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Practical Project Management for Engineers

 Practical Project Management  for Engineers

Practical Project Management  for Engineers



Practical Project Management for Engineers provides commonsense solutions to get projects rolling from contract award to delivery while using the Pareto principle to drastically increase productivity. The book walks the new technical project manager (PM) through step-by-step processes on how to deliver high-quality, robust products and services while strengthening one’s team and customer relationships.

While creating the book, Department of Defense (DoD), NASA, and Project Management Institute (PMI) project life cycle processes were compared and the best practices that have worked for our panel of experts on real-world projects are presented.

This book is practical, not theoretical. We tell you “what you need to do on Monday.” The project guidance from the DoD, NASA, and PMI and best practices from management and leadership gurus like Steven Covey, Peter Drucker, and Jim Collins have all been distilled into an easy-to-follow dialog. This knowledge will equip the new technical project manager to deliver quality products on time and on budget.

Each chapter provides you with the most important activities and techniques that will aid any new project manager.The last chapter of this book, Tales from the Trenches, was written by our panel of industry experts and gives insight to their lessons learned on real-world projects. In the real world, projects rarely meet schedules or avoid changes in scope. By providing a practical outline of what is critically necessary for project success, efficient solutions are presented that will show you how to manage recovery plans and customer relationships to continue the future growth of your company and your career.

A project scope is defined by a set of requirements that define the characteristics of the desired products and services along with the conditions in which the project team will execute its work. It consists of a life span with a starting point and a defined end to deliver a quality product and/or service. The objective of project management is to deliver the products and services defined by the project scope within the constraints defined by the project’s customer. The project’s customer is the party that will benefit from the project’s outcome. Project customers and sponsors can be internal or external to the PM’s organization


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