Effective Project Management

Name: Effective Project Management | Traditional, Agile, Extreme, Hybrid
Brand: Wiley-Scrivener
Price: 43.99 EUR
Availability: OnlineOnly

Traditional, Agile, Extreme, Hybrid

Robert K. Wysocki(Author)

Wiley-Scrivener (Publisher)

8th Edition

Published on 5. April 2019

656 pages

E-Book

PDF with Adobe-DRM

System requirements

978-1-119-56278-8 (ISBN)

€43.99incl. 7% vat

System requirements

for PDF with Adobe-DRM

E-Book Single Licence

Available for download

Description

More details

Other editions

Content

Cover
Title Page
Copyright
About the Author
About the Technical Editor
Credits
Acknowledgments
Contents
Preface
Introduction
Why I Wrote This Book
Education Market
Training Market
Consultant Market
Practitioner Market
How Is This Book Organized?
Part I: Understanding the Project Management Landscape
Part II: Traditional Project Management
Part III: Complex Project Management
Appendices
Unique Value Propositions
Co-Manager Model
Integrated Continuous Improvement Process
Requirements Elicitation
Scope Triangle
Project Set-up Phase
Project Scope Bank
Probative Swim Lanes
Bundled Change Management
Vetted Portfolio
The Rationale for This Organization
A Bottom-Up Learning Experience
Learning about Process Groups
Learning How Process Groups Form Life Cycle Processes
Learning Effective Life Cycle Management Strategies
Learning How to Adapt to the Realities of Projects
Learning to Be a Thinking Project Manager
How to Use This Book
Introductory (Chapters 1-10)
Intermediate (Chapters 6-15)
Advanced (Chapters 11-15)
Who Should Use This Book
Practicing Professionals
Undergraduate, Graduate, and Adjunct Faculty
Corporate Trainers
What's on the Website
Slide Presentation
Individual, Team, and Class Exercises
Case Studies
Putting It All Together
EPM8e Logo
Part I Understanding the Project Management Landscape
Chapter 1 What Is a Project?
Defining a Project
Sequence of Activities
Unique Activities
Complex Activities
Connected Activities
One Goal
Specified Time
Within Budget
According to Specification
A Business-Focused Definition of a Project
An Intuitive View of the Project Landscape
Defining a Program
Defining a Portfolio
Understanding the Scope Triangle
Scope
Quality
Cost
Time
Resources
Risk
Envisioning the Scope Triangle as a System in Balance
Prioritizing the Scope Triangle Variables for Improved Change Management
Applying the Scope Triangle
Problem Resolution
Scope Change Impact Analysis
The Importance of Classifying Projects
Establishing a Rule for Classifying Projects
Classification by Project Characteristics
Classification by Project Application
The Contemporary Project Environment
High Speed
High Change
Lower Cost
Increasing Levels of Complexity
More Uncertainty
Discussion Questions
Chapter 2 What Is Project Management?
Understanding the Fundamentals of Project Management
What Business Situation Is Being Addressed by This Project?
What Does the Business Need to Do?
What Are You Proposing to Do?
How Will You Do It?
How Will You Know You Did It?
How Well Did You Do?
Challenges to Effective Project Management
Flexibility and Adaptability
Deep Understanding of the Business and Its Systems
Take Charge of the Project and Its Management
Project Management Is Organized Common Sense
Managing the Creeps
Scope Creep
Hope Creep
Effort Creep
Feature Creep
What Are Requirements, Really?
Introducing Project Management Life Cycles
Traditional Project Management Approaches
Low Complexity
Few Scope Change Requests
Well-Understood Technology Infrastructure
Low Risk
Experienced and Skilled Project Teams
Plan-Driven TPM Projects
Linear Project Management Life Cycle Model
Incremental Project Management Life Cycle Model
Agile Project Management Approaches
A Critical Problem without a Known Solution
A Previously Untapped Business Opportunity
Change-Driven APM Projects
APM Projects Are Critical to the Organization
Meaningful Client Involvement Is Essential
APM Projects Use Small Co-located Teams
Iterative Project Management Life Cycle Model
Adaptive Project Management Life Cycle Model
Extreme Project Management Approach
The xPM Project Is a Research and Development Project
The xPM Project Is Very High Risk
The Extreme Model
