000			03231nam a2200493 i 4500
001			9781949991000
003			BEP
005			20240909231256.0
008			190302s2019 nyua foab 001 0 eng d
020			_a9781949991000 _q((electronic)l(electronic)ctronic)-book
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050	0	4	_aHD69 _b.A337 2019
100	1		_aWorsley, Louise M., _e1
245	1	0	_aAdaptive project planning /Louise Worsley and Christopher Worsley.
250			_aFirst edition.
260			_aNew York, New York (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c(c)2019.
300			_a1 online resource (xi, 150 pages) : _billustrations.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aPortfolio and project management collection,
504			_a1 (pages 143-144) and index.
505	0	0	_a1. Planning a project -- _t2. Schedule-driven planning -- _t3. Resource-driven planning -- _t4. Not a penny more: budget-constrained planning -- _t5. When it really does have to work -- _t6. When stakeholders really matter -- _t7. Planning when it has to be different -- _t8. Planning operational projects -- _t9. And finally -- _tReferences -- _tAbout the authors -- _tIndex.
520	3		_aProjects are different. To be successful, they must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outputs, or the outcomes, must meet specific--often poorly articulated--criteria. The consequence is that the context, not the scope, of the project, is the real shaper of what has to be achieved, how it has to be done, and when. There is no pre-trodden path. To deal with this 'uniqueness' and the uncertainty it gives rise to, project managers have to plan. Despite claims to the contrary, there is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation.
530			_a2 _ub
530			_aAlso available in printing.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aTitle from PDF title page (viewed on March 2, 2019).
650		0	_aProject management.
650		0	_aBusiness planning.
653			_aadaptive planning
653			_aAgile
653			_aproject constraints
653			_aproject management
653			_aproject planning
653			_aresource modeling
653			_ascheduling
653			_ascope management
700	1		_aWorsley, Christopher, _e1
902			_a1 _bCynthia Snell _c108 _dIzabel Groves
942			_c1 _eBEP _hHD69.P75 _m(c)2019
999			_c73376 _d73376