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| 书名： | 216843|包邮实用IT项目管理(英文版.第3版)(CD光盘中包括考试模拟题、培训视频、工作表及模板等) |
| 图书定价： | 59元 |
| 图书作者： | (美)Joseph Phillips |
| 出版社： | 机械工业出版社 |
| 出版日期： | 2011-01-01 0:00:00 |
| ISBN号： | 9787111325949 |
| 开本： | 32开 |
| 页数： | 613 |
| 版次： | 3-1 |
| 作者简介 |
| Joseph Phillips 曾获得PMP、CompTIA Project+认证，是Project Seminars（一家PMI注册教育提供商）的教育主管。他曾经为科技、制药、制造、建筑等行业的项目提供管理和咨询服务。作为一位经验丰富的项目管理顾问，他为各种企业和机构创建项目办公室、成熟度模型和最佳实践的标准化。作为成人教育的领路人，他教授企业如何成功地推行项目管理方法、IT项目管理、风险管理等。同时，他还任教于哥伦比亚学院、芝加哥大学、印第安纳大学。他是一名认证讲师，曾辅导了10 000多名专业技术人员。他出版了30多本有关科技、职业生涯和项目管理方面的专著。 |
| 内容简介 |
| 本书阐述了如何成功管理一个项目，并包含了CompTIA Project+考试的相关知识。本书论述了IT项目管理从开始到结束的整个过程，涉及启动项目、选择优秀团队成员、与管理层合作、建立沟通、制定切实可行的时间表、跟踪预算和结束项目的成功方法，并包括保证项目按时交付并在预算之内的关键策略。 本书内容： 定义项目目标并建立项目章程。 ·建立一个可行的计划并创建优先级列表。 ·确定策略并获得管理层认可。 ·管理项目范围并确定项目预算。 ·建立项目计划。 ·组织并领导项目团队。 ·跟踪项目进展并计算成本绩效指标（CPI）。 ·调整项目计划。 ·执行持续质量管理。 ·完成项目并评估成果。 CD中包含如下内容： CompTIA Project+考试模拟题； 作者的项目管理培训视频； 项目管理工作表和模板。 |
| 目录 |
| Introduction Acknowledgments 1 Initiating the Project Defining the Project Management Life Cycle Initiating the Project Planning the Project Executing the Project Monitoring and Controlling the Project Closing the Project Gathering Project Information Establishing the Project Requirements Possessing Multiple Personas No Other Choices? Interviewing Management Interviewing the Stakeholders Identifying the Project Needs Creating Reasonable Expectations Creating the Project Charter Project Charter Elements Finding the Completion Date Initiating Processes and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 2 Planning the Project How to Plan Defining the Business Need Creating a Feasibility Study Creating the Business Case Writing the Project Scope Statement Establishing Project Priority Obtaining Budget Dollars Creating an Approach Create a Milestone List Manage the Planning Contingency Plans Planning Processes and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 3 Working with Management Defining the Organizational Structure Working in a Functional Organization Working in a Matrix Organization Working in a Projectized Organization Presenting the Project to Management Start at the End The WIIFM Principle Tailor the Presentation Role of a Salesperson Defining Management's Role How Projects Get Initiated Management Theories Delegate Duties Focusing on the Results Inventing a Project Kickoff Set the Stage How Management Fits In Defining the Purpose Creating Management Alliances Working Together Following Organizational Governance Dealing with Challenging Bosses Working with Good Bosses Management and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 4 Managing the Project Scope Creating the Project Scope Gathering Requirements Through Communications Writing the Project Scope Statement Defining the Work Breakdown Structure Working with a WBS Coordinating WBS Components Defining a WBS Approach The Mechanics of Creating a WBS Why You Need a WBS Creating a WBS Dictionary Obtaining Stakeholder Approval Presenting to the Project Sponsor Presenting to Key Stakeholders Scope Management and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 5 Creating the Budget Budget Basics Determine the Estimate Type Implementing Bottom-Up Cost Estimates Allowance for Change Creating a PERT Estimate Using Top-Down Estimating Using Analogous Estimating Using Parametric Modeling Budget at Completion Zero-Based Budgeting Determining Project Expenses The Cost of Goods Outsourcing Estimating Work Hours Tracking Budgetary Expenses Runaway Projects Keeping Track of Expenses Project Budgets and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 6 Building the Project Plan Building the Project Plans Project Plan Documents Creating the Project Scope Management Plan Defining the Project Schedule Management Plan Building the Network Diagram Analyzing the Project Network Diagram Creating the Project Cost Management Plan Planning for Project Quality Preparing for Managing a Project Team Writing the Project Communications Management Plan Planning for Project Risk Management Building the Project Procurement Management Plan Planning and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 7 Organizing a Project Team Assessing Internal Skills Identifying Resource Requirements Experience Is the Best Barometer Resumes and Skill Assessments Create a Roles and Responsibilities Matrix Learning Is Hard Work Creating a Team Defining Project Manager Power Hello! My Name Is Where Do You Live? Building Relationships Interviewing Potential Team Members Why You Need Interviews How to Interview Managing Team Issues Dealing with Team Disagreements Phases of Team Development Project Management Is Not a Democracy Dealing with Personalities Use Experience Disciplining Team Members Using External Resources Finding an Excellent IT Vendor Interviewing the Vendor Organizing a Project Team