Estimating Work Times
  • Types of Estimating Techniques
  • Factors to Consider in Drawing Up Estimates
  • The Float
  • Other Types of Network Diagrams
  • The Schedule as a Road Map
  • How Perry Levels the Load
  • Consultants and Outsources
  • Summing Up Resource Allocation
  • Virtual Teams
  • SWAT Teams
  • Self-Directed Work Teams
  • Chapter 11 Budget Development and Cost Calculation
  • Different Kinds of Costs
  • Direct vs. Indirect Costs
  • Recurring vs. Nonrecurring Costs
  • Fixed vs. Variable Costs
  • Burdened vs. Nonburdened Labor Rates
  • Regular vs. Overtime Labor Rates
  • How to Calculate Costs
  • Chapter 12 Risk Management
  • Managing Risk: A Four-Step Process
  • Exposure
  • Categories of risk
  • Key Concepts in Risk Management
  • Ways to Handle Risk
  • Risk Reporting
  • The Key: Risk Management, Not Elimination
  • Chapter 13 Project Documentation: Procedures, Forms, Memos, and Such
  • Procedures
  • Flowcharts
  • Forms
  • Reports
  • Memos
  • Newsletters
  • History files
  • Project Manual
  • Chapter 14 Team Dynamics and Successful Interactions
  • Set Up the Project Office
  • Conduct Meetings
  • Deal With Conflict Effectively
  • Getting Teamwork to Work
  • Assess Status
  • Determining Variance
  • Earned Value
  • The Results of Data Analysis
  • Summing Up Quality Assessment
  • Replanning
  • Contingency Planning
  • Summing Up Change Management
  • Chapter 18 Project Closure
  • Learning From Past Experience
  • Releasing People and Equipment
  • Recognizing and Rewarding People
  • Some Guidelines for Future Projects
  • Part III Project Management Enhancement
  • Chapter 19 Automated Project Management
  • Personal Computing Systems
  • Distributed Integrated System
  • Telecommuting
  • Mobile Computing
  • Videoconferencing
  • Project Automation: Recognizing the Limitations
  • References
  • Index

Risks can be viewed as business, technical, or operational. An example of a business risk is misuse of project
funds. A technical risk is the inability to build the product that will satisfy requirements. An operational risk is
the inability of the customer to work with core team members.

Risks are either acceptable or unacceptable. An acceptable risk is one that negatively affects a task on the
noncritical path. An unacceptable risk is one that negatively affects the critical path.

Risks are either short or long term. A short-term risk has an immediate impact, such as changing the
requirements for a deliverable. A long-term risk has an impact sometime in the distant future, such as
releasing a product without adequate testing.

Risks are viewed as either manageable or unmanageable. A manageable risk is one you can live with, such as
a minor requirement change. An unmanageable risk is impossible to accommodate, such as a huge turnover of
core team members.

Finally, risks are either internal or external. An internal risk is peculiar to a project, such as the inability to get
the parts of a product to work. An external risk originates from outside the scope of the project, such as when
senior management arbitrarily cuts funding by 20 percent.

Categorizing risks is, of course, mainly an academic exercise. These classifications can help you determine
the source, relative importance, and impact to the project.

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