000			03545nam a2200205Ia 4500
005			20191029172626.0
008			160802s9999 xx 000 0 und d
020			_a9780071077385
041			_aeng
082			_a658.404 _bLEW-P
100			_aLewis, James P. _94778
245			_aProject planning, scheduling and control: _bultimate hands-on guide to bringing projects in on the time and on budget / _cJames P Lewis
250			_a5th ed
260			_bTata McGraw-Hill, _c2011. _aNew Delhi:
300			_axvii, 570 p.
500			_aInclude Index
505			_aSection 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			_aProject management _918879
942			_cBK
999			_c4472 _d4472