and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 8 Managing Teams Leading the Team Establishing the Project Authority Mechanics of Leading a Team Decision Making Working with Team Members Team Meetings Meeting Frequency Meeting Purpose Using a Meeting Coordinator Meeting Minutes Maintaining Team Leadership Background and Experience Working Toward the Finish Commitment from the Project Team's Managers Project Completion and Team Members' Growth Motivating the Team Understanding Motivation What Team Members Need Theorizing on Management and Leadership Managing a Project Team and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 9 Implementing the Project Plan Reviewing Assignments with the Project Team Focus on the Work Hosting a Project Status Meeting Tracking Progress Creating a Reporting Process Status Collecting Tools Tracking Financial Obligations Tracking Actual Costs Determining Earned Value Controlling Finances Calculating the Cost Performance Index Calculating the Scheduled Performance Index Predicting Project Performance Calculating the To-Complete Performance Index Executing the Project and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 10 Revising the Project Pian Defining the Need for Revision Establishing Change Control Impacts of Change Project Change Request Change Impact Statement Internal Project Trouble Implementing Project Changes Changes from Internal Forces Changes from External Forces Negotiate for Tiered Structures Extension of Time for Delivery Issue Management Meetings Delaying a Project Coping with Vendor Delays Rebuilding Management Support Focus and Refocus Renewal of Commitment Revising the Project and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 11 Enforcing Quality Defining Quality Quality of the Deliverables Producing a Service Producing Goods Quality vs. Grade Quality of the Process Managing the Quality Project Information Center Web Solutions Software Solutions Quality Management as a Process Quality Phases of Project Management Ensuring Quality Throughout the Project Planning for Quality Traditional Quality Assurance Traditional Quality Control Implementing Quality Control Analyzing Quality Total Quality Management Creating a Strategy for Quality Revisiting the Iron Triangle Progress Reports Quality and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions 12 Completing the Project Completing the Final Tasks Going the Distance Examine the Critical Path 98 Percent Done Is Not Complete The Project Postmortem Reviewing for Quality Assessing the Project Deliverables Examining the Project's Worth Third-Party Review Obtaining Final Sign-Off Using a Project Transition Plan Obtaining Client Approval Post-Project Audit Creating the Final Report Evaluating Team Members' Performance Declaring Victory , Declaring Failure Cheers! Celebrating Victory Project Closure and the CompTIA Project+ Exam Q&A Chapter Quiz Chapter Exercises Quiz Answers Exercise Solutions A IT Project+ Exam Objectives Response Limits 1.0 Preproject Setup/Initiating 1.1 Explain the Requi?ements to Complete a Preproject Setup 1.2 Identify the Characteristics of a Project 1.3 Summarize the Steps Required to Validate a Project 1.4 Explain the Components of a Project Charter 1.5 Outline the Process Groups of the Project Life Cycle 1.6 Explain the Different Types of Organizational Structures 2.0 Project Planning 2.1 Prepare a Project Scope Document Based on an Approved Project Charter 2.2 Use a Work Breakdown Structure (WBS) and WBS Dictionary to Organize Project Planning 2.3 Outline a Process for Managing Changes to the Project 2.4 Develop a Project Schedule Based on WBS, Project Scope, and Resource Requirements 2.5 Given a Desired Deliverable, Apply the Appropriate Tool and/or Method to Produce the Appropriate Outcome 2.6 Given a Scenario, Interpret the Results of Using the Following Tools and/or Methods 2.7 Identify Components of an Internal/External Communication Plan 2.8 Outline the Components of a Risk Management Plan 2.9 Identify Roles and Resource Requirements Based on WBS and Resource Availability 2.10 Identify Components of a Quality Management Plan 2.11 Identify Components of a Cost Management Plan 2.12 Explain the Procurement Process in a Given Situation 2.13 Explain the Purpose and Common Components of a Transition Plan 3.0 Project Execution and Delivery 3.1 Coordinate Human Resources to Maximize Performance 3.2 Explain the Importance of a Project Kick-Off Meeting and Outline the Common Activities Performed During This Meeting 3.3 Recognize the Purpose and Influence of Organizational Governance on a Project's Execution 3.4 Given a Scenario, Select Which Component(s) of a Project Plan Is Affected and Select What Action(s) Should Be Taken 4.0 Change, Control, and Communication 4.1 Given a Scenario, Implement Proper Change Management Procedures 4.2 Evaluate the Impact of Potential