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Chapter 1: Initiating the Project
Figure 1-1: A project manager must balance the team and the technology.
Figure 1-2: Project managers must question all aspects of a project.
Figure 1-3: Well-informed decisions result in success for everyone, not just the project.
Figure 1-4: Decisions based on complaints, wishes, and sales spiels miss the mark.
Figure 1-5: An online survey can quickly tally users input to a new technology.
Figure 1-6: The project manager must lead the process to create a project charter.
Figure 1-7: If a project stays on schedule, so will the budget and the morale .
Chapter 2: Planning the Project
Figure 2-1: Time management is crucial to effective research.
Figure 2-2: The Concept Definition Statement is the foundation of the feasibility plan.
Figure 2-3: The project manager directs the flow of communication between the team and the sponsor.
Figure 2-4: Teams must work together for projects to succeed.
Figure 2-5: More time equals more expense.
Figure 2-6: A flowchart can help you visualize multiple steps of a project.
Figure 2-7: Microsoft Project is an excellent project management tool.
Figure 2-8: Contingency plans are in case of emergency decisions.
Chapter 3: Working with Management
Figure 3-1: An effective presentation must sell the project through effective reasoning.
Figure 3-2: Project managers must address several factors in a presentation.
Figure 3-3: Project sponsors are mediators for project managers and management.
Figure 3-4: A working relationship with management is required for project success.
Chapter 4: Creating the Budget
Figure 4-1: A project divided into phases allows each phase to be assessed a cost value.
Figure 4-2: Worst- and best-case scenarios allow for average amount predictions .
Figure 4-3: Zero-based budgeting requires a zero balance at the genesis.
Figure 4-4: Make-or-buy formulas are common practices in project management.
Figure 4-5: The vendors cost should not outweigh the cost of internal resources.
Figure 4-6: Per station and per connection are common licensing tactics.
Figure 4-7: Many factors can cause projects to run away from the original scope.
Chapter 5: Creating a Work Breakdown Structure
Figure 5-1: A WBS consists of the project, phases, work units, and tasks .
Figure 5-2: A WBS decomposes the project deliverables into manageable components .
Figure 5-3: Gantt chart visualizes the flow of work.
Figure 5-4: There are two methods used to create a WBS.
Figure 5-5: The sum of events can predict a finish date.
Figure 5-6: A timeline can help your audience visualize the deliverables of each phase.
Chapter 6: Organizing a Project Team
Figure 6-1: Assessment of internal skills is derived from multiple sources.
Figure 6-2: A balance of certifications and experience proves expertise.
Figure 6-3: Personal ambitions must be put aside for the success of the project.
Figure 6-4: Subteams are crucial to large implementations .
Figure 6-5: Arguments take a project off schedule and increase costs.
Figure 6-6: Teams can make decisions on their own.
Figure 6-7: A method for resolving issues by testing should be implemented.
Figure 6-8: A vendor must have vision and dedication to the success of the project.
Figure 6-9: STAR is an interview methodology.
Chapter 7: Building the Project Plan
Figure 7-1: Assign tasks to be completed in units of time rather than by specific dates.
Figure 7-2: A WBS decomposed the project into similar, accessible work units.
Figure 7-3: Network diagrams demonstrate the relationship between tasks.
Figure 7-4: The AOA method uses arrows to represent the start and end of activities.
Figure 7-5: Arrows link predecessor and successor tasks using AON.
Figure 7-6: Dependencies describe the relationship between tasks.
Figure 7-7: The longest path to completion is the critical path .
Figure 7-8: The ES and EF dates are found by completing the forward pass.
Figure 7-9: The backward pass reveals the LF and the LS.
Figure 7-10: Management reserve accounts for task overruns.
Chapter 8: Implementing the Project Plan
Figure 8-1: The morale of the team can impact the projects success.
Figure 8-2: Tasks that exceed their durations impact both the budget and the project.
Figure 8-3: As risk is reduced, cost may increase.
Figure 8-4: The committed cost and actual cost should balance.
Figure 8-5: Earned Value can predict if a project will be financially strapped.
Figure 8-6: CPI reflects how closely the project is following the budget.
