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Project Management PROCESS IMPROVEMET

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    تاريخ التسجيل: Jun 2007
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    Project Management PROCESS IMPROVEMET



    Project Management Process Improvement (Artech House Effective Project Management Series)
    By Robert K. Wysocki
    * Publisher: Artech House Publishers
    * Number Of Pages: 246
    * Publication Date: 2004-01
    * ISBN-10 / ASIN: 1580537170
    * ISBN-13 / EAN: 9781580537179
    Project Management
    Process Improvement
    Robert K. Wysocki
    الكتاب مرفق
    Introduction
    Regardless of the extent of your efforts to design and deploy an exemplary project
    management process, the realities always seem to fall far short of your expectations.
    Project managers and their teams do not use the processes you worked
    so hard to get accepted and approved. Some use the processes sporadically. Others
    modify them to suit their own purposes. Others ignore them all together and
    opt to use their own processes, which they believe to be superior to the ones
    offered by their organization. Risk underlies many of these decisions. Project
    managers would prefer to use the tried and true rather than expose the project to
    added risk through the use of unfamiliar processes. Only after prompting from
    you do they give the new processes a try. Their reluctance is obvious and you do
    not seem to have won any converts to the new way. The question remains: How
    do you win converts to the processes and support you are offering?
    If you are experiencing these behaviors, I do not want you to think that
    they are due to any failure on your part. Much to the contrary, to have a project
    management process in place is a considerable accomplishment. You should be
    proud of having reached this goal. However, I want you to take the position that
    it is just an intermediate goal. The long-term goal is to have a fully developed
    and integrated portfolio of project management processes. Your initial offering
    is just that—initial. You are now dealing with a cultural change. As teams begin
    to use these processes, you will learn about the process shortcomings. These you
    will fix, and the cycle of learning and fixing will continue. This improvement
    cycle is a major focus of this book.
    This book will take you through the steps you will need in order to mature
    your project management processes to whatever level your management expects.
    xi
    In addition to the process goals, you will want to achieve a certain level of adoption,
    and we will consider the steps to achieve that goal as well.
    The book is organized chronologically and designed to be read from cover
    to cover. The first three chapters establish the foundational information we will
    need for the remainder of the book. Chapter 1 sets the stage for process
    improvement. Its primary contribution is a presentation of the process improvement
    life cycle. This is the roadmap for the remainder of the book. Chapter 2
    establishes the concepts that drive all further discussion. A project management
    maturity model is introduced as an adaptation of the Software Engineering
    Institute’s Capability Maturity Model
    ® for software development. The nine
    knowledge areas defined by the Project Management Institute, which are introduced
    in Chapter 2, are the infrastructure upon which we are going to build a
    strategy for process improvement. This chapter also introduces the process
    maturity matrix as the entity on which all improvement initiatives are based.
    Chapter 3 describes the survey instrument that is used for data collection. It
    serves two purposes. The first is to set the baseline project management maturity.
    This is an assessment of the maturity level of the project management
    processes themselves. This is the baseline against which all projects will be
    assessed as to the maturity level of the practice of the processes. There will be
    gaps between the maturity of the processes and the maturity of the practice of
    the processes. Chapter 3 will address those gaps and the information they convey
    regarding the organization’s project management effectiveness.
    Chapters 4 and 5 present the tools that we will use to analyze and present
    the maturity data and identify improvement opportunities. Chapter 4 presents
    project level performance tools that are familiar to most project managers:
    cost schedule control (a.k.a. earned value), milestone trend charts, and project
    reviews. Chapter 4 closes with a brief look at four ways to quickly rank these
    improvement opportunities: forced ranking model, risk matrix, paired comparisons
    model, and weighted criteria model. Chapter 5 presents tools that we can
    use to investigate a specific process for improvement possibilities: My own variations
    on a problem-solving model, fishbone diagrams, force field analysis, Pareto
    diagrams, process charts, and root cause analysis.
    Chapter 6 discusses the life cycle of projects that are focused on improvement
    initiatives. These are projects just like any other projects we have been
    managing for years but with some notable differences. They are small, they are
    frequently killed, their scope can change radically, and they give life to many
    new improvement projects. I will lay out the life cycle of these projects along
    with the documentation specific to them.
    Chapter 7 presents a case study that I call B. Stoveburden Trucking Company.
    It is a disguised version of an improvement program from one of my clients.
    Not all of their adventure is reported here. I have condensed it to contain

