book

Successful Project Management

by Michael S. Dobson

September 2015

Beginner

252 pages

6h 24m

English

AMA Self-Study

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Origins of Modern Project ManagementProjects and Project ManagementProjects and the OrganizationPrograms and PortfoliosProject Management Office (PMO)Organizational Structure and Project ManagementThe Process of Project ManagementProject InitiationProject PlanningProject ExecutionProject Monitoring and ControlProject ClosingThe Many Hats of a Project ManagerProject Time ManagementProject Scope ManagementProject Cost ManagementProject Communications ManagementProject Stakeholder ManagementProject Human Resources ManagementProject Quality ManagementProject Procurement ManagementProject Risk ManagementProject Integration ManagementRecapReview Questions
From Problem to ProjectProject InitiationProject or PhaseStakeholdersCommon StakeholdersOther StakeholdersIssues in Stakeholder ManagementConstraintsHierarchy of ConstraintsRanking ConstraintsAssumptionsProject CharterObtaining Approval and Buy-InProgressive Elaboration and the Project ObjectiveRecapReview Questions
Iterative PlanningStatement of WorkRequirements DocumentWork Breakdown StructureCreating a Work Breakdown StructurePhases, Deliverables, or Departments?The One Hundred Percent RuleProject Management Work in the WBSNetwork DiagrammingConstructing an Activity ListLaying Out the ProjectDetermining the Critical PathAdditional Scheduling RelationshipsForward and Backward PassGantt ChartRecapReview Questions

Uncertainty in Project PlanningEstimating MethodologiesStandard Estimating TechniquesAnalogous EstimatingExpert Judgment and Delphi EstimatingParametric EstimatingBottom-Up EstimatingThree-Point EstimatingProgram Evaluation and Review Technique (PERT)Monte Carlo SimulationIssues in EstimatingOveroptimismParkinson’s LawRolling Wave EstimatingRecapReview Questions
Progressive Elaboration and the Project PlanStaffing and Resource RequirementsBuilding the Project TeamResponsibility Assignment Matrix (RAM)Loading and Leveling the ScheduleOutsourcingProcurement PlanningCritical Path Method (CPM) AnalysisThe Northridge Overpass DisasterImplications for Project PlanningCritical Path MethodCrashing a ProjectCommunications and Stakeholder Management PlanRecapReview Questions
The Project UniverseRiskThreats and OpportunitiesPricing RiskUncertainty About UncertaintyRisk ToleranceRisk Management ProcessPlanning Risk ManagementIdentifying RisksPerforming Qualitative Risk AnalysisPerforming Quantitative Risk AnalysisPlanning Risk ResponsesResidual and Secondary RiskImplementing Risk ResponsesQualityIs Quality Scope?Process Quality and Product QualityProcess QualityProduct QualityQuality Tools and ProcessesRecapReview Questions
From Plan to WorkPlan ApprovalPerformance Measurement BaselineScheduleScope VerificationCost BaselineTeams and Other ResourcesAcquiring the TeamTeam DevelopmentKickoff MeetingWork ManagementChange ManagementFundamentals of Change ManagementChange Control Boards and Configuration ManagementSolving ProblemsContingency PlansCorrective Actions and WorkaroundsRecapReview Questions
Planning Monitoring and ControlMonitoring Project StatusStatus ReportsStatus MeetingsInspections and ReviewsFrequency of ReviewsReporting Project StatusRisk Monitoring and ControlNew Risk CycleRisk ReassessmentRisk AuditsManaging ReservesMonitoring and Controlling QualityQuality AssuranceQuality ControlEarned Value ManagementPlanned Value, Earned Value, and Actual CostCost Variance and Schedule VarianceCost and Schedule Performance IndicesApplying Earned ValueAdvanced EVMUpdating the Project Plan and BaselineRecapReview Questions
Project CloseoutCloseout ChecklistTransferContract and Procurement ClosureAdministrative ClosureCelebration and RewardLessons LearnedOn to the Next Project!RecapReview Questions
Exercise 1–1. Getting StartedExercise 1–2. Knowledge AreasExercise 2–1. Stakeholder RegisterExercise 2–2. Hierarchy of ConstraintsExercise 2–3. PMO Project Constraints and AssumptionsExercise 2–4. PMO Project Charter OutlineExercise 3–1. Research and the SOWExercise 3–2. Different WBS ApproachesExercise 3–3. Build a Work Breakdown StructureExercise 3–4. Activity ListExercise 3–5. Network DiagramExercise 3–6. Forward and Backward PassExercise 3–7. Create a Gantt ChartExercise 4–1. Types of EstimatesExercise 4–2. Calculating PERT EstimatesExercise 4–3. Estimating ReviewExercise 5–1. Skill RequirementsExercise 5–2. Skill ListExercise 5–3. Responsibility Assignment MatrixExercise 5–4. CPM AnalysisExercise 5–5. Communications and Stakeholder Management PlanExercise 6–1. Risk ToleranceExercise 6–2. Risk IdentificationExercise 6–3. Qualitative Risk AnalysisExercise 6–4. Sensitivity AnalysisExercise 6–5. Risk Response PlanningExercise 6–6. Functional and Nonfunctional RequirementsExercise 7–1. Analyzing a Tracking Gantt ChartExercise 7–2. Problem SolvingExercise 8–1. Earned Value MetricsExercise 8–2. Cost and Schedule VarianceExercise 8–3. Performance IndicesExercise 9–1. Closeout ChecklistExercise 9–2. Implementing the PMOExercise 9–3. Lessons Learned Questions

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Post-Test

Successful Project Management

Fourth Edition

Course Code 98004

INSTRUCTIONS: To take this test and have it graded, please email AMASelfStudy@amanet.org. You will receive an email back with details on taking your test and getting your grade.

FOR QUESTIONS AND COMMENTS: You can also contact Self Study at 1-800-225-3215 or visit the website at www.amaselfstudy.org.

1. In a PERT analysis, what is the probability that an activity will be completed no later than the PERT estimate?

(a) 50.00%

(b) 84.13%

(d) 61.79%

2. The triple constraints include:

(a) risk, quality, and procurement.

(b) time, risk, and quality.

(d) time, cost, and performance.

3. A critical path activity can be compressed from eight ...