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Mastering Project Management Integration and Scope: A Framework for Strategizing and Defining Project Objectives and Deliverables

Mastering Project Management Integration and Scope: A Framework for Strategizing and Defining Project Objectives and Deliverables

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Description

  • Copyright 2015
  • Dimensions: 6" x 9"
  • Pages: 320
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-388773-1
  • ISBN-13: 978-0-13-388773-0

Mastering Project Management Integration and Scope gives managers powerful insights and tools for addressing the most crucial success factor in any project: completely and accurately defining project objectives and deliverables, and transforming your definitions into effective requirements and an integrated project plan.

This book is part of a new series of six cutting-edge project management guides for both working practitioners and students. Like all books in this series, it offers deep practical insight into the successful design, management, and control of complex modern projects. Using real case studies and proven applications, expert authors show how multiple functions and disciplines can and must be integrated to achieve a successful outcome.

Individually, these books focus on realistic, actionable solutions, not theory. Together, they provide comprehensive guidance for working project managers at all levels, as well as indispensable knowledge for anyone pursuing PMI/PMBOK certification or other accreditation in the field.

Sample Content

Table of Contents

Preface     xiv
SECTION I:  THE INITIATING OF PROJECTS     1
Chapter 1  Fundamentals     3

Learning Objectives     3
The Four Sections of This Book     4
Glossary     5
Overview     7
The Holistic Viewpoint of Project Integration and Scope Management     11
The PMBOK® View of Project Integration and Scope Management     18
The IPO Concept and How Project Management Might Have Started     26
The Similarity and Difference Between the PMBOK® and the Holistic View     31
Some Fundamental Terms and Concepts     35
Two Enterprise Elements That Influence Project Management     45
Summary     48
Review Questions     49
Chapter 2  The Project Charter     51
Learning Objectives     51
Overview     52
Project Charter—The Single Point of Reference (SPOR) for the Project     57
Inputs to and Activity Tasks for Writing a Project Charter     93
The Output: The Project Charter     109
A Charter Case in Point     110
Summary     112
Review Questions     113

SECTION II:  THE PLANNING, DEFINING, SCOPING, AND STRUCTURING OF PROJECTS     115
Chapter 3  Project Management Plans and Documents     117

Learning Objectives     117
Overview     118
Project Management Planning     122
The Project Management Master Plan     128
The Change Management Plan     131
The Communications Management Plan     133
The Configuration Management Plan     135
The Cost Baseline     137
The Cost Management Plan     138
The Human Resource Management Plan     140
The Process Improvement Plan     141
The Procurement Management Plan     142
The Quality Management Plan     144
The Requirements Management Plan     145
The Risk Management Plan     146
The Schedule Baseline     147
The Schedule Management Plan     148
The Scope Baseline     149
The Scope Management Plan     150
The Stakeholder Management Plan     151
Additional Project Management Documentation     152
Summary     154
Review Questions     154
Chapter 4  Project Requirements     155
Learning Objectives     155
Overview     156
Understanding Requirements     161
Requirement Classification and Traceability     179
Collecting and Documenting Requirements     181
Summary     184
Review Questions     185
Chapter 5  The Scoping of Projects     187
Learning Objectives     187
Overview     187
The PMBOK® Process Define Scope     188
The Holistic View of the Scoping of Projects     189
Summary     191
Review Questions     191
Chapter 6  The Project Work Breakdown Structure (WBS)     193
Learning Objectives     193
Overview     193
The PMBOK® Process Create WBS     196
The Making of a Work (or Scope) Breakdown Structure (WBS or SBS)     199
A WBS Case in Point     204
Summary     206
Review Questions     206

SECTION III:  THE MANAGING AND LEADING OF THE EXECUTION OF PROJECTS     207
Chapter 7  The Directing and Managing of the Work Performed in Projects     209

Learning Objectives     209
Overview     210
The PMBOK® Process Direct and Manage Project Work     213
The Holistic View of Directing and Managing the Work Performed in Projects     215
Tools and Techniques     219
Aspects of Managing and Leading the Execution of Projects     223
From and For Practical Project Cases     226
Summary     230
Review Questions     230
Chapter 8  The Monitoring and Controlling of the Work Performed in Projects     231
Learning Objectives     231
Overview     232
The PMBOK® View of Monitoring and Controlling Project Work     232
The Holistic View of Monitoring and Controlling Project Work     234
From and for Practical Project Cases     238
Summary     242
Review Questions     242
Chapter 9  The Integrating and Controlling of the Changes Occurring in Projects     243
Learning Objectives     243
Overview     244
The PMBOK® Process Perform Integrated Change Control     244
The Holistic View of Integrating and Controlling the Changes Occurring in Projects     246
From and for Practical Project Cases     250
Summary     258
Review Questions     258
Chapter 10  The Controlling and Validating of the Scope of Projects     259
Learning Objectives     259
Overview     259
The PMBOK® Processes to Validate and Control Scope     260
The Holistic View of the Controlling and Validating of the Scope of Projects     262
From and for Practical Project Cases     266
Summary     271
Review Questions     271

SECTION IV:  THE CLOSING OF PROJECTS     273
Chapter 11  The Closing of a Project or of a Phase     275

Learning Objectives     275
Overview     276
The PMBOK® Process Close Project or Phase     276
The Holistic View of the Closing of a Project or a Phase     278
The Project Closure Acceptance Documentation (PCAD)      280
Summary     285
Review Questions     285
Bibliography     287
Index     289


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