- Fundamentals Of Project Management Rory Burke Torrent Online
- Fundamentals Of Project Management Rory Burke Torrent 2017
- Fundamentals Of Project Management Rory Burke Torrent Pdf
PROJECT MANAGEMENT Series - Levels of Project Management
Fundamentals of Project Management: Tools and Techniques by Rory Burke 3.62 avg rating — 34 ratings — published 2009. Welcome to Project Management Fundamentals. This course is the beginning of a fascinating and rewarding journey, one that takes you through managing your projects effectively from beginning to end. We'll tackle planning a project, starting with identifying the problem to solve, and how you're going to solve it.
by Rory Burke
BOOK 1: FUNDAMENTALS of PROJECT MANAGEMENT 2ed (Team members new to project management, entry level)
Paperback: 432 pages
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Published: 2018
Lecturer Copy: Free lecturer copy and support resources available (PowerPoint slides and MCQs) - please go to INSTRUCTOR COPY tab to request.
FUNDAMENTALS of PROJECT MANAGEMENT 2ed has been written for those new to project management who need a broadbased introduction and explanation of the tools and techniques, terminology and definitions associated with the body of knowledge, and need an explanation of the calculations used by the planning software.
Fundamentals Of Project Management Rory Burke Torrent Online
At this level, it is essential the learners know how to perform all the calculations and administration functions. This book provides plenty of exercises and worked examples to guide them through the process. As a project coordinator or a project expeditor, the team members will be responsible for data collection, monitoring, processing, reporting and administration.
This book will also be of value to contractors, suppliers, consultants and other stakeholders who participate in projects and need to be aware of the project management process.
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BOOK 2: PROJECT MANAGEMENT TECHNIQUES 3ed (Project manager level)
Paperback: 448 pages
Published: 2019
Lecturer Copy: Free lecturer copy and support resources available (PowerPoint slides and MCQs) - please go to INSTRUCTOR COPY tab to request.
PROJECT MANAGEMENT TECHNIQUES 3ed has been written for the experienced project manager responsible for producing the project’s deliverables on time, within budget and to the required quality as outlined in the project charter.
At this level, the project manager needs to know how to develop and manage a planning and control system that integrates all the team members, resources, contractors, suppliers, stakeholders and components of the project.
This book will help the project manager develop decision-making skills to trade-off conflicting parameters and individual plans to enable the project to converge on an optimum project plan, build-method and execution strategy.
Reporting to the project sponsor or programme manager, the project manager is appointed as the project’s single point of responsibility and authorized to use company resources as outlined in the project charter.
At this level, the project manager needs to know how to develop and manage a planning and control system that integrates all the team members, resources, contractors, suppliers, stakeholders and components of the project.
This book will help the project manager develop decision-making skills to trade-off conflicting parameters and individual plans to enable the project to converge on an optimum project plan, build-method and execution strategy.
Reporting to the project sponsor or programme manager, the project manager is appointed as the project’s single point of responsibility and authorized to use company resources as outlined in the project charter.
The new edition of 'Project Management Techniques' (Third College Edition) is aligned to:
PMBOK 6ed
APM BoK 6ed
SAQA 58395 NQF 5 (mapped)
PMBOK 6ed
APM BoK 6ed
SAQA 58395 NQF 5 (mapped)
The new edition will include the following changes:
New chapter: Request for Proposal (link outsourcing work to the project life cycle)
New appendix: Portfolio and Programme Management
New appendix: Smart Project Manager (using Industry 4.0 and AI systems)
New section: Agile Project Management (outline the technique)
New section: Sustainable Project Management (outline application to projects)
Expand: Project Plan (explain the iterative spiral development)
New appendix: Portfolio and Programme Management
New appendix: Smart Project Manager (using Industry 4.0 and AI systems)
New section: Agile Project Management (outline the technique)
New section: Sustainable Project Management (outline application to projects)
Expand: Project Plan (explain the iterative spiral development)
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BOOK 3: PROJECT LEADERSHIP and ENTREPRENEURSHIP (Project leader and entrepreneur level)
Paperback, 384 pages
Published: 2014
Lecturer Copy: Free lecturer copy and support resources available (PowerPoint slides and MCQs) - please go to INSTRUCTOR COPY tab to request.
PROJECT LEADERSHIP and ENTREPRENEURSHIP has been written for the project leader who is responsible for leading the project team, contractors, suppliers, consultants and stakeholders to achieve the project objectives.
This book is structured into four sections:
Fundamentals Of Project Management Rory Burke Torrent 2017
- Project Leadership - leadership traits, styles, skills, power, motivation, delegation and empowerment
- Entrepreneurship - entrepreneurship skills, innovation problem solving, spotting and exploiting beneficial opportunities
- Project Participants - leading project participants, client organizations, stakeholders and networking
- Project Teams - leading project teams, team roles, team development, team building.
Numerous case studies are included to show the link between leadership theory and practice.
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BOOK 4: ADVANCED PROJECT MANAGEMENT (Project sponsor level)
Paperback: 384 pages
Published: 2011
Lecturer Copy: Free lecturer copy and support resources available (PowerPoint slides and MCQs) - please go to INSTRUCTOR COPY tab to request.
