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About this product
- Author(s)Marco Sampietro,Tiziano Villa
- PublisherApple Academic Press Inc.
- Date of Publication26/02/2014
- GenreCareers & Success
- Place of PublicationOakville
- Country of PublicationCanada
- ImprintApple Academic Press Inc.
- Content Note29 black & white illustrations, 27 black & white tables
- Weight566 g
- Width156 mm
- Height235 mm
- Spine20 mm
- Format DetailsUnsewn / adhesive bound
- Table Of ContentsPROJECT FOLLOWERSHIP Introduction to Project Management Keywords Reader's Guide Projects, Projects, and More Projects! Ten Key Characteristics of a Project Project Life Cycle Project Environment and the Stakeholders The Project's Key Stakeholders Project Sponsor Project Manager Project Management Team (PMT) Project Team PMO Other Project Stakeholders Focus on the Project Management Team Success of the Project A Frame of Reference The Project Evaluation System Degree of Complexity of a Project Project Management Strategy Conclusions References Project Followership in Action Keywords Reader's Guide Toward Widespread Project Management Project Followership: A Reference Model Project Followership Actions Project Followership during Project Initiation Project Followership during Project Planning Project Followership during Project Execution and Control Project Followership during the Project Closure Importance of the Distinctive Features of Project Followership Conclusions References The Kickoff Meeting Keywords Reader's Guide Why the Kickoff? Kickoff Objectives Support in Preparing the Kickoff Response to the Invitation and Receiving the Information Presentation of the Stakeholders and the Organization of the Project Reading the Project Charter Discussion of the Project Project Followership Actions for the Kickoff Meeting Conclusions References The Requirements Analysis Keywords Reader's Guide Why a Requirements Analysis? Role of the Project Team Member in the Requirements Analysis Requirements Analysis: Steps and Techniques General Outline Classify the Stakeholders Collect the Expectations Define the Requirements Validate the Requirements Reviewers Prototypes Acceptance Tests Conclusions References Planning the Scope Keywords Reader's Guide Why Manage the Scope? Managing the Scope Is Not Easy Role of the Project Follower in Planning the Project Scope Deliverables: The Essence of the Project WBS: Instructions for Use Meaning of WBS Ultimate Purpose of the WBS: To Magnetize the Team Rules for Building the WBS WBS Metaphors WBS Dictionary: An Extremely Useful Compendium Conclusions References Project Scheduling Keywords Reader's Guide Why Scheduling? Approach to Project Scheduling Scheduling Steps and the Project Follower's Contribution In-Depth Study of the Project Scheduling Steps Step 1: Determine the Project Work Sequence Step 2: Estimate the Duration of the Network Elements Step 3: Compress the Project Duration Fast Tracking Crashing Quality Reduction Scope Reduction Step 4: Allocating the Available Resources Step 5: Optimize the Allocation of Resources and Include New Resources if Necessary Profile of the Project Follower in Project Scheduling Step 1: Determine the Project Work Sequence Step 2: Estimate the Duration of the Network Elements Step 3: Compress the Project Duration Step 4: Allocating the Available Resources Step 5: Optimize the Allocation of Resources and Include New Resources if Necessary Conclusions References Formulation of Estimates Keywords Reader's Guide Why Is Estimating So Important? Estimation Techniques Bottom-Up Top-Down The Experts' Judgment Analogy Historic Series Models Pitfalls in the Estimation Process Different Degrees of Tolerable Approximation Optimistic Estimates Pessimistic Estimates Temporal Distance of the Activities to Be Performed Parkinson's Law Student Syndrome Main Activity Measuring Time Availability of Information Actual Time Available for the Project Forecasts for Others Closeness of Temporal Phenomena Project Followership Actions to Improve Estimates Conclusions References Project Risk
- Author BiographyMarco Sampietro received a MSC in Economics at the Insubria University in Italy and a PhD at the University of Bremen, Germany. Since 2000 he has been a professor at SDA Bocconi School of Management, Bocconi University, Milan, Italy. SDA Bocconi School of Management is ranked among the top 100 Business Schools in the world (Financial Times Rankings). He is a Core Faculty Member at SDA Bocconi School of Management and teaches Project Management in the following programs: MBA - Master of Business Administration, EMBA - Executive Master of Business Administration, GEMBA - Global Executive Master of Business Administration. He is also responsible of the executive education course: IT Project Management. He is also a Faculty Member at MISB Bocconi - Mumbai International School of Business Bocconi, the Indian subsidiary of SDA Bocconi School of Management. Since 2001 he has been a contract professor at Bocconi University where he teaches Project Management, IT Management, and Computer Skills for Economics. In 2008 and 2009 he has been Vice-Director of a Master Degree in IT Management at Bocconi University. He is also Contract Professor at the Milano Fashion Institute where he teaches Project Management. Finally, in 2010 he has co-founded The Base Project Management Consultancy. Some of his international experiences are: speaker at the NASA Project Management Challenge 2007, 2008, and 2011, USA; speaker at the PMI Global European Congress, 2010; speaker at the IPMA-GPM Young Crew Conference, 2008, Germany; visiting instructor at the University of Queensland, Australia. He is co-author of 5 books on project management and 7 books on IT management. Finally he is author of internationally published articles and case studies. Tiziano Villa, PMP(R) CMC(R) started his career at IBM as organizational analyst in the manufacturing plant of Vimercate, Italy. Subsequently he worked in the IT area of insurance companies, first as a Project Manager and later as PMO Coordinator. Since 1989 Tiziano Villa has been working in the management consultancy field, mainly on project management-related topics as a trainer and consultant. In 2002 he founded the Project Management LAB(R) , an Italian consulting and training company which is also a PMI(R) REP. From 2003 to 2007 he was a member of the Board of Directors of the PMI(R)-NIC Northern Italy Chapter. He is a past director of PMI(R)-NIC. In this role he coordinated PMI(R)-NIC research, workshops, and events. He is project management Contract Professor at the Master IT Governance & Compliance , University of Turin - SAA - School of Business Administration.
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