Managing With Ms Project 200x
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Managing with Microsoft Project 2000
From scheduling resources to monitoring costs to improving communications via the Internet, this book shows readers the direct route to profitability using Microsoft's best-selling Project 2000. Readers quickly learn the best methods to cut costs, get more done with fewer team members, and build a track record of timeliness and reliability.
Implementing Enterprise Portfolio Management with Microsoft Project Server 2002
Implementing Enterprise Portfolio Management with Microsoft Project Server 2002 is written for anyone contemplating or actively engaged in implementing and managing Microsoft Project Server. It guides you through a structured approach to implementation and conveys best practices for using the software once youve got it up and running. This book provides unique technical and usability insights based on the author's real-world experience. It also contains extensive coverage on installation, including the "gotchas" that can doom a poorly configured system. Author Gary Chefetz is a Microsoft Project "Most Valuable Professional" who is well known in the Project community as a "firefighter" of botched implementation. It is Chefetz's goal to provide you with the manual that the software didn't come with, as well as the insight necessary to achieve success, without the missteps many people make during implementation.
The Project Management Paradigm
Author: Ken Burnett
language: en
Publisher: Springer Science & Business Media
Release Date: 2012-12-06
Introduction The changing business environment, of global operations, mergers, decen tralization, increased competition, pressure on budgets etc. , has contributed to a positive change in the workplace. As this change continues, we must keep up to date and follow good standards, principles and practices. To help, we present the 'Paradigm of Project Management', which is based on a simple practical approach to managing projects. The method is flexible and may be applied to any project, although in this book we concentrate on the devel opment of systems. However, it also illustrates that the formation and management of project teams are changing in line with technology. As Dr Tom Peters says: 'Stability and predictability are gone forever . . . '. For example, project teams may work from home (telework), using email and groupware along 'electronic highways'. Therefore, instead of going through a pyramid of people to reach an executive, one can use the Internet, an intranet or an extranet and go direct. Another change is represented by the transient teams and Get -it -Done working approaches. An example of how a global project was managed is one in which Malaysia's International Shipping Corporation (MISC) implemented MISC*Net, a networking project to link online all of its shipping agents worldwide to its HQ in Malaysia. Project management was a key component in the solution prior to awarding the contract. IBM and MISC worked on the International Project Management System.