ADVANCED PROJECT MANAGEMENT has been written for the project sponsor who is responsible for developing and championing a business case (solution), which satisfies the corporate vision requirements - often expressed as, 'what does the company need to do to maintain its competitive advantage'. At the strategic level the project sponsor uses a company-wide methodology to interlink the phases of the project lifecycle so that the theme of the corporate vision and values runs like a common thread to ensure that the problem solving and decision-making processes implement corporate strategy and realize benefits for the company. This book provides plenty of case studies to show the link between the corporate strategy, the project and the operation phase.
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- Selected Reading
What is a Project?
Project is a temporary endeavor undertaken to create a unique product or service.
- Projects are unique.
- Projects are temporary in nature and have a definite beginning and end date.
- Projects are completed when the project goals are achieved or it is determined the project is no longer viable.
- A successful project is one that meets or exceeds the expectations of your stakeholders.
How Unique?
- Product characteristics are progressively elaborated.
- The product or service is different in some way from other product or services.
How Temporary?
- It has a definite beginning and end. effort.
- It is not an ongoing effort such as in operations.
- It ceases when objective has been attained.
- The team is disbanded upon project completion.
Example
Building a road is an example of a project. The process of building a road takes a finite amount of time, and produces a unique product.
Fundamentals Of Project Management Rory Burke Torrent Pdf
Operations, on the other hand, are repetitive. Generating bills every month, and broadcasting news everyday are examples of operations.
Subprojects are components of a project that often contracted out.
What is Project Management?
Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
Project management is accomplished through the use of the processes such as:
- Initiating
- Planning
- Executng
- Monitor and Controlling
- Closing
Project managers or the organization can divide projects into above phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle.
Project managers deliver projects while balancing the following constraints:
- Scope
- Schedule
- Quality
- Resources
- Customer Satisfaction
- Risk
These all are so intertwined that a change in one will most often cause a change in at least one of the others
For example:
- If time is extended, the cost of the project will increase.
- If time extended with the same cost then quality of the product will reduce.
- If scope is extended then cost and time will also extend.
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Changes to any of these legs sets off a series of activities that are needed to integrate the change across the project.
What is Program Management?
A program consists of a group of related projects and Program management is the process of managing multiple on going projects. An example would be that of designing, manufacturing and providing support infrastructure for an automobile make.
Program management involves centrally managing and coordinating groups of related projects to meet the objectives of the program.
In some cases Project Management is a subset of Program Management. The project manager may report to the program manager in such cases. A portfolio consists of multiple programs.
What is Portfolio Management?
A portfolio is a collection of projects, programs subportfolios, and operations that are grouped together to facilitate effective management of that work to meet strategic business objectives. Organizations manage their portfolios based on specific goals.
Senior managers or senior management teams typically take on the responsibility of portfolio management for an organization.
Portfolio management encompasses managing the collections of programs and projects in the portfolio. This includes weighing the value of each project, or potential project, against the portfolio's strategic objectives.
Portfolio management also concerns monitoring active projects for adherence to objectives, balancing the portfolio among the other investments of the organization, and assuring the efficient use of resources.
Why do we need Project Management?
We need project management to manage projects effectively and drive them to success. Project Management starts with the decision to start a project upon weighing its need and viability. Once a project starts, it is crucial to watch the project progress at every step so as to ensure it delivers what all is required, in the stipulated time, within the allocated budget. Other drivers influencing the need of project management are:
- Exponential expansion of human knowledge
- Global demand for goods and services
- Global competition
- Team is required to meet the demand with quality and standard.
- Improved control over the project
- Improved performance
- Improved budget and quality
Project Management Skills:
Many of the tools and techniques for managing projects are specific to project management. However, effective project management requires that the project management team acquire the following three dimensions of project management competencies:
- Project Management Knowledge Competency: This refers to what the project management team knows about project management.
- Project Management Performance Competency: This refers to what the project management team is able to do or accomplish while applying their project management knowledge.
- Personal Competency: This refers to how the project management team behaves when performing the project or activity.
Interpersonal Skills Management:
The management of interpersonal relationships includes:
- Effective communication: The exchange of information
- Influencing the organization: The ability to 'get things done'
- Leadership: Developing a vision and strategy, and motivating people to achieve that vision and strategy
- Motivation: Energizing people to achieve high levels of performance and to overcome barriers to change
- Negotiation and conflict management: Conferring with others to come to terms with them or to reach an agreement
- Decision Making: Ability to take decision independently.
- Political and cultural awareness: Important to handle various personal and professional issues.
- Team Building: Ability to create a productive team.
What is PMBOK Guide?
PMBOK Guide is the bible for Project Management. PMBOK stands for Project Management Body of Knowledge. There are ten knowledge areas defined in PMBOK Guide, which are as follows:
- Project Integration Management
- Project Scope Management
- Project Cost Management
- Project Time Management
- Project Risk Management
- Project Quality Management
- Project HR Management
- Project Communication Management
- Project Procurement Management
- Project Stakeholder Management
Each Knowledge area has certain processes. There are a total of 47 processes in PMBOK 5. Each process has following three important parts.
- Inputs
- Tools & Techniques
- Outputs
The PMBOK covers each of the 10 knowledge areas and 47 processes with their inputs, outputs, and tools & techniques.
Further the discipline of Project Management has five process groups.
These are:
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
Each process is part of one of these five project phases. It is important to know the process group for each of the 47 processes.