By Dragan Z. Milosevic, Peerasit Patanakul, Sabin Srivannaboon
The ever increasing marketplace desire for info on tips on how to follow venture management principles and the PMBOK contents to daily enterprise occasions has been met by way of our case experiences publication through Harold Kerzner. That booklet used to be a spin-off from and ancillary to his top promoting textual content yet has won a lifetime of its personal past adopters of that textbook. All symptoms are that the marketplace is hungry for extra situations whereas our personal have to extend the content material we keep watch over, either in-print and online woudl take advantage of such a spread of undertaking administration "case content". The authors suggest to provide a e-book of instances that flatter Kerzner's book. A booklet that gives instances past the final undertaking administration parts and into PMI's progress parts of application administration and organizational undertaking management. The e-book might be dependent to stick to the PMBOK in assurance in order that it could actually not just be used to complement undertaking administration classes, but in addition for self sudy and coaching classes for the PMP examination.
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Extra info for Case Studies in Project, Program, and Organizational Project Management
They are time management, cost management, quality management, risk management, etc. Right? Thomas: Well, nice try, but not quite. Those are the knowledge areas, Alice. We have only five process groups, not nine! What are they? Anyone? Kelly: Initiating, Planning, Executing, Monitoring and Controlling, and Closing process groups. Thomas: Exactly. These processes overlap, and are used as a guideline for applying appropriate project management knowledge and skills during the project. 31 32 CASE STUDIES They are iterative, and many processes are repeated during the project.
The only way to ensure that this did not happen was to be as prepared as possible. Naturally, the first step was getting up to date on the latest in project management techniques. For this they chose the four-day training course by Scope Management (statement, WBS, process, changes), Cost Management (estimates, earned value, cost baselines), Time Management (jogging line, TAD, milestone charts), and Risk Management (risk events, PI Matrix, Monte Carlo analysis). The course was structured per the PMBOK Guide.
The prevailing project structure was unique; it was functional within the organization and matrix structure within the company. The “Intel development culture” was prevalent; this, in combination with the fact that there was significant product learning that was still needed, resulted in a space shuttle methodology and solution—a highly overengineered product design approach was adopted. This, in conjunction with a rigid development methodology, introduced latencies (latency is a delay, which is a period between the initiation of something and its occurrence) and resource costs in the system that made it unsuitable to respond to the rapidly changing market needs and conditions.