
Project Management by ICB4 - IPMA
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Content
- Intro
- Title
- Copyright
- General Introduction
- Purpose
- Audiences and uses
- Certification scheme
- 1. Structure of the Book
- Order of subjects
- Vision and roadmap
- Structure of the chapters
- 2. Competence Development
- Purpose of competence development
- Practice Competences
- 3. Project Orientation
- What is a project?
- What is project management?
- Reasons to initiate a project
- Position projects
- Necessary conditions for a project to exist
- Work forms
- Staging, controlling, decision making
- Projects within the product lifecycle
- Projects at different levels
- Project output, outcome, benefits and goals
- People and perspective context of projects
- Agile versus Waterfall
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Project Excellence Baseline (advanced)
- 4. Project Preparation
- 4.01 Project Preparation Stage
- Project preparation stage
- Project mandate and project outline
- Plan for the project definition stage
- Project decision
- Sustainability
- Tailoring
- Responsibilities
- 4.02 Stakeholders
- Stakeholder analysis
- Engage stakeholders
- Managing expectations
- Stakeholder management strategy and Plan
- Sustainability
- Tailoring
- Responsibilities
- 4.03 Project Organisation
- Project governance
- Customer-supplier relationship
- Separation of technique and management
- Project management structure
- Project organisation
- Roles and responsibilities
- Meeting structure and linking-pin principle
- Responsibilities matrix (RASCI model)
- Sustainability
- Tailoring
- Responsibilities
- 4.04 Requirements and Objectives
- Project, output, outcome, benefits, and goal
- Quality expectations and acceptance criteria
- Requirements and requirement specification
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Value management (advanced)
- Total cost of ownership (advanced)
- Product cost management (advanced)
- 4.05 Risk and Opportunity
- Risks and opportunities
- Risk management
- Risk management strategy and response plan
- Risk definitions
- Probability, impact and proximity
- Risk owner and risk action-holder
- Different types of risks
- Risk categories
- Risk responses
- Inherent, residual and secondary risk
- Risk techniques
- Time and cost contingency reserves
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Opportunity responses (advanced)
- ISO 31000 Risk management (advanced)
- Risk identification techniques (advanced)
- Risk assessment techniques (advanced)
- 5. Project Definition
- 5.01 Project Definition Stage
- Activities project definition stage
- Project management plan
- Project start-up workshop
- Kick-off
- Project decision/decision to fund
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Setting up a project support (advanced)
- 5.02 Project Design
- Project (management) approach and design
- Project success
- Project success criteria
- Project success factors
- Project management success
- Project performance management
- lessons learned
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Diamond model (advanced)
- 5.03 Scope
- Scope
- Scope creep
- Project breakdown structures
- Work Breakdown Structure (WBS)
- Product Breakdown Structure (PBS)
- Scope (configuration) management
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Position sub-projects in a WBS (advanced)
- 5.04 Quality
- Process and product quality
- Standard operating procedures
- Verification and validation
- Quality management
- Quality management strategy and plan
- Deming cycle
- Standards, norms and regulations
- Quality review, audit and evaluation
- Quality register/test register
- Quality tools
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Additional quality tools (advanced)
- Inspection methods and techniques (advanced)
- Testing and test concepts (advanced)
- Quality costs (advanced)
- 5.05 Time
- Planning types
- Baselines
- Project stages and phases
- Phasing models
- Scheduling methods
- Precedence chart
- Gantt chart
- Shorten the time schedule
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Other scheduling restrictions (advanced)
- Three-point estimates (advanced)
- 5.06 Resources
- Resource management
- Resource utilisation
- Resource allocation
- Estimating techniques
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Critical Chain Method (advanced)
- 5.07 Finance
- Estimating, budgeting and cost control
- Cost breakdown structure
- Reserves and margins
- Cost and budget control
- Project and business accounting
- Power of attorney
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Linking WBS and CBS with the OBS (advanced)
- Financial control & cash flow planning (advanced)
- Project financing (advanced)
- 5.08 Business Justification
- Characteristics business case
- Business case document
- Baseline measurement, baseline scenario and delta measurement
- The business case in the product lifecycle
- Customer and supplier business cases
- Sustainability
- Tailoring
- Responsibilities
- 6. Project Delivery and Close-out
- 6.01 Procurement
- Make or buy
- Procurement process
- Selection and award criteria