Changes to the Triple Constraint 4.3 Using the Risk Management Plan, Determine an Appropriate Response to Potential Risk / Opportunity Events 4.4 Given a Scenario, Execute Appropriate Resource Leveling Techniques 4.5 Explain the Appropriate Steps to Ensure Quality of Project Deliverables 4.6 Identify Potential Tools to Use When a Project Deliverable Is Out of Specification as Defined in the Quality Baseline 4.7 Given a Scenario, Calculate and Interpret the Results of Earned Value Measurement (EVM) 4.8 Given a Scenario, Manage and Implement Information Distribution Based on Communications Plan 4.9 Recognize the Special Communication Needs of Remote and/or Indirect Project Team Members 5.0 Project Closure 5.1 Explain the Importance and Benefits of Formal Project Closure 5.2 Identify Circumstances in Which Project/Phase Closure Might Occur and Identify Steps to Take When Closure Occurs 5.3 Identify the Components and Purpose of Closing Documentation B Working as an Independent Contractor Getting (and Keeping) the Deal Making Yourself at Home Becoming a Leader Delivering More Than What You Promise C Critical Exam Information Test-Passing Tips Days Before the Exam Practice the Testing Process Testing Tips Answer Every Question--Once Use the Process of Elimination Everything You Must Know The 42 Project Management Processes Initiating the Project Planning the Project Executing the Project Monitoring and Controlling the Project Closing the Project EVM Formulas Quick Exam Facts A Letter to You D About the CD System Requirements Installing and Running MasterExam MasterExam Electronic Book Help Removing Installation(s) Technical Support LearnKey Technical Support Glossary Index |
| Managing a project is not unlike directing a movie, coaching a major league baseball team, or flying the space shuttle around the moon. Of course, if you were directing a movie, you'd be working with superstars. If you were coaching a major league team, you might win the pennant. And if you were flying the space shuttle, you'd have a great view. But with project management, you get to experience some of the same thrills I'm sure directors, coaches, and astronauts experience.Relax. This book will help you become the superior project manager you've dreamed of becoming. IT Project Management: On Track from Start to Finish will show you how to get started, get funding, and get the project done. You'll discover advanced project management techniques, the mechanics of project management,and inspiration to keep moving toward the end result of any technical project. I'll show you how you can direct your team to work together and independently. I'll show you how you can motivate team members, get management fired up about your project, and keep yourself from burning out. This book takes you from project management basics to advanced concepts on such topics as creating budgets, devising work breakdown structures, and sustaining an exciting environment that will guarantee your success over and over.As a project manager, you'll be challenged and forced to think on your feet, and you'll learn how to lead people rather than just manage them. Project management is a wonderful life experience that will stretch your brain and abilities further than you ever thought possible. Some people love project management so much they've dedicated their careers to it. These professionals love the exhilaration of finding a solution to a seemingly impossible predicament. They love the nirvana of resolving disagreements between coworkers--and watching their team become tight as family.They thrill over each success en route to the victory of completing the project on track and on budget.My hope is that you'll become one of these people and that I can help get you there. This book is written based on my experiences as a project manager. How I wish a book of this caliber were available when I started my career! Fortunately for you, it's here now. You can (and I hope you do) read the book from cover to cover. Or, ifyou really want to, you can skip from chapter to chapter. Heck, read it backward ifit helps you! Regardless of your reading tactics, the best way to learn is by doing. Do yourself a big favor and complete the exercises at the end of each chapter--they'll help to reinforce what you've read. If you're new to project management, try to discuss some of the issues in this book with an accomplished project manager. Once you've finished reading the book, teach someone else what you've learned. After all,teaching is just learning twice.Finally, if you'd like to discuss any of the topics in this book, feel free to drop me an e-mail. I try to respond to as many as possible. You can reach me at itpm@projectseminars.com. I wish you all the best in your career and your endeavors as a project manager. |
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