    xii Project Management Process Improvement
    the most significant analyses and findings. It shows by way of example how all of
    the tools introduced in Chapters 5 and 6 can be used.
    Chapter 8 is the closing chapter and presents two important thoughts with
    which I wish to leave you. The first deals with implementation challenges.
    Improving the effectiveness of your project management process is no small
    task. It embodies value statements, cultural fit, and sponsorship. The second is
    implementation strategies. There are at least three ways to approach project
    management process improvement: through major project initiatives, through a
    long-term program, and through a slow but steady pace.
    Hopefully you have a clear picture of my agenda for this book. You will
    find my presentation style to be informal and brief. I do not want to burden you
    with more reading than is necessary. The purpose here is to give you a handy
    guide and reference for your improvement initiatives. You have my best wishes
    for a productive and rewarding reading and learning experience.

  2. [2]
    أهل الحديث
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    عضو شرف


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    وسام الشكر

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    { الَّذِينَ آتَيْنَاهُمُ الْكِتَابَ يَعْرِفُونَهُ كَمَا يَعْرِفُونَ أَبْنَاءَهُمُ }

  3. [3]
    عبدالقادر حجاج
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    many thanks for this valuable present

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  4. [4]
    iraqiengineer
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    جزاك الله عنا خير الجزاء

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    م. ابوجعفر


    اعمل لدنياك كانك تعيش ابدا.....
    واعمل لاخرتك كانك تموت غدا

  5. [5]
    إيهاب الفيشاوي
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    جديد


    تاريخ التسجيل: Mar 2008
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    pan_ehab1964*************

    [ شكرا جزيلا على هذا الكتاب القيم]

    Project Management Process Improvement (Artech House Effective Project Management Series)
    By Robert K. Wysocki
    * Publisher: Artech House Publishers
    * Number Of Pages: 246
    * Publication Date: 2004-01
    * ISBN-10 / ASIN: 1580537170
    * ISBN-13 / EAN: 9781580537179
    Project Management
    Process Improvement

    Robert K. Wysocki
    الكتاب مرفق


    Introduction
    Regardless of the extent of your efforts to design and deploy an exemplary project