Emertxe Project Management Approach
A New Technology without a Known Application
A Solution Out Looking for a Problem to Solve
Hybrid Project Management Approach
Recap of PMLC Models
Similarities between the PMLC Models
Differences between the PMLC Models
Choosing the Best-Fit PMLC Model
Total Cost
Duration
Market Stability
Technology
Business Climate
Number of Departments Affected
Organizational Environment
Team Skills and Competencies
Discussion Questions
Chapter 3 What Is Strategic Project Management?
Definition of Strategic Project Management
The Business Environment: A View from the Top
Business Climate
PESTEL
Porter's Five Forces Model
SWOT
Market Opportunities
BCG Growth-Share Matrix
How to Use the BCG Growth-Share Matrix
How Are You Going to Allocate Your Resources?
Enterprise Capacity
SWOT
Value Chain Analysis
VRIO
Objectives, Strategies, and Tactics Model
Vision/Mission
Strategies
Tactics
OST Dependency Structure
What Is the Enterprise Project RASCI Matrix?
Complex Project Profiling
Putting It All Together
Discussion Questions
Chapter 4 What Is a Collaborative Project Team?
Overview
The Complex Project Team
Project Executive
Core Team
Project Sponsor
Process Co-Manager
Product Co-Manager
Development Team Leader
Client Team Leader
Business Systems Engineer and Business Analyst
Process Team and Product Team
Selecting the Project Team
Co-Managers Define Project Team Structure and Core Team Roles
Co-Managers Populate the Roles with Skill Requirements
Gain Approval of the Staffing Plan
Using the Co-Manager Model
Establishing Meaningful Client Involvement
The Challenges to Meaningful Client Involvement
What If the Client Team Does Not Understand the HPM Framework?
Commercial Off the Shelf (COTS) Facilitator-Led Training
Custom-Designed, Instructor-Led Training
Real-Time, Consultant-Led Training
What If You Can't Get the Client to Be Meaningfully Involved?
What If the Client Is Hesitant to Get Involved?
What If the Client Wants to Get Too Involved?
Stakeholder Management
Who Are the HPM Framework Stakeholders?
Challenges to Attaining and Sustaining Meaningful Client Involvement
Always Use the Language of the Client
Maintain a Continuous Brainstorming Culture
Establish an Open and Honest Team Environment
Use a Co-Project Manager Model
Discussion Questions
Chapter 5 What Are Project Management Process Groups?
Overview of the 10 Project Management Knowledge Areas
Project Integration Management
Project Scope Management
Project Schedule Management
Project Cost Management
Project Quality Management
Quality Planning Process
Quality Assurance Process
Quality Control Process
Project Resource Management
Project Communications Management
Who Are the Project Stakeholders?
What Do They Need to Know about the Project?
How Should Their Needs Be Met?
Project Risk Management
Risk Identification
Risk Assessment
Risk Mitigation
Risk Monitoring
Project Procurement Management
Vendor Solicitation
Vendor Evaluation
Types of Contracts
Discussion Points for Negotiating the Final Contract
Final Contract Negotiation
Vendor Management
Project Stakeholder Management
Overview of the Five Process Groups
The Initiating Process Group
The Planning Process Group
The Executing Process Group
The Monitoring and Controlling Process Group
The Closing Process Group
Mapping Knowledge Areas to Process Groups
How to Use the Mapping
Using Process Groups to Define PMLC Models
A Look Ahead: Mapping Process Groups to Form Complex PMLC Models
Discussion Questions
Part II Traditional Project Management
Chapter 6 How to Scope a TPM Project
Using Tools, Templates, and Processes to Scope a Project
Managing Client Expectations
Wants vs. Needs
Project Scoping Process
Conducting Conditions of Satisfaction
Establishing Clarity of Purpose
Specifying Business Outcomes
Conducting COS Milestone Reviews
The Project Scoping Meeting
Purpose
Attendees
Agenda
Project Scoping Meeting Deliverables
Creating the RBS
Stakeholder Participation in Requirements Elicitation and Decomposition
Approaches to Requirements Elicitation and Decomposition
Shuttle Diplomacy and Resolving Requirements Elicitation and Decomposition Differences
Project Classification
Determining the Best-Fit PMLC Model
Writing the POS
Submitting the POS
