000			06331cam a2200493Ki 4500
001			9781003001119
003			FlBoTFG
005			20220509193104.0
006			m d
007			cr cnu---unuuu
008			200502s2020 flu ob 000 0 eng d
040			_aOCoLC-P _beng _cOCoLC-P
020			_a9781000063950 _q(electronic bk.)
020			_a100006395X _q(electronic bk.)
020			_a9781003001119 _q(electronic bk.)
020			_a1003001114 _q(electronic bk.)
020			_a9781000063936 _q(electronic bk. : PDF)
020			_a1000063933 _q(electronic bk. : PDF)
035			_a(OCoLC)1153079189
035			_a(OCoLC-P)1153079189
050		4	_aHD69.P75
072		7	_aBUS _x101000 _2bisacsh
072		7	_aCOM _x032000 _2bisacsh
072		7	_aTEC _x009000 _2bisacsh
072		7	_aKJMP _2bicssc
082	0	4	_a658.404 _223
100	1		_aWu, Te, _d1970-
245	1	0	_aOptimizing project management _h[electronic resource] / _cTe Wu.
260			_aBoca Raton, FL : _bAuerbach Publications/CRC Press, _c2020.
300			_a1 online resource (373 pages)
505	0		_aCover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Figure 1.1 Project Dimensions Beyond Scope, Cost, and Time -- Figure 1.2 Project Management Roles. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.) -- Figure 1.3 PM Skills, Attitudes, and Behaviors. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 1.4 Active PMI Certification Holders. (January 2020). (PMI Fact File, February 2020. PMI Today, Project Management Institute.)
505	8		_aFigure 1.5 Project Management Career Path. (Wu, T., 2017. The Sensible Guide to a Career in Project Management, Iexperi Press, New Jersey. Reprinted with Permission.) -- Figure 2.1 Traditional Waterfall Project Life Cycle. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 2.2 Project Life Cycle in An Agile Approach. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 2.3 Continuum of Traditional to Agile Approaches. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
505	8		_aFigure 3.1 organizational Dimensions and Selective Activities. (Reprinted with Permission from PMO Advisory LLC.) -- Figure 3.2 PMO Maturity Levels. PMO, Project Management Office. (Reprinted with Permission from PMO Advisory LLC.) -- Figure 3.3 Entrance and Exit Criteria for Ideation. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 3.4 Project Life Cycle Phase 1 -- Ideation. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 3.5 AHP Multicriteria Scoring Model. AHP, Analytical Hierarchy Process
505	8		_aFigure 3.6 AHP Multicriteria Weighted Ranking. AHP, Analytical Hierarchy Process -- Figure 3.7 AHP Singlecriterion Prioritization Model. AHP, Analytical Hierarchy Process -- Figure 6.1 Project Success and Project Management Success. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 6.2 How to Think Like a Project Manager. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 8.1 Normal Versus Expedited Schedule -- Figure 8.2 Expedited Plan
505	8		_aFigure 8.3 original (Above) Versus Expedited (Below) Project Gantt Charts -- Figure 9.1 Stakeholder Evaluation Matrix -- Figure 9.2 Power/Interest Matrix -- Figure 9.3 Stakeholder Engagement Plan -- Figure 10.1 WBS By Deliverables. WBS, Work Breakdown Structure -- Figure 10.2 WBS By Functions. WBS, Work Breakdown Structure -- Figure 10.3 WBS By Life Cycle. WBS, Work Breakdown Structure -- Figure 11.1 Activity and Task Dependencies. (Training and Consulting Content from PMO Advisory LLC. Reprinted With Permission.) -- Figure 11.2 Microsoft Project Network Diagram
500			_aFigure 12.1 Project Manager Skills. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
520			_aSHELVING GUIDE: Project Management This hands-on guide is written for project professionals seeking to find an optimized way of performing project management. It provides answers to such critical questions as: Why should an organization apply project management? What is the value of project management in the broader context of an organization? Is project management as successful as some advocates suggested or is it a waste of time and resources because of the many extensive and bureaucratic processes? Which project management approach should our project team adopt: predictive or adaptive, waterfall or rolling water, extreme programming or Scrum? This book aims to provide an optimized view of project management by balancing and blending competing methodologies (e.g., traditional versus Agile), lengthy methodologies and broad principles, processes and practices, and the need to understand versus the need to apply. It includes project management templates, an integrated case study illustrating how to apply tools and concepts, and a glossary of key terms. Optimizing Project Management is for both aspiring and practicing project management professionals. It covers the core concepts, practices, and skills that are useful for developing new ideas, planning activities, implementing projects, and conducting planning and controlling of schedule, budget, and scope. The text is particularly useful for students, project professionals wanting to refresh their knowledge, and those pursuing project management certifications. This book is aligned with common project management standards such as the Project Management Body of Knowledge and the ISO 21502: Project, Programme and Portfolio Management -- Guidance on Project Management.
588			_aOCLC-licensed vendor bibliographic record.
650		0	_aProject management.
650		7	_aBUSINESS & ECONOMICS / Project Management _2bisacsh
650		7	_aCOMPUTERS / Information Technology _2bisacsh
650		7	_aTECHNOLOGY / Engineering / General _2bisacsh
856	4	0	_3Taylor & Francis _uhttps://www.taylorfrancis.com/books/9781003001119
856	4	2	_3OCLC metadata license agreement _uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
999			_c129566 _d129566