Figure 8-7: SPI is the ratio of the work planned and actual work performed.
Figure 8-8: TCPI is a formula to predict the ability of a project to stay on track.
Chapter 9: Revising the Project Plan
Figure 9-1: The Project Change Request form formalizes proposed changes to a project.
Figure 9-2: Change control must follow a predetermined path.
Figure 9-3: Change control can spur new projects.
Figure 9-4: Long- term projects require dedication to avoid burnout.
Figure 9-5: Vacant team member positions cause delays.
Figure 9-6: Delays will ultimately result in budget overruns.
Chapter 10: Enforcing Quality
Figure 10-1: A project can deliver goods or a service such as a VPN.
Figure 10-2: Project managers must balance cost and reliability to obtain quality.
Figure 10-3: The project manager who is organized will generate success.
Figure 10-4: A project managers ability to lead impacts the project quality.
Figure 10-5: Quality is an issue in each of the five phases of project management.
Figure 10-6: Flowcharting shows how the components within a system are related .
Figure 10-7: Control charts measure results over time.
Figure 10-8: A Pareto diagram is a histogram ranking the issues from largest to smallest.
Figure 10-9: Project managers are the foundation for quality.
Figure 10-10: Quality can be achieved with a realistic balance of time, cost, and scope.
Chapter 11: Managing Teams
Figure 11-1: A project manager must have authority in proportion to responsibility.
Figure 11-2: The relationship between the project team and project manager is symbiotic.
Figure 11-3: Project managers must balance risk and reward to be successful.
Figure 11-4: Projects require the project managers constant attention.
Figure 11-5: Managerial and technical experience is necessary for IT project managers.
Figure 11-6: Project managers must keep many people informed on the project status.
Figure 11-7: Team members growth must be balanced with the projects health.
Chapter 12: Completing the Project
Figure 12-1: The project team will follow the project managers actions.
Figure 12-2: The final tasks in a project require the project managers full attention.
Figure 12-3: A depleted management reserve can impact final tasks.
Figure 12-4: The process must be in place to test the quality of the project deliverables.
Figure 12-5: The Law of Diminishing Returns prevents exponential productivity.
Figure 12-6: Team member evaluations are serious reviews of their contributions.
Appendix B: Critical Exam Information
Figure B-1: IT Project+ candidates should know these fundamental formulas.
Figure B-2: IT Project+ candidates will be tested on Earned Value Management fundamentals.
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IT Project Management: On Track from Start to Finish, Third Edition
ISBN: 0071700439
EAN: 2147483647
Year: 2004
Pages: 195
Authors:
Joseph Phillips
BUY ON AMAZON
OpenSSH: A Survival Guide for Secure Shell Handling (Version 1.0)
Step 1.1 Install OpenSSH to Replace the Remote Access Protocols with Encrypted Versions
Step 4.4 How to Generate a Key Using PuTTY
Step 4.6 How to use PuTTY Passphrase Agents
Step 6.1 Port Forwarding
Conclusion
Metrics and Models in Software Quality Engineering (2nd Edition)
Criteria for Causality
The Summarization Phase
Software Process Assessment Cycle
Staged versus Continuous Debating Religion
Take Time Getting Faster
Data Structures and Algorithms in Java
Software Development
Inheritance
Analysis of Algorithms
Vocabulary
Disjoint Set Clusters
MySQL Cookbook
Numbering Query Output Lines
18 Pulling a Section from the Middle of a Result Set
Pattern Matching with Regular Expressions
Requiring or Excluding FULLTEXT Search Words
Exporting Tables as Raw Data
What is Lean Six Sigma
The Four Keys to Lean Six Sigma
Key #3: Work Together for Maximum Gain
When Companies Start Using Lean Six Sigma
Making Improvements That Last: An Illustrated Guide to DMAIC and the Lean Six Sigma Toolkit
Six Things Managers Must Do: How to Support Lean Six Sigma
.NET-A Complete Development Cycle
Project Requirements
Using Pens and Brushes in GDI+
References for Further Reading
Analysis of the Editor Optimization Requirement
Implementation of Online Photo Shop
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