Visualizing Project Management: Models and Frameworks for Mastering Complex Systems / Edition 3

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Overview

"Complex systems do not require complex project management. The most effective project managers are able to simplify their project environment and organize projects, large and small, to achieve predictable results. This book explains how anyone responsible for a project can apply the same powerful methods, based on proven visual models." Authors Forsberg, Mooz, and Cotterman are leading project management consultants who have helped shape the direction of project management thinking and culture. With the cooperation of their major clients, the processes and techniques in this landmark book have been confirmed and tested by more than 40,000 working project managers.
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Product Details

  • ISBN-13: 9780471648482
  • Publisher: Wiley
  • Publication date: 9/3/2005
  • Edition description: REV
  • Edition number: 3
  • Pages: 480
  • Sales rank: 1,088,783
  • Product dimensions: 7.78 (w) x 9.55 (h) x 1.52 (d)

Table of Contents

Introduction : using visual models to master complex systems
1 Why are project requirements a critical issue? 3
2 Visualizing the project environment 8
3 Modeling the five essentials 19
4 Organizational commitment 37
5 Project communication 48
6 Teamwork 69
7 The project cycle 84
8 The ten management elements 129
9 Project requirements 137
10 Organization options 167
11 The project team 181
12 Project planning 196
13 Opportunities and their risks 223
14 Project control 254
15 Project visibility 278
16 Project status 292
17 Corrective action 312
18 Project leadership 319
19 Principles and tactics for mastering complexity 341
20 Integration, verification, and validation 361
21 Improving project performance 381
App. A Web site for forms and templates 401
App. B The professional and standards environment 403
App. C The role of unified modeling language in systems engineering 409
App. D A summary of the eight phase estimating process 415
App. E Overview of the SEI-CMMI 421
Glossary : one hundred commonly misunderstood terms 427
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