Discussion Questions
Chapter 7 How to Plan a TPM Project
Using Tools, Templates, and Processes to Plan a Project
The Importance of Planning
Using Application Software Packages to Plan a Project
Determining the Need for a Software Package
Project Planning Tools
Sticky Notes
Marking Pens
Whiteboard
How Much Time Should Planning Take?
Planning and Conducting Joint Project Planning Sessions
Planning the JPPS
Attendees
Facilities
Equipment
The Complete Planning Agenda
Deliverables
Running the Planning Session
Building the WBS
Using the RBS to Build the WBS
Uses for the WBS
Thought-Process Tool
Architectural-Design Tool
Planning Tool
Project-Status-Reporting Tool
Generating the WBS
Converting the RBS to the WBS
Six Criteria to Test for Completeness in the WBS
Status and Completion Are Measurable
The Activity Is Bounded
The Activity Has a Deliverable
Time and Cost Are Easily Estimated
Activity Duration Is Within Acceptable Limits
Work Assignments Are Independent
The Seventh Criterion for Judging Completeness
Exceptions to the Completion Criteria Rule
Approaches to Building the WBS
Noun-Type Approaches
Verb-Type Approaches
Organizational Approaches
Selecting the Best Approach
Representing the WBS
Estimating
Estimating Duration
Resource Loading versus Task Duration
Variation in Task Duration
Six Methods for Estimating Task Duration
Extrapolating Based on Similarity to Other Tasks
Studying Historical Data
Seeking Expert Advice
Applying the Delphi Technique
Applying the Three-Point Technique
Applying the Wide-Band Delphi Technique
Estimation Life Cycles
Estimating Resource Requirements
People as Resources
Resource Organizational Structure
Determining Resource Requirements
Resource Planning
Estimating Cost
Cost Budgeting
Cost Control
Constructing the Project Network Diagram
Envisioning a Complex Project Network Diagram
Benefits to Network-Based Scheduling
Building the Network Diagram Using the Precedence Diagramming Method
Dependencies
Constraints
Technical Constraints
Management Constraints
Interproject Constraints
Date Constraints
Using the Lag Variable
Creating an Initial Project Network Schedule
Critical Path
Near-Critical Path
Analyzing the Initial Project Network Diagram
Compressing the Schedule
Management Reserve
Writing an Effective Project Proposal
Contents of the Project Proposal
Executive Summary
Background
Objective
Overview of the Approach to Be Taken
Detailed Statement of the Work
Time and Cost Summary
Appendices
Format of the Project Proposal
Gaining Approval to Launch the Project
Discussion Questions
Chapter 8 How to Launch a TPM Project
Using the Tools, Templates, and Processes to Launch a Project
Recruiting the Project Team
Core Team Members
When to Select the Core Team Members
Selection Criteria
Client Team
When to Select the Client Team
Selection Criteria
Contract Team Members
Implications of Adding Contract Team Members
Selection Criteria
Developing a Team Deployment Strategy
Developing a Team Development Plan
Conducting the Project Kick-Off Meeting
Purpose of the Project Kick-Off Meeting
Attendees
Facilities and Equipment
Sponsor-Led Part
Project Manager-Led Part
The Working Session Agenda
Introducing the Project Team Members to Each Other
Writing the Project Definition Statement
Reviewing the Project Plan
Finalizing the Project Schedule
Writing Work Packages
Establishing Team Operating Rules
Situations That Require Team Operating Rules
Problem Solving
Decision Making
Conflict Resolution
Consensus Building
Brainstorming
Team Meetings
Team War Room
Physical Layout
Variations
Operational Uses
Managing Scope Changes
The Scope Change Management Process
Management Reserve
Scope Bank
Managing Team Communications
Establishing a Communications Model
Timing
Content
Choosing Effective Channels
Managing Communication beyond the Team
Managing Communications with the Sponsor
Upward Communication Filtering and "Good News"
Communicating with Other Stakeholders
Assigning Resources
Leveling Resources
Acceptably Leveled Schedule
Resource Leveling Strategies
Utilizing Available Slack
Shifting the Project Finish Date
Smoothing
Alternative Methods of Scheduling Tasks
Further Decomposition of Tasks
Stretching Tasks
Assigning Substitute Resources
Cost Impact of Resource Leveling