    management process, the realities always seem to fall far short of your expectations.
    Project managers and their teams do not use the processes you worked
    so hard to get accepted and approved. Some use the processes sporadically. Others
    modify them to suit their own purposes. Others ignore them all together and
    opt to use their own processes, which they believe to be superior to the ones
    offered by their organization. Risk underlies many of these decisions. Project
    managers would prefer to use the tried and true rather than expose the project to
    added risk through the use of unfamiliar processes. Only after prompting from
    you do they give the new processes a try. Their reluctance is obvious and you do
    not seem to have won any converts to the new way. The question remains: How
    do you win converts to the processes and support you are offering?
    If you are experiencing these behaviors, I do not want you to think that
    they are due to any failure on your part. Much to the contrary, to have a project
    management process in place is a considerable accomplishment. You should be
    proud of having reached this goal. However, I want you to take the position that
    it is just an intermediate goal. The long-term goal is to have a fully developed
    and integrated portfolio of project management processes. Your initial offering
    is just that—initial. You are now dealing with a cultural change. As teams begin
    to use these processes, you will learn about the process shortcomings. These you
    will fix, and the cycle of learning and fixing will continue. This improvement
    cycle is a major focus of this book.
    This book will take you through the steps you will need in order to mature
    your project management processes to whatever level your management expects.
    xi
    In addition to the process goals, you will want to achieve a certain level of adoption,
    and we will consider the steps to achieve that goal as well.
    The book is organized chronologically and designed to be read from cover
    to cover. The first three chapters establish the foundational information we will
    need for the remainder of the book. Chapter 1 sets the stage for process
    improvement. Its primary contribution is a presentation of the process improvement
    life cycle. This is the roadmap for the remainder of the book. Chapter 2
    establishes the concepts that drive all further discussion. A project management
    maturity model is introduced as an adaptation of the Software Engineering
    Institute’s Capability Maturity Model® for software development. The nine
    knowledge areas defined by the Project Management Institute, which are introduced
    in Chapter 2, are the infrastructure upon which we are going to build a
    strategy for process improvement. This chapter also introduces the process
    maturity matrix as the entity on which all improvement initiatives are based.
    Chapter 3 describes the survey instrument that is used for data collection. It
    serves two purposes. The first is to set the baseline project management maturity.
    This is an assessment of the maturity level of the project management
    processes themselves. This is the baseline against which all projects will be
    assessed as to the maturity level of the practice of the processes. There will be
    gaps between the maturity of the processes and the maturity of the practice of
    the processes. Chapter 3 will address those gaps and the information they convey
    regarding the organization’s project management effectiveness.
    Chapters 4 and 5 present the tools that we will use to analyze and present
    the maturity data and identify improvement opportunities. Chapter 4 presents
    project level performance tools that are familiar to most project managers:
    cost schedule control (a.k.a. earned value), milestone trend charts, and project
    reviews. Chapter 4 closes with a brief look at four ways to quickly rank these
    improvement opportunities: forced ranking model, risk matrix, paired comparisons
    model, and weighted criteria model. Chapter 5 presents tools that we can
    use to investigate a specific process for improvement possibilities: My own variations
    on a problem-solving model, fishbone diagrams, force field analysis, Pareto
    diagrams, process charts, and root cause analysis.
    Chapter 6 discusses the life cycle of projects that are focused on improvement
    initiatives. These are projects just like any other projects we have been
    managing for years but with some notable differences. They are small, they are
    frequently killed, their scope can change radically, and they give life to many
    new improvement projects. I will lay out the life cycle of these projects along
    with the documentation specific to them.
    Chapter 7 presents a case study that I call B. Stoveburden Trucking Company.
    It is a disguised version of an improvement program from one of my clients.
    Not all of their adventure is reported here. I have condensed it to contain
    xii Project Management Process Improvement
    the most significant analyses and findings. It shows by way of example how all of
    the tools introduced in Chapters 5 and 6 can be used.
    Chapter 8 is the closing chapter and presents two important thoughts with
    which I wish to leave you. The first deals with implementation challenges.
    Improving the effectiveness of your project management process is no small
    task. It embodies value statements, cultural fit, and sponsorship. The second is
    implementation strategies. There are at least three ways to approach project
    management process improvement: through major project initiatives, through a
    long-term program, and through a slow but steady pace.
    Hopefully you have a clear picture of my agenda for this book. You will
    find my presentation style to be informal and brief. I do not want to burden you
    with more reading than is necessary. The purpose here is to give you a handy
    guide and reference for your improvement initiatives. You have my best wishes
    for a productive and rewarding reading and learning experience.

    [/quote]

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  6. [6]
    م محمد كرم
    م محمد كرم غير متواجد حالياً
    عضو فعال جداً


    تاريخ التسجيل: May 2007
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    جزاك الله خير الجزاء

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  7. [7]
    vle
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    جديد


    تاريخ التسجيل: May 2010
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  8. [8]
    محمد عبدالسيد
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    thanks for your nice attached book

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  9. [9]
    ايهاب اللبان
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    عضو


    تاريخ التسجيل: Aug 2007
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    بارك الله فيك

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  10. [10]
    Hassan Al-Dubain
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    عضو


    تاريخ التسجيل: Feb 2011
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    thank you very much

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