There are two choices to the reformatting. One option is to use present tense verbs, such as Define, Plan, Control; another is to use present participles such as Defining, Planning, and Controlling.
One advantage of the participle format is that it gives readers a stronger implication that the item is an activity that takes some time to complete. The advantage of the present tense is that it emphases the action to be taken and is easier to translate.
The team spent a great deal time mapping inputs and outputs to the processes to assure consistency in content. The changes to Chapter 1 focused on the clarification and improved organization of the information. Chapter 1 clarifies the differences between a project and operations; consolidates the areas of expertise by combining the management discussion with the application areas and soft skills into one section; provides standard definitions of program and program management, and portfolio and portfolio management; and includes a more detailed discussion of PMO variations.
Chapter 3 was completely rewritten and expands the focus of the document on Process Groups and processes versus Knowledge Areas. As part of this change Chapter 3 was extensively revised to clearly indicate that the project management processes, inputs, and outputs called out in the chapter are the basis of the standard for project management of a single project.
Seven processes were added, two deleted and thirteen renamed. The project management processes were mapped to show the integration of the processes and describe the requirement to address the five Process Groups and their constituent processes on each project.
Monitoring was added to the existing Controlling Process Group title and this process group was also given more emphasis. Chapter 4 was updated and completely rewritten to enhance the discussion of project management integration.
It provides a description of integration from the aspect of the project management process groups, and provides a clear description of integration across all project management processes. The chapter includes four new processes and two renamed processes all of which have significantly expanded and clarified the content. Exhibit 2 — Chapter 4 Changes identifies the project management process changes. The Project Scope Statement addresses and documents the characteristics and boundaries of the project and its associated products and addresses the methods of acceptance and scope control.
The detailed project scope statement is described in the Scope Definition process of Chapter 5. The Develop Project Management Plan process has been renamed and restructured to define how the project will be managed and to clarify integration among the other processes. The Develop Project Management Plan process: A Includes the actions necessary to define, prepare, integrate, and coordinate all constituent plans. B Is used to guide both the execution, and monitoring and control of the project.
The Direct and Manage Project Execution process has been renamed and restructured to improve integration with the other processes. The process requires the project management team to execute the multiple actions established within the Project Management Plan to perform the work defined within the Project Scope Statement.
Monitor and Control Project Work process: A Measures and monitors project initiation, planning, execution and closure for determining corrective or preventive action. B Includes collecting, measuring, and disseminating performance information and assessing measurements and trends to effect process improvements, these activities are continuously performed from project inception through completion. The Close Project process was added to complete and clarify all activities required in the Closing Process Group.
B Establishes the procedures to coordinate activities needed to verify and document the project deliverables. D Investigates and documents the reasons for actions taken if a project is terminated before completion. E Integrates activities needed to collect project records.
F Analyzes project success or failure. G Gathers lessons learned documentation. H Archives project or phase information from the entire project for future use by the performing organization.
Chapter 5 no longer has initiation as a process but contains one new process as shown is Exhibit 3 — Chapter 5 Changes. The Scope Planning process creates a Scope Management Plan that documents how the scope will be defined, verified, and controlled and how the Work Breakdown Structure will be created and defined. The new process expands the description of the role that a WBS plays in defining the scope of a project.
Can you add one? Previews available in: English. Add another edition? Includes bibliographical references and indexes. System requirements for accompanying computer disc: To use Microssoft Project 98, it needs: PC with Pentium-class processor; Pentium 90 or higher microprocessor recommended; Microsoft Windows 95 or later operating system or Microsoft Windows NT operating system version 4.
Copy and paste this code into your Wikipedia page. Need help? Project management Jack R. Donate this book to the Internet Archive library. If you own this book, you can mail it to our address below. Borrow Listen. Want to Read. Download for print-disabled. Check nearby libraries Library. Share this book Facebook. As of mid-November, more than people had ordered the updated volume—and it wasn't even on the market until this month.
Generally accepted means that the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus about their value and usefulness. Cynthia A. Exhibit 1. The project risk management chapter, which has been rewritten for the Edition, generated the most responses. It's a foundational document, providing an organized way of thinking about project management to those just starting to explore the profession.
It also supplies new tools and techniques that those who understand project management may not have considered. For everyone? Well, think about it. Project management affects everyone's life in some way. On the job and in other areas of life, even those who aren't project managers can bring project management skills to their work, to committees they head or participate in, to hobbies they like. The distribution garnered 1, responses that included comments and suggestions. Exhibit 1 shows the response breakdown.
The project team:. Clarified that projects manage to requirements, which emerge from needs, wants and expectations. Strengthened the linkage of project selection, execution, and learning to organizational strategy.
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