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Software Extension to the PMBOK Guide, 5/e

Software Extension to the PMBOK Guide, 5/e

Software Extension to the PMBOK Guide, 5/e

  • By: IEEE Computer Society

₹805.50 ₹895.00 Save: ₹89.50 (10%)

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ISBN: 9789387486843

Bind: Paperback

Year: 2018

Pages: 234

Size: 216 x 280 mm

Publisher: Project Management Institute

Published in India by: Viva Books

Exclusive Distributors: Viva Books

Sales Territory: India, Pakistan, Bangladesh, Sri Lanka

Description:

The importance of computer software to the modern business world is undeniable. Organizations across all industries and geographies are dependent on data processing and electronic communication, and on the software that drives these capabilities.The management of software development projects, just as the management of any other projects, is faced with the need for increased efficiencies, with results expected more quickly, at lower cost, and with higher quality.

For decades, the project management approaches contained within A Guide to the Project Management Body of Knowledge (PMBOK Guide) have formed the foundation for projects across the range of human endeavor.

However, some software project managers reported experiencing challenges when seeking to translate the established approaches of the PMBOK Guide with adaptive approaches such as agile that are more commonly used in software development.

Now for the first time, the Software Extension to the PMBOK Guide Fifth Edition brings these two worlds together.

This groundbreaking work was developed jointly by PMI with the IEEE Computer Society, the world's premier organization of computing professionals, and draws upon the wisdom of programmers, IT professionals and working project managers from around the globe.

Designed to be used in tandem with the latest edition of the PMBOK Guide, this comprehensive volume closely follows the PMBOK Guide's approach to style, structure and naming, while providing readers a balanced view of methods, tools, and techniques for managing software projects across the life cycle continuum from highly predictive life cycles to highly adaptive life cycles.

Software Extension To the PMBOK Guide Fifth Edition provides readers with knowledge and practices that will not only improve their efficiency and effectiveness but that of their management teams and project members as well.

Target Audience:

This book will serve as a knowledge and practices for programmers, IT professionals and working project managers that will not only improve their efficiency and effectiveness but that of their management teams and project members as well.

 

Contents:

FOREWORD

PREFACE.

CHAPTER 1: INTRODUCTION

Purpose of the Software Extension to the PMBOK Guide • Audience for the Software Extension to the PMBOK Guide • What is a Project? • The Relationships among Portfolios, Programs, and Projects • What is Project Management? • Why Software Project Management Is Challenging • Relationships with Program and Portfolio Management • Portfolio Management • Program Management • Projects and Strategic Planning • Project Management Office • The Relationship between Project Management, Operations Management, and Organizational Strategy • Operational Issues and Project Management • Organizational Issues and Software Project Management • Business Value • The Role of a Project Manager • Interpersonal Skills of a Project Manager • Project Management Body of Knowledge • Quality Management • Project Life Cycles and Agile Methods • Explanation of Software Extension Processes: Inputs, Tools and Techniques, and Outputs

CHAPTER 2: PROJECT LIFE CYCLE AND ORGANIZATION

Organizational Influences on Project Management • Organizational Cultures and Styles • Organizational Communications • Organizational Structures • Organizational Process Assets • Enterprise Environmental Factors • Project Stakeholders and Governance • Project Stakeholders • Project Governance • The Project Team • Composition of Project Teams • Collaborative Teams • Project Life Cycle • Characteristics of Project Life Cycles • Project Phases

CHAPTER 3: PROJECT MANAGEMENT PROCESSES FOR A PROJECT

Common Project Management Process Interactions • Project Management Process Groups • Initiating Process Group • Planning Process Group • Executing Process Group • Monitoring and Controlling Process Group • Closing Process Group • Project Information • Role of the Knowledge Areas

CHAPTER 4: PROJECT INTEGRATION MANAGEMENT

Develop Project Charter • Develop Project Charter: Inputs • Develop Project Charter: Tools and Techniques • Develop Project Charter: Outputs • Develop Project Management Plan • Develop Project Management Plan: Inputs • Develop Project Management Plan: Tools and Techniques • Develop Project Management Plan: Outputs • Direct and Manage Project Work • Direct and Manage Project Work: Inputs • Direct and Manage Project Work: Tools and Techniques • Direct and Manage Project Work: Outputs • Monitor and Control Project Work • Monitor and Control Project Work: Inputs • Monitor and Control Project Work: Tools and Techniques • Monitor and Control Software Project Work: Outputs • Perform Integrated Change Control • Perform Integrated Change Control: Inputs • Perform Integrated Change Control: Tools and Techniques • Perform Integrated Software Change Control: Outputs • Close Project or Phase • Close Project or Phase: Inputs • Close Project or Phase: Tools and Techniques • Close Project or Phase: Outputs

CHAPTER 5: PROJECT SCOPE MANAGEMENT

Plan Scope Management • Plan Scope Management: Inputs • Plan Scope Management: Tools and Techniques • Plan Scope Management: Outputs • Collect Requirements • Collect Requirements: Inputs • Collect Requirements: Tools and Techniques • Collect Requirements: Outputs • Define Scope • Define Scope: Inputs • Define Scope: Tools and Techniques • Define Scope: Outputs • Create WBS • Create WBS: Inputs • Create WBS: Tools and Techniques • Create WBS: Outputs • Validate Scope • Validate Scope: Inputs • Validate Scope: Tools and Techniques • Validate Scope: Outputs • Control Scope • Control Scope: Inputs • Control Scope: Tools and Techniques • Control Scope: Outputs

