WorldCat Identities

Gumz, Joy

Overview
Works: 6 works in 7 publications in 1 language and 7 library holdings
Genres: Case studies 
Roles: Author
Publication Timeline
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Most widely held works by Joy Gumz
Project management is not project management is not project management by Joy Gumz( Book )

2 editions published in 2010 in English and held by 2 WorldCat member libraries worldwide

Practicing the discipline of project management varies from industry to industry. Construction companies rely on different processes and practices than those used by information technology (IT) professionals; IT teams implement different tools and methodologies than those used to manage aerospace projects. Although these differences exist, professionals in all industries can also learn much from studying the approaches that other industries use to manage their projects. This paper examines how project managers working in the construction, IT, and aerospace industries can apply the practices, process, and tools used by their peers. In doing so, it discusses the common approaches--outlined in PMI standards--that can help project managers working in any industry; it identifies the constraints that are involved in managing aerospace projects, construction-related projects, and IT projects, describing how the challenges involved in resolving industry-based constraints can affect the way project managers lead their project teams. It then explains the best practices that project managers working in each of the profiled industries most often use when managing their projects, identifying those practices which are commonly used to manage the specific issues involved in managing each project type
Keys to success : increasing your influence as a project manager by William T Craddock( Book )

1 edition published in 2012 in English and held by 1 WorldCat member library worldwide

Influencing is a critical interpersonal skill for project managers. All interactions with stakeholders involve influence. Successful project managers both recognize this and use a variety of influencing techniques. The selection of influencing techniques depends on the context and the individuals involved. Factors such as culture must also be considered. Ultimately, the project manager's influencing abilities impact stakeholder views of both the project and the project manager. This paper explores influence from several perspectives and offers suggestions regarding their application. A critical element of influence is diagnosing and using the approach that is most likely to be used by the receiver in processing the message. The first approach is direct, focusing on the logic of the argument. The second approach is indirect, and the message receiver focuses on cues or factors other than the message content to make a decision. It then identifies two complicating factors: culture and personality
Risk on complex projects : a case study by Joy Gumz( Book )

1 edition published in 2012 in English and held by 1 WorldCat member library worldwide

Imagine you are the program risk engineer for a new refinery being built in the Middle East. The front-end engineering and design (FEED) phase has been completed, and the project will be entering a key phase: procurement. Key decisions need to be made regarding the procurement strategy, the timing of the tendering process, and the number of packages on which contractors will bid. What advice would you give the program director? This paper takes the reader through the story, pausing at crucial decision points to ask participants how they would respond to the situation. Decision-oriented case studies are structured and written from the viewpoint of a key player, the protagonist. They are framed around information available to the protagonist at the time of the event. The case typically builds to a point where the decision-maker is confronted with open-ended choices. The audience is left to analyze the information and scenarios and then make critical decisions based on contextual analysis. This paper follows the NASA/GSFC case study development methodology for case studies (National Aeronautic and Space Administration [NASA], 2008). It provides the background on the oil refinery program and details the project timeline. It summarizes the decisions made and lists the risks that were found. It concludes by listing five things a case study should do
Managing the devilish details : a case study on using bim by Joy Gumz( Book )

1 edition published in 2014 in English and held by 1 WorldCat member library worldwide

Swinerton Builders has been in the construction business since 1888. The employee-owned firm has been a leader in adopting BIM (building information modeling). This paper presents a case study in how Swinerton has used BIM, lessons learned, and how visualization can be used to better manage project complexity. In this paper, we look at how BIM is being used during the design and construction of an office building in San Francisco, California. We use the definition of BIM as it is defined in the BIM Handbook: "a modeling technology and associated set of processes to produce, communicate, and analyze building models" (Eastman et al, 2008)
The biggest airline in the world : merging United and Continental systems by Joy Gumz( Book )

1 edition published in 2013 in English and held by 1 WorldCat member library worldwide

The merger of United Airlines and Continental Airlines on 1 October 2010 created the world's largest airline. One reason the airlines merged was to reduce costs and one way to do that is by consolidating information technology (IT) systems. Because airlines operate 7x24x365, their systems are notoriously complex and highly integrated. This paper discusses how the IT systems were merged, the project management practices used, and the challenges encountered. It begins by examining the role of the integration management office (IMO) and its structure. It identifies the governance and the tools that were used for the project. The paper then explores the type of communication used and overviews the application rationalization process. It also highlights the best practices for IT merger-of-equals. Also included is a project time and a list of risks and issues. The paper concludes by examining the project's budget and costs
Zero changes on capital projects--is it possible? by Joy Gumz( )

1 edition published in 2008 in English and held by 1 WorldCat member library worldwide

When implementing the Haradh Gas Project, the 2004 PMI Project of the Year, project leaders mandated a zero-change policy. The result? A project delivered ahead of schedule. But is this approach the solution for keeping projects on track? This paper examines the feasibility of instituting a zero-change culture (ZCC) in projects of all types and sizes. In doing so, it overviews the Haradh Gas Project's evolution and explains the concept of ZCC, describing how seven other large oil-and-gas projects were successfully completed because of the team's use of ZCC-type approaches. It identifies how contract type and design phase affect a ZCC. It then explains how project managers can use a project assessment tool known as the project definition rating index (PDRI) to determine how well a project team has defined and designed the project's solution. It lists the key project activities--organized in relation to the project process groups--that can help project managers control project changes and maintain a project culture striving for zero change. It also suggests techniques for controlling project changes and instituting an organizational ZCC
 
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Alternative Names
Gumz, Joy E.

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