No matter how perfect a project plan may be on paper, it is worthless if nobody actually uses it. This truism is an everyday reality for too many project managers who muster all their expertise writing the ''perfect'' plan only to watch the project fall off course as team members jettison the plan t
Project management process improvement
โ Scribed by Wysocki, Robert K
- Publisher
- Artech House
- Year
- 2004
- Tongue
- English
- Leaves
- 249
- Series
- Effective project management series
- Category
- Library
No coin nor oath required. For personal study only.
โฆ Table of Contents
Introduction to the Process Improvement Life Cycle. Overview of the Project Management Maturity Model. Assessing Current Maturity Level Metrics to identify improvement Opportunities. Tools to investigate improvement Opportunities. Commissioning improvement initiatives. Measuring the effectiveness of improvement initiatives.
โฆ Subjects
Project management;Projektmanagement;Projektmanagement ; SWD-ID: 40474410;Prozessoptimierung;Prozessoptimierung ; SWD-ID: 41760748;Reengineering (Management);SWD-ID: 40474410;SWD-ID: 41760748
๐ SIMILAR VOLUMES
This book culls the best practices from CMM and PMBOK, the de-factostandards for process improvement and project management, to showproject managers how to ensure that their project plans are not onlyperfect on paper but also perfect in practice.
"Readers can benefit from the expertise of Mel Bost as both a project manager and a PMO practitioner. Kudos to him for bringing us this valuable perspective on lessons learned." --Mark Price Perry, Founder, BOT International and author of<i>Business Driven Project Portfolio Management</i><br /><br /
Introduction to processes and projects as key facilitators of modern life -- Understanding and empowering the program management office (PMO) and its influence on project lessons learned -- What do i do if my PMO can't execute? -- Avoiding disruption of the pmo by "accidental adversaries" -- Identif
In today's highly competitive marketplace, organizations want more from project management than on-time, under-budget delivery. Just like labor, technology and equipment, they expect project management to contribute to the bottom line. It must deliver a profitable return on investment if it is to be