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The work breakdown structure (WBS) is an essential component of the planning process of all project types, whether external or internal facing, regardless of industry or discipline. The WBS organizes the total scope of a project and reflects the work specified for the approved project scope. The WBS serves as an essential tool for the project team to overcome large project uncertainties. The WBS is a key input to the project's schedule, budget, risk, and performance tracking and serves as a cross-discipline foundation upon which to report project status and progress in a unified and standard manner. The WBS also functions as a mechanism to balance management’s need for control through the appropriate level-of-detail representation. As a comprehensive update to the Practice Standard for Work Breakdown Structures – Second Edition, the third edition applies the WBS to the predictive, iterative, incremental, and agile project life cycles; it also explores several different types of decomposition in practice today. The Practice Standard for Work Breakdown Structures – Third Edition aligns with other recent PMI standards, including A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. This practice standard provides practitioners with a useful tool to create a valuable, high-quality WBS for portfolios, programs, or projects.

Project management. --- Industrial project management --- Management

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Project management. --- Industrial project management --- Management

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When capital projects fail to deliver, it is usually not due to technical reasons but a combination of behavioral pitfalls, unclear accountabilities and gaps in design, specification, and/or project-management processes. Early Equipment Management (EEM): Continuous Improvement for Projects explains how well known and award winning organizations avoid these weaknesses by using: Project road maps setting out clear accountabilities for each step of the concept-to-project-delivery process; Progressive design goals for each step to assure the delivery of low life-cycle costs; Processes to codify tacit knowledge, reveal latent design weaknesses, and build high performance cross-functional team collaboration; Project governance processes that systematically raise their organizations ability to reduce time to market for new assets, products and services with higher added value and fewer resources. Hence the books title of continuous improvement for projects. The word Early in EEM refers to the principle of trapping problems as early as possible in the project process when they are cheapest to resolve. That makes EEM relevant to all projects even those that have past the design stages. To support the use of EEM at any project step, the author has designed each chapter as a standalone topic with cross references to other chapters where relevant. This book:- Explains The six EEM project delivery steps setting out the tasks and accountabilities for project teams, project managers and steering committees at each step; How to organize projects to increase project added value through the collaboration of commercial, operational and technology stakeholders The wiring up behind behaviors that contribute to the failure of traditional project management approaches and how to avoid those pitfalls; The use of projects as a vehicle for the development of internal talent and increase capital project added value The systematic development of internal capabilities to deliver flawless operation from day one in less time with less resources How raising project governance capability directly impacts on company wide management competence Uses case studies to explain how to implement the EEM methodology and Describes how EEM principles and techniques applied to product and service development (Early Product Management) multiplies the gains from EEM. This book shows readers how and why EEM works so that they can design their own EEM road map and continuous improvement process for projects.

Project management. --- Industrial project management --- Management --- Project management --- E-books

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Das Buch vermittelt wichtige Kenntnisse für das Veranstaltungsmanagement im ländlichen Raum. Durch die geringe Bevölkerungsdichte und das besondere kulturelle Angebot im ländlichen Raum stehen Veranstaltungshallen außerhalb der großen städtischen Ballungszentren vor besonderen Herausforderungen. Im Rahmen der Case Study werden deshalb dort für Veranstaltungshallen maßgeschneiderte Geschäftsmodelle entwickelt. Mithilfe dieser Modelle können Veranstaltungshallen im ländlichen Raum wirtschaftlich erfolgreich betrieben werden. Bei der Entwicklung von Geschäftsmodellen regionaler Kulturbetriebe sind die Erarbeitung einer Marketingstrategie und die Förderung des Kulturtourismus von elementarer Bedeutung. Zusätzlich spielt auch die Auseinandersetzung mit politischen Gremien und Interessensvertretungen vor Ort eine wichtige Rolle. Im Mittelpunkt aller Überlegungen steht jedoch die Platzierung von kulturellen Highlights fernab der kulturellen Leuchtturmprojekte in Großstädten und Metropolen. Am Beispiel einer Veranstaltungshalle im ländlichen Raum wird eine Standortanalyse durchgeführt. Außerdem werden Entwicklungspotenziale aufgezeigt und ein Marketingkonzept wird erarbeitet. Mit Hilfe der vorgestellten Werkzeuge lassen sich auch für andere Kulturorganisation im ländlichen Raum Lösungen entwickeln. Die Autorin Feeline Massonne ist wissenschaftliche Mitarbeiterin an der Leuphana Universität Lüneburg. Der Herausgeber Christoph Kleineberg ist Projektkoordinator des Inkubator-Projekts Case Studies der Leuphana Universität Lüneburg.

Project management. --- Project Management. --- Industrial project management --- Management

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Now in its third edition, this project management classic has been updated with an array of field-tested tools to help upper management ensure the success of projects within organizations. For over twenty years, Creating an Environment for Successful Projects has been a staple for upper managers who want to help projects succeed. This new edition includes case studies from companies that have successfully applied the approach, along with practical tools such as templates, surveys, and benchmark reports for savvy leaders who want to ensure project success throughout their organizations. The insights in this book will help management speed projects along instead of getting in their way. All too often, well-intentioned managers put roadblocks in the team's way instead of empowering them with the tools they need to succeed. This approach to project environments, grounded in decades of research and practice, will help you make your organization the most project-friendly it's ever been. Organizational changes rarely work unless upper management is heavily involved. Although project managers are most closely responsible for the success of projects, upper managers are the ones who ultimately create an environment that supports those projects. The way upper managers define, structure, and act toward projects has an important effect on the success or failure of those projects and, consequently, the success or failure of the organization. This book helps all managers understand the need for project management changes and shows how to develop project management as an organizational practice.

Project management --- E-books --- Project management. --- Industrial project management --- Management