CHAPTER 6: PROJECT TIME MANAGEMENT

Plan Schedule Management • Plan Schedule Management: Inputs • Plan Schedule Management: Tools and Techniques • Plan Schedule Management: Outputs • Define Activities • Define Activities: Inputs • Define Activities: Tools and Techniques • Define Activities: Outputs • Sequence Activities • Sequence Activities: Inputs • Sequence Activities: Tools and Techniques • Sequence Activities: Outputs • Estimate Activity Resources • Estimate Activity Resources: Inputs • Estimate Activity Resources: Tools and Techniques • Estimate Activity Resources: Outputs • Estimate Activity Durations • Estimate Activity Durations: Inputs • Estimate Activity Durations: Tools and Techniques • Estimate Activity Durations: Outputs • Develop Schedule • Develop Schedule: Inputs • Develop Schedule: Tools and Techniques • Develop Schedule: Outputs • Control Schedule • Control Schedule: Inputs • Control Schedule: Tools and Techniques • Control Schedule: Outputs

CHAPTER 7: PROJECT COST MANAGEMENT

Plan Cost Management • Plan Cost Management: Inputs • Plan Cost Management: Tools and Techniques • Plan Cost Management: Outputs • Estimate Costs • Estimate Costs: Inputs • Estimate Costs: Tools and Techniques • Estimate Costs: Outputs • Determine Budget • Determine Budget: Inputs • Determine Budget: Tools and Techniques • Determine Budget: Outputs • Control Costs • Control Costs: Inputs • Control Costs: Tools and Techniques • Control Costs: Outputs

CHAPTER 8: PROJECT QUALITY MANAGEMENT

Plan Quality Management • Plan Quality Management: Inputs • Plan Quality Management: Tools and Techniques • Plan Quality Management: Outputs • Perform Quality Assurance • Perform Quality Assurance: Inputs • Perform Quality Assurance: Tools and Techniques • Perform Quality Assurance: Outputs • Control Quality • Control Quality: Inputs • Control Quality: Tools and Techniques • Control Quality: Outputs

CHAPTER 9: PROJECT HUMAN RESOURCE MANAGEMENT

Plan Human Resource Management • Plan Human Resource Management: Inputs • Plan Human Resource Management: Tools and Techniques • Plan Human Resource Management: Outputs • Acquire Project Team • Acquire Project Team: Inputs • Acquire Project Team: Tools and Techniques • Acquire Project Team: Outputs • Develop Project Team • Develop Project Team: Inputs • Develop Project Team: Tools and Techniques • Develop Project Team: Outputs • Manage Project Team • Manage Project Team: Inputs • Manage Project Team: Tools and Techniques • Manage Software Project Team: Outputs

CHAPTER 10: PROJECT COMMUNICATIONS MANAGEMENT

Plan Communications Management • Plan Communications Management: Inputs • Plan Communications Management: Tools and Techniques • Plan Communications Management: Outputs • Manage Communications • Manage Communications: Inputs • Manage Communications: Tools and Techniques • Manage Communications: Outputs • Control Communications • Control Communications: Inputs • Control Communications: Tools and Techniques • Control Communications: Outputs

CHAPTER 11: PROJECT RISK MANAGEMENT

Plan Risk Management • Plan Risk Management: Inputs • Plan Risk Management: Tools and Techniques • Plan Risk Management: Outputs • Identify Risks • Identify Risks: Inputs • Identify Risks: Tools and Techniques • Identify Risks: Outputs • Perform Qualitative Risk Analysis • Perform Qualitative Risk Analysis: Inputs • Perform Qualitative Risk Analysis: Tools and Techniques • Perform Qualitative Risk Analysis: Outputs • Perform Quantitative Risk Analysis • Perform Quantitative Risk Analysis: Inputs • Perform Quantitative Risk Analysis: Tools and Techniques • Perform Quantitative Risk Analysis: Outputs • Plan Risk Responses • Plan Risk Responses: Inputs • Plan Risk Responses: Tools and Techniques • Plan Risk Responses: Outputs • Control Risks • Control Risks: Inputs • Control Risks: Tools and Techniques • Control Risks: Outputs

CHAPTER 12: PROJECT PROCUREMENT MANAGEMENT

Plan Procurement Management • Plan Procurement Management: Inputs • Plan Procurement Management: Tools and Techniques • Plan Procurement Management: Outputs • Conduct Procurements • Conduct Procurements: Inputs • Conduct Procurements: Tools and Techniques • Conduct Procurements: Outputs • Control Procurements • Control Procurements: Inputs • Control Procurements: Tools and Techniques • Control Procurements: Outputs • Close Procurements • Close Procurements: Inputs • Close Procurements: Tools and Techniques • Close Procurements: Outputs

CHAPTER 13: PROJECT STAKEHOLDER MANAGEMENT

Identify Stakeholders • Identify Stakeholders: Inputs • Identify Stakeholders: Tools and Techniques • Identify Software Project Stakeholders: Outputs • Plan Stakeholder Management • Plan Stakeholder Management: Inputs • Plan Stakeholder Management: Tools and Techniques • Plan Stakeholder Management: Outputs • Manage Stakeholder Engagement • Manage Stakeholder Engagement: Inputs • Manage Stakeholder Engagement: Tools and Techniques • Manage Stakeholder Engagement: Outputs • Control Stakeholder Engagement • Control Stakeholder Engagement: Inputs • Control Stakeholder Engagement: Tools and Techniques • Control Stakeholder Engagement: Outputs

APPENDIX X1: CONTRIBUTORS AND REVIEWERS OF THE SOFTWARE EXTENSION TO THE PMBOK GUIDE FIFTH EDITION

REFERENCES

GLOSSARY

INDEX

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