實(shí)用IT項(xiàng)目管理

內(nèi)容概要

本書闡述了如何成功管理一個(gè)項(xiàng)目，并包含了comptia project+考試的相關(guān)知識。本書論述了it項(xiàng)目管理從開始到結(jié)束的整個(gè)過程，涉及啟動(dòng)項(xiàng)目、選擇優(yōu)秀團(tuán)隊(duì)成員、與管理層合作、建立溝通、制定切實(shí)可行的時(shí)間表、跟蹤預(yù)算和結(jié)束項(xiàng)目的成功方法，并包括保證項(xiàng)目按時(shí)交付并在預(yù)算之內(nèi)的關(guān)鍵策略。    本書內(nèi)容：    定義項(xiàng)目目標(biāo)并建立項(xiàng)目章程。    ·建立一個(gè)可行的計(jì)劃并創(chuàng)建優(yōu)先級列表。    ·確定策略并獲得管理層認(rèn)可。    ·管理項(xiàng)目范圍并確定項(xiàng)目預(yù)算。    ·建立項(xiàng)目計(jì)劃。    ·組織并領(lǐng)導(dǎo)項(xiàng)目團(tuán)隊(duì)。    ·跟蹤項(xiàng)目進(jìn)展并計(jì)算成本績效指標(biāo)（cpi）。    ·調(diào)整項(xiàng)目計(jì)劃。    ·執(zhí)行持續(xù)質(zhì)量管理。     ·完成項(xiàng)目并評估成果。

作者簡介

Joseph Phillips 曾獲得PMP、CompTIA Project+認(rèn)證，是Project Seminars（一家PMI注冊教育提供商）的教育主管。他曾經(jīng)為科技、制藥、制造、建筑等行業(yè)的項(xiàng)目提供管理和咨詢服務(wù)。作為一位經(jīng)驗(yàn)豐富的項(xiàng)目管理顧問，他為各種企業(yè)和機(jī)構(gòu)創(chuàng)建項(xiàng)目辦公室、成熟度模型和最佳實(shí)踐的

書籍目錄

introduction acknowledgments 1 initiating the project   defining the project management life cycle     initiating the project     planning the project     executing the project     monitoring and controlling the project     closing the project   gathering project information     establishing the project requirements     possessing multiple personas     no other choices?     interviewing management     interviewing the stakeholders   identifying the project needs     creating reasonable expectations     creating the project charter     project charter elements     finding the completion date     initiating processes and the comptia project+ exam   q&a chapter quiz     chapter exercises     quiz answers     exercise solutions 2 planning the project 3 working with management 4 managing the project scope 5 creating the budget 6 building the project plan 7 organizing a project team 8 managing teams 9 implementing the project plan 10 revising the project pian 11 enforcing quality 12 completing the project index

章節(jié)摘錄

插圖：Once you've discovered your vision, create a goal. A goalshould be a clearly stated fact, for example, "The new database will be installed and functional by December 6 of next year." A goal sums up the project plan in a positive, direct style. Every member of your team should know and pursue the goal. It's not all up to you. The goal establishes the direct need and purpose for undertaking the project.When creating a goal for your project, be reasonable. Just as it would be foolish for a fat man to say, "I'm going to lose sixty pounds this month," it would be as unreasonable for you to create an impossible goal.A logical goal is not just an idea, a guesstimate, or some dreamy date to be determined. A goal is actually the end result of a lot of hard work. Each IT project will, of course, have different attributes that determine each goal. Let's say for example that your company is going to be migrating your servers and desktops to the latest and greatest operating system.With this scenario certain questions would have to be answered to determine the ultimate goal: Is the hardware adequate for the new OS? Will the applications work with the new OS? Will the team have adequate time to be trained and experiment with the new OS? These questions will help you create the end date for the goal.

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