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| Join our global community of more than a half million members and credential holders from over 170 countries. |
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| Stand out from the crowd and demonstrate your project management skills with a globally recognized credential. |
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| eSeminarsWorld® Course: Project Management Fundamentals: An Intensive Program. Get up to speed in Project Management without leaving your office through an eSeminarsWorld course. |
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| Title: | Quiz: Take Control of Your Projects and Stop Being a Victim of Late Requirements |
| PMI Product ID: | 00101164700 |
| PMP® PDUs: | 1 |
| PgMP® PDUs: | 1 |
| PMI-SP® PDUs: | 1 |
| Price: | $25.00 |
| Member Price: | $15.00 |
| You Save $10.00 by being a PMI member |
| Price(s) include article(s) and the quiz. |
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| This product is a bundled product and includes the following items: |
| Title Statement: | Take control of your projects, and stop being a victim of late requirements [electronic resource] / David Koenig. |
| Main Author - Personal: | Koenig, David. |
| Journal Citation: | PMI Global Congress 2007--North America. Proceedings, FND13.PDF. |
| Publisher: | Project Management Institute |
| Language: | English |
| Abstract: | When project managers fail to control a project's scope, when they allow new requirements late in the project life cycle, the project team will usually finish the project late and over-budget. This paper examines how project managers can use a set of basic project management tools to effectively control a project's schedule and efficiently plan its resources. In doing so, it describes three reasons why scope creep and late requirements occur; it lists six questions that can help project managers clearly establish a project's delivery expectations and accurately target its completion date. It explains the process of using the "working backward/working forward" model for developing deadline-driven project scheduling estimates; it identifies several questions for understanding a project's scope expectations and assumptions. It then explains the process of developing and managing a project staffing plan. It also discusses how project managers can use "due versus done" metrics to manage team performance in relation to meeting milestones and identifying--and addressing--project issues. |
| Subjects: | Resource allocation.|Schedule Control [Process] |
| Physical Description: | [7] p. : ill. (some col.). |
| CID: | 8981 |
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