Project planning, scheduling and control: (Record no. 4472)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 03545nam a2200205Ia 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20191029172626.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 160802s9999 xx 000 0 und d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| ISBN | 9780071077385 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | eng |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.404 |
| Item number | LEW-P |
| 100 ## - MAIN ENTRY--AUTHOR NAME | |
| Personal name | Lewis, James P. |
| 245 ## - TITLE STATEMENT | |
| Title | Project planning, scheduling and control: |
| Remainder of title | ultimate hands-on guide to bringing projects in on the time and on budget / |
| Statement of responsibility, etc | James P Lewis |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 5th ed |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Name of publisher | Tata McGraw-Hill, |
| Year of publication | 2011. |
| Place of publication | New Delhi: |
| 300 ## - PHYSICAL DESCRIPTION | |
| Number of Pages | xvii, 570 p. |
| 500 ## - GENERAL NOTE | |
| General note | Include Index |
| 505 ## - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Section One: Introduction To Project Management; Chapter 1 An Introduction to Project Management; What Is a Project?; What Is Project Management?; How Do You Define Success?; The Project Management System; Project Management and and ISO 9000; Project Management and Six Sigma; The Lewis Method of Managing Projects; In Summary; Chapter 2 The Project Management Institute and the PMBOK[sup(®)] GUIDE; Processes versus Knowledge Areas; Knowledge Areas; In Summary; Chapter 3 The Role of the Project Manager; It's All About People; Do You Really Want to Manage. Making Your Career DecisionChapter 4 How to Achieve High-Performance Project Management"! The High-Performance Project Management Model; The Need for a New Approach; Stages of Development; Chapter 5 Whole-Brain[sup(®)] Project Management; Thinking Styles; Work Motivation and the HBDI[sup(®)] Profile; Team Dynamics; The Balanced Scorecard; Creativity and Profiles; In Summary; Section Two: Project Definition; Chapter 6 Headless-Chicken Projects and How to Prevent Them; The Cold, Hard Facts; The Causes; Mission and Vision; Problems, Problems; Defining Closed-Ended Problems. Defining Opened-Ended ProblemsThe Fallacy of Project Management Assumptions; Section Three: Project Planning; Chapter 7 Developing Project Strategy; What Is Strategy?; Generating and Choosing the Correct Strategy; Putting It All Together; Chapter 8 Implementation Planning; Mistakes in Planning; Developing the Work Breakdown Structure; Estimating Time, Cost, and Resource Requirements; Clarifying Roles and Responsibilities; Gaining Commitment from Resource Providers; Developing the Project Budget; Chapter 9 Project Scheduling; The Basics of Scheduling; Software Capabilities; Resource Allocation. ConclusionChapter 10 Managing Project Communications; Communications Management Processes; Chapter 11 Managing Risks; The Risk Management Process; Risk Quantification; Conclusion; Section Four: Execution and Control; Chapter 12 Project Control; Measuring Progress; The Pitfalls of Reporting Schedule Only; Tracking Progress Using Earned Value Analysis; Responding to Deviations; Using Graphs to Track Progress and Forecast Trends; Using Spreadsheets to Track Progress; Alternatives to Earned Value; Project Change Control; Chapter 13 Conducting Project Reviews; Reviews; Displaying Progress. Process ReviewsConducting Process or Lessons-Learned Reviews; The Process Review Report; Design Reviews; Section Five: Other Issues in Project Management; Chapter 14 Improving Project Processes; Identifying Processes; Principles of Process Improvement; Operational Definitions of Problems; Chapter 15 Managing and Facilitating Meetings; Meeting Management Guidelines; Marathon Meetings; Important Roles in Meetings; Some Guidelines for Project Meetings; More Pointers for Status Meetings; In Summary; Chapter 16 Closing Out the Project; Administrative Closure; The Final Lessons-Learned Review. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Term | Project management |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Books |
| Lost status | Damaged status | Collection code | Home library | Current library | Shelving location | Date acquired | Source of acquisition | Cost, normal purchase price | Full call number | Accession Number | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Non Fiction | Library, SPAB | Library, SPAB | H-1 | 23/07/2013 | SPAB/LIB/13-14/B283 | 2013-07-01 | C-6629 | 2013-07-04 | Baroda| | RS675.00 | 675.00 | 658.404 LEW-P | 006122 | Books |