Finalizing the Project Schedule
Writing Work Packages
Purpose of a Work Package
Format of a Work Package
Work Package Assignment Sheet
Work Package Description Report
Discussion Questions
Chapter 9 How to Execute a TPM Project
Using Tools, Templates, and Processes to Monitor and Control
Establishing Your Progress Reporting System
Types of Project Status Reports
Current Period Reports
Cumulative Reports
Exception Reports
Stoplight Reports
Variance Reports
How and What Information to Update
Frequency of Gathering and Reporting Project Progress
Variances
Positive Variances
Negative Variances
Applying Graphical Reporting Tools
Gantt Charts
Stoplight Reports
Burn Charts
Milestone Trend Charts
Earned Value Analysis
Integrating Milestone Trend Charts and Earned Value Analysis
Integrating Earned Value
Integrating Milestone Trend Data
Managing the Scope Bank
Building and Maintaining the Issues Log
Managing Project Status Meetings
Who Should Attend Status Meetings?
When Are Status Meetings Held?
What Is the Purpose of a Status Meeting?
What Is the Status Meeting Format?
The 15-Minute Daily Status Meeting
Problem Management Meetings
Defining a Problem Escalation Strategy
Project Manager-Based Strategies
Resource Manager-Based Strategies
Client-Based Strategies
The Escalation Strategy Hierarchy
Gaining Approval to Close the Project
Discussion Questions
Chapter 10 How to Close a TPM Project
Using Tools, Templates, and Processes to Close a TPM Project
Writing and Maintaining Client Acceptance Procedures
Closing a TPM Project
Getting Client Acceptance of Deliverables
Ceremonial Acceptance
Formal Acceptance
Installing Project Deliverables
Phased Approach
Cut-Over Approach
Parallel Approach
By-Business-Unit Approach
Documenting the Project
Reference for Future Changes in Deliverables
Historical Record for Estimating Duration and Cost on Future Projects, Activities, and Tasks
Training Resource for New Project Managers
Input for Further Training and Development of the Project Team
Input for Performance Evaluation by the Functional Managers of the Project Team Members
Conduct the Post-implementation Audit
Write the Final Report
Celebrate Success
Discussion Questions
Part III Complex Project Management
Chapter 11 Complexity and Uncertainty in the Project Landscape
What Is Complex Project Management?
Implementing CPM Projects
Fully Supported Production Versions of Partial Solutions Are Released to the End User Quarterly or Semi-Annually
Intermediate Non-production Versions Are Released to a Focus Group Every 2-4 Weeks
Co-located CPM Project Teams
Cross-Project Dependencies
Project Portfolio Management
What Is Lean Agile Project Management?
Understanding the Complexity/Uncertainty Domain of Projects
Requirements
Flexibility
Adaptability
Risk vs. the Complexity/Uncertainty Domain
Team Cohesiveness vs. the Complexity/Uncertainty Domain
Communications vs. the Complexity/Uncertainty Domain
Client Involvement vs. the Complexity/Uncertainty Domain
The Client's Comfort Zone
Ownership by the Client
Client Sign-Off
Specification vs. the Complexity/Uncertainty Domain
Scope Change vs. the Complexity/Uncertainty Domain
Business Value vs. the Complexity/Uncertainty Domain
Discussion Questions
Chapter 12 Agile Complex Project Management Models
Iterative Project Management Life Cycle
Definition of the Iterative PMLC Model
Most of the Solution Is Clearly Known
Likely to Be Multiple Scope Change Requests
Concern about Lack of Client Involvement
Scoping Phase of an Iterative PMLC Model
Planning Phase of an Iterative PMLC Model
Launching Phase of an Iterative PMLC Model
Executing Phase of an Iterative PMLC Model
Closing Phase of an Iterative PMLC Model
Adapting and Integrating the APM Toolkit
Scoping the Next Iteration/Cycle
Planning the Next Iteration/Cycle
Launching the Next Iteration/Cycle
Executing the Next Iteration/Cycle
Closing the Next Iteration/Cycle
Deciding to Conduct the Next Iteration/Cycle
Closing the Project
Discussion Questions
Chapter 13 Extreme Complex Project Management Models
The Complex Project Landscape
What Is Extreme Project Management?
Extreme Project Management Life Cycle Model
What Is Emertxe Project Management?
The Emertxe Project Management Life Cycle