- Best-effort and performance agreements
- Contractual terms and conditions
- General terms and conditions
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Sourcing strategies (advanced)
- Supplier development methodologies (advanced)
- Procurement strategy and plan (advanced)
- Type of contracts (advanced)
- RFI, RFS, RFP, RFQ (advanced)
- Supply and demand concept (advanced)
- Tender procedures and practices (advanced)
- Letter of intent and pre-contractual arrangements (advanced)
- Securities (advanced)
- Contract management (advanced)
- Claim management (advanced)
- Various partnerships (advanced)
- Supply chain management (advanced)
- 6.02 Change Control
- Change control and change management
- Three types of issues and other issues
- Change control strategy and change register
- Off-specifications and off-specification register
- Other issues and issue register
- Change authority and change budget
- Priority and urgency
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Configuration management (advanced)
- 6.03 Information and Documentation
- Information versus data
- Information versus document management
- Information management infrastructure
- Information management strategy
- Information management plan
- Quality and security criteria
- Project filing structure
- Document tracking matrix
- Sustainability
- Tailoring
- Responsibilities
- 6.04 Control and Reporting
- Control cycle
- Management and reporting levels
- Management by objectives
- Management by Exception
- Daily management
- Managing stage transition
- Escalating exceptions
- Project controls
- Project management products
- Trend analysis
- Milestone trend analysis
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Earned Value Analysis (advanced)
- 6.05 Organisational Change and Transformation
- Change management
- Change management approach
- Leading change - Kotter
- Sustainability
- Tailoring
- Responsibilities
- Advanced
- Kübler-Ross' Change Curve (advanced)
- Diffusion of Innovation - Rogers (advanced)
- Learning organisations - Senge (advanced)
- Transformational learning - Schein (advanced)
- 6.06 Project Closure
- Handing over the project output
- Decommission the project
- Project evaluation
- Closure and discharge
- Sustainability
- Tailoring
- Responsibilities
- People Competences
- 7 Managing Yourself
- 7.01 Self-reflection and Self-management
- Self-reflection and self-analysis
- Emotional intelligence
- Johari diagram
- Big Five
- Core quadrants
- Effectiveness theories
- Self-motivation
- The seven habits of highly effective people
- Personal time management
- Stress management
- Eustress and distress
- Triggers and symptoms of distress
- Reducing distress
- Advanced
- Techniques personal time management (advanced)
- Rational Emotive Behaviour Therapy (advanced)
- Steps in goal setting (advanced)
- techniques for reducing distress (advanced)
- 7.02 Personal Integrity and Reliability
- Aspects of reliability
- Ethics
- Social equity and sustainability principles
- Professional ethics and IPMA Code of Ethics
- Advanced
- Ethics test (advanced)
- Personal ethics versus business ethics (advanced)
- UN Universal Declaration of Human Rights (advanced)
- 7.03 Personal Communication
- Communication
- Levels of communication
- Active listening
- Asking the right questions
- Giving and receiving feedback
- Meetings
- Facilitated workshops
- Written communicating
- Presentations
- Advanced
- Elevator pitch (advanced)
- Bad news conversation (advanced)
- 8 Connecting with Others
- 8.01 Relationships and Engagement
- Aspects, characteristics and policies on openness
- Building arguments
- Building networks
- Motivation theories
- Maslow hierarchy of needs
- Motivation and hygiene factors
- Theory X and Y manager
- Advanced
- Self-Determination Theory (advanced)
- Behavioural patterns/Rose of Leary (advanced)
- Spiral Dynamics (advanced)
- The role of the project manager as a consultant (advanced)
- Creating an open business culture (advanced)
- 8.02 Leadership
- Differences between leadership and management
- Styles of Leadership
- Contingency theory
- Situational leadership
- Circle of influence and circle of concern
- Assertiveness
- Advanced
- Role content, interpretation and expectation (advanced)
- Coaching (advanced)
- Servant leadership (advanced)
- Sense-making and sense-giving (advanced)
- three levels of leadership (advanced)
- Vroom and Yetton decision model (advanced)
- 8.03 Teamwork
- Team development phases
- Situational leadership and team development phases
- Team interventions at phase transitions
- Teambuilding
- Dealing with resistance
- Advanced
- Team composition (advanced)
- Developing an Effective project culture (advanced)
- Team roles (advanced)
- Group thinking (advanced)
- Dealing with resistance (advanced)
- Managing virtual teams (advanced)
- 8.04 Resourcefulness
- Thinking methods
- Analytic problem-solving
- Creative problem-solving
- Methods of decision-making
- Cause identification and analysis techniques
- Solution identification techniques
- Divergent creativity techniques
- Solution assessment techniques
- Solution evaluation techniques