When to Use an Emertxe PMLC Model
Research and Development Projects
Problem Solving Projects
Using the Tools, Templates, and Processes for Maximum Extreme PMLC Model Effectiveness
Scoping the Next Phase
Planning the Next Phase
Launching the Next Phase
Executing the Next Phase
Closing the Phase
Deciding to Conduct the Next Phase
Closing the Project
Using the Tools, Templates, and Processes for Maximum xPM and MPx Effectiveness
Scoping the Next Phase
Planning the Next Phase
Launching the Next Phase
Executing the Next Phase
Closing the Phase
Deciding to Conduct the Next Phase
Closing the Project
Discussion Questions
Chapter 14 Hybrid Project Management Framework
What Is a Hybrid Project?
What Is Hybrid Project Management?
A Robust Hybrid PMLC Model
Ideation Phase
Set-up Phase
Execution Phase
What Is a Hybrid Project Manager?
The Occasional Project Manager
The Career Project Manager
The Hybrid Project Manager
Following and Creating Recipes
Characteristics of the Hybrid Project Manager
What Does a Hybrid Project Manager Want?
Background of the Effective Complex Project Management (ECPM) Framework
What Does the ECPM Contain?
ECPM Process Flow Diagram
Project Ideation Phase
Step 1: Develop a Business Case
Step 2: Elicit Requirements
Step 3: Write a Project Overview Statement
Project Set-up Phase
Step 4: Classify the Project
Step 5: Choose the Best-Fit PMLC Model Template
Step 6: Assess Project Characteristics
Step 7: Modify PMLC Model Template
Project Execution Phase
Step 8: Define Version Scope
Step 9: Plan the Next Cycle
Step 10: Build the Next Cycle Deliverables
Step 11: Conduct Client Checkpoint
Step 12: Close the Version
Variations
Proof of Concept
Revising the Version Plan
Imbedding ECPM in Traditional Project Management
The Hybrid PMLC Project Types
Traditional Hybrid Projects
Agile Hybrid Projects
Extreme Hybrid Projects
Emertxe Hybrid Projects
Hybrid Project Types
Process/Product Design
Process/Product Improvement
Problem Solution
Standards and the Hybrid Framework
Project Ideation: What Are We Going to Do?
Input Phase: Define the Problem or Opportunity
Project Set-up: How Will We Do It?
Project Execution: How well did we do?
The Hybrid Team Structure
Co-Project Managers
The Occasional PM: Project Support Office
Vetted Portfolio of Tools, Templates, and Processes
Coaching and Consulting
Targeted and Customized Training
PSO Support Services for Business Unit Managers
Discussion Questions
Chapter 15 Comparing TPM and CPM Models
Linear PMLC Model
Characteristics
Complete and Clearly Defined Goal, solution, Requirements, Functions, and Features
Few Expected Scope Change Requests
Routine and Repetitive Activities
Use of Established Templates
Strengths
The Entire Project Is Scheduled at the Beginning of the Project
Resource Requirements Are Known from the Start
Linear PMLC Models Do Not Require the Most Skilled Team Members
Team Members Do Not Have to Be Co-located
Weaknesses
Does Not Accommodate Change Very Well
Costs Too Much
Takes Too Long before Any Deliverables Are Produced
Requires Complete and Detailed Plans
Must Follow a Rigid Sequence of Processes
Is Not Focused on Client Value
When to Use a Linear PMLC Model
Specific Linear PMLC Models
Standard Waterfall Model
Rapid Development Waterfall Model
Incremental PMLC Model
Characteristics
Strengths
Produces Business Value Early in the Project
Enables You to Better Schedule Scarce Resources
Can Accommodate Minor Scope Change Requests between Increments
Offers a Product Improvement Opportunity
More Focused on Client Business Value Than the Linear PMLC Model
Weaknesses
The Team May Not Remain Intact Between Increments
This Model Requires Handoff Documentation between Increments
The Model Must Follow a Defined Set of Processes
You Must Define Increments Based on Function and Feature Dependencies Rather Than Business Value
You Must Have More Client Involvement Than Linear PMLC Models
An Incremental PMLC Model Takes Longer to Execute Than the Linear PMLC Model
Partitioning the Functions May Be Problematic
When to Use an Incremental PMLC Model
Incremental PMLC Models
Staged Delivery Waterfall Model
Feature-Driven Development Model
Iterative PMLC Model
Characteristics
Complete and Clearly Defined Goal