- Advanced
- problem-solving in standardised processes (advanced)
- Additional Divergent creativity techniques (advanced)
- Convergent creativity techniques (advanced)
- Decision-making procedure (advanced)
- Innovation processes and techniques (advanced)
- organisational innovation (advanced)
- 8.05 Result Orientation
- Efficiency, effectiveness and productivity
- Continuous improvement (Kaizen)
- Advanced
- Entrepreneurship (advanced)
- Efficiency improvement techniques (advanced)
- Results-orientated project management (advanced)
- Political and social sensitivity (advanced)
- 8.06 Negotiation
- Negotiation strategies
- Positional negotiation
- Best Alternative to a Negotiated Agreement
- Principled negotiations
- Advanced
- Phases in a negotiation process (advanced)
- Influential Aspects of negotiation (advanced)
- Negotiation tactics (advanced)
- 8.07 Conflicts and Crises
- Functional and dysfunctional conflicts
- Types of conflict
- Conflict management styles
- Phases in a conflict
- De-escalation in the different conflict phases
- Advanced
- various roles in conflicts (advanced)
- Crisis and desired style of leadership (advanced)
- Crisis plan (advanced)
- Perspective Competences
- 9. Implementing Changes
- 9.01 Strategy
- Align with organisational mission, vision and strategic objectives
- Organisational mission, vision, and core values
- Strategy and strategic objectives
- Benchmarking
- SWOT analysis
- Responsibilities
- Advanced
- Ten Schools of Thought (advanced)
- Business Model Canvas (advanced)
- 7S-model van McKinsey (advanced)
- Strategic performance management (advanced)
- EFQM model (advanced)
- Investment calculations (advanced)
- Net present value analysis (advanced)
- Payback period (advanced)
- Break-even point (advanced)
- 9.02 Programme Management
- Programme and programme management
- Differences between projects and programmes
- Responsibilities
- Advanced
- Programme organisation (advanced)
- Multi-organisation programmes (advanced)
- Benefits management (advanced)
- Programme lifecycle (advanced)
- Core documents (advanced)
- 9.03 Portfolio Management
- Portfolio management
- Management by projects
- Programme, portfolio management and management by projects
- Responsibilities
- Advanced
- Prioritise projects and programmes (advanced)
- Portfolio organisation (advanced)
- Portfolio lifecycle (advanced)
- 9.04 Supporting Functions and implementing PPP management
- Purpose and characteristics of a permanent PMO
- Added value of a permanent PMO
- Responsibilities
- Advanced
- Implementing a PPP organisation (advanced)
- ISO 21502: 2020, Guidance on Project Management (advanced)
- IPMA Organisational Competence Baseline (advanced)
- Identifying the maturity level (advanced)
- 9.05 Development Frameworks
- Agile
- Scrum
- Responsibilities
- Advanced
- Lean Six Sigma (advanced)
- Kanban (advanced)
- 10. Internal Context
- 10.01 Organisation Theories
- Permanent organisation
- Interfaces between project and permanent organisation
- Organisational models
- Responsibilities
- Advanced
- Systems approach (advanced)
- Organisational configurations framework (advanced)
- Total Quality Management (advanced)
- Theory of Constraint (advanced)
- 10.02 Personnel Management
- Personnel policy and personnel management
- Personnel management in projects
- Responsibilities
- Advanced
- Knowledge management (advanced)
- Competence management (advanced)
- Single-, double-, and triple-loop learning (advanced)
- 10.03 Financial Administration
- Cost classification
- Responsibilities
- Advanced
- Principles of financial accounting (advanced)
- Accounting (advanced)
- Annual accounts (advanced)
- Calculation of net cash flow (advanced)
- Valuation of projects (advanced)
- Allocation of indirect costs (advanced)
- 11. External Context
- 11.01 Health, Safety, Security and Environment
- Health and safety legislation
- Security
- General Data Protection Regulation
- Environmental legislation
- Responsibilities
- 11.02 Sustainability
- Sustainable development
- People, Planet, Profit (3Ps model)
- Sustainable development in projects
- Corporate Social Responsibilities
- The Triple Bottom Line (TBL)
- Responsibilities
- Advanced
- The 10 Principles of the UN Global Compact (advanced)
- ISO 26000 Corporate social responsibility (advanced)
- 11.03 Laws and Legislation
- Agreements
- Shortcomings in the fulfilment of an agreement
- Unlawful act/tort
- Regulatory agencies
- Responsibility of the project manager in law enforcement
- Responsibilities
- Advanced
- Areas of law (advanced)
- Intellectual property law (advanced)
- 11.04 Power and Interests
- Projects related to power and interests
- Power and authority
- Principles of persuasion
- PESTLE analysis
- Responsibilities
- Advanced
- Sources of interest (advanced)
- 11.05 Culture and Values
- Projects related to culture and values
- Dimensions of national cultures
- Organisational culture model
- Responsibilities
- Advanced
- Organisational culture and decision-making (advanced)
- Annex
- A Glossary
- B Acronyms
- C Literature
- D Index
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