Minor Parts of the Solution Not Yet Defined
Incomplete Requirements
Some Scope Change Requests Are Expected
The Solution Is Known, but Not to the Needed Depth
Often Uses Iconic or Simulated Prototypes to Discover the Complete Solution
Strengths
Based on Just-in-Time Planning
Accommodates Change Very Well
Is Focused on Generating Business Value
Client Reviews Partial Solutions for Improvement
Can Process Scope Changes between Iterations
Adaptable to Changing Business Conditions
Weaknesses
Risk Losing Team Members between Iterations
Subject to Losing Priority between Iterations
Resource Requirements Unclear at Project Launch
Requires a More Actively Involved Client Than TPM Projects
Requires Co-located Teams
Difficult to Implement Intermediate Solutions
Final Solution Cannot Be Defined at the Start of the Project
When to Use an Iterative PMLC Model
Specific Iterative PMLC Models
Prototyping Model
Evolutionary Development Waterfall Model
Rational Unified Process (RUP)
Dynamic Systems Development Method (DSDM)
Adaptive Software Development (ASD)
Scrum
Adaptive PMLC Model
Characteristics
Iterative Structure
Just-in-Time Planning
Critical Mission Projects
Thrives on Change through Learning and Discovery
Continuously Reviewed and Adapted to Changing Conditions
Strengths
Continuously Realigns the Project Management Process to Accommodate Changing Conditions
Does Not Waste Time on Non-Value-Added Work
Avoids All Management Issues Processing Scope Change Requests
Does Not Waste Time Planning Uncertainty
Provides Maximum Business Value within the Given Time and Cost Constraints
Weaknesses of the Adaptive PMLC Model
Must Have Meaningful Client Involvement
Cannot Identify Exactly What Will Be Delivered at the End of the Project
When to Use an Adaptive PMLC Model
Hybrid Project Management Framework
The HPM Framework Is an Industrial-Strength Model
The HPM Framework Project Team
The HPM Framework Roots
Scope Is Variable
The HPM Framework Is Just-in-Time Planning
Change Is Expected
The HPM Framework Project Contract
An HPM Framework Project Is Mission Critical
The Role of the Client and the Project Manager in an HPM Framework Project
The HPM Framework Is Not a Recipe to be Blindly Followed
Why Do We Need the HPM Framework?
Benefits of APM vs. Other Approaches
Core Values of APM
An Overview of the HPM Framework Life Cycle
Extreme PMLC Model
Characteristics
High Speed
High Change
High Uncertainty
Strengths
Keeps Options Open as Late as Possible
Offers an Early Look at a Number of Partial Solutions
Weaknesses
May Be Looking for Solutions in All the Wrong Places
No Guarantee That Any Acceptable Business Value Will Result from the Project Deliverables
Specific Extreme PMLC Models
INSPIRE Extreme PMLC Model
INitiate
SPeculate
Incubate
REview
Challenges to Project Set-up and Execution
Sponsors Have a Hard Time Accepting Variable Scope
Achieving and Sustaining Meaningful Client Involvement through the Phases of the Chosen PMLC Model
Adapting the Chosen PMLC Model to Changing Conditions
Delivering Business Value in a Complex Project Landscape
Discussion Questions
Appendix A Terms and Acronyms
Appendix B Case Study: Workforce and Business Development Center
Hypothesis
Synopsis
The Need
The Problem
The Business Environment
The Worker Environment
The Learning Environment
The Solution
Components of the WBDC Model
Learning Environment
Business Environment
Student Environment
Business Incubation Center
Linkages in the WBDC Model
Learning &-& Business Linkages
Learning &-& Student Linkages
Business &-& Student Linkages
The Business Case for a WBDC
Next Steps
Putting It All Together
Appendix C Case Study: Pizza Delivered Quickly (PDQ)
Pizza Factory Locator Sub-system
Order Entry Sub-system
Logistics Sub-system
Order Submit Sub-system
Inventory Management Sub-system
Routing Sub-system
Appendix D Cited References
Appendix E What's on the eiipbs.com Website?
Course Master File
A Note on the Answer File for the Discussion Questions
Additional Chapters
Index
EULA

System requirements

Save as PDF Copy link into clipboard

Schweitzer Fachinformationen

Effective Project Management

Description

More details

Other editions

Additional editions

Previous edition

Content

System requirements