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Project Management in Practice

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  • Cover Page

  • Title Page

  • Copyright Page

  • Dedication

  • PREFACE

  • CONTENTS

  • 1 THE WORLD OF PROJECT MANAGEMENT

    • 1.1 What Is a Project?

      • Trends in Project Management

    • 1.2 Project Management vs. General Management

      • Major Differences

      • Negotiation

    • 1.3 What Is Managed? The Three Goals of a Project

    • 1.4 The Life Cycles of Projects

    • 1.5 Selecting Projects to Meet Organizational Goals

      • Nonnumeric Selection Methods

      • Numeric Selection Methods

    • 1.6 Confronting Uncertainty—The Management of Risk

      • Considering Uncertainty in Project Selection Decisions

      • Considering Disaster

    • 1.7 The Project Portfolio Process

    • 1.8 The Materials in this Text

    • Review Questions

    • Discussion Questions

    • Problems

    • Incident for Discussion

    • Case: United Screen Printers

    • Case: Handstar Inc.

  • 2 THE MANAGER, THE ORGANIZATION, AND THE TEAM

    • 2.1 The PM’s Roles

      • Facilitator

      • Communicator

      • Virtual Project Manager

      • Meetings, Convenor and Chair

    • 2.2 The PM’s Responsibilities to the Project

      • Acquiring Resources

      • Fighting Fires and Obstacles

      • Leadership and Making Trade-Offs

      • Negotiation, Conflict Resolution, and Persuasion

    • 2.3 Selection of a Project Manager

      • Credibility

      • Sensitivity

      • Leadership, Style, Ethics

    • 2.4 Project Management as a Profession

    • 2.5 Fitting Projects into the Parent Organization

      • More on “Why Projects?”

      • Pure Project Organization

      • Functional Project Organization

      • Matrix Project Organization

      • Mixed Organizational Systems

      • The Project Management Office

    • 2.6 The Project Team

      • Matrix Team Problems

      • Intrateam Conflict

    • Review Questions

    • Discussion Questions

    • Incidents for Discussion

    • Case: The Quantum Bank

    • Case: Southern Care Hospital

  • 3 PLANNING THE PROJECT

    • 3.1 The Contents of a Project Plan

    • 3.2 The Planning Process—Overview

    • 3.3 The Planning Process—Nuts and Bolts

      • The Launch Meeting—and Subsequent Meetings

      • Sorting Out the Project

      • The Project Action Plan

    • 3.4 The Work Breakdown Structure and Other Aids

      • The Work Breakdown Structure

      • The Linear Responsibility Chart—and Derivatives

      • A Whole Brain Approach to Project Planning

    • 3.5 Multidisciplinary Teams—Balancing Pleasure and Pain

      • Integration Management

      • Concurrent Engineering

      • Interface Coordination—Interface Management

      • The Design Structure Matrix

      • Comments on Empowerment and Work Teams

    • Review Questions

    • Discussion Questions

    • Problems

    • Incidents for Discussion

    • Case: St. Dismas Assisted Living Facility—1

    • Case: John Wiley & Sons

  • 4 BUDGETING THE PROJECT

    • 4.1 Methods of Budgeting

      • Top-Down Budgeting

      • Bottom-Up Budgeting

    • 4.2 Cost Estimating

      • Work Element Costing

      • The Impact of Budget Cuts

      • An Aside

      • Activity vs. Program Budgeting

    • 4.3 Improving Cost Estimates

      • Forms

      • Learning Curves

      • Tracking Signals

      • Other Factors

    • 4.4 Budget Uncertainty and Risk Management

      • Budget Uncertainty

      • Risk Management

    • Review Questions

    • Discussion Questions

    • Problems

    • Incidents for Discussion

    • Case: St. Dismas Assisted Living Facility Project Budget Development—2

    • Case: Photstat Inc.

  • 5 SCHEDULING THE PROJECT

    • 5.1 PERT and CPM Networks

      • The Language of PERT/CPM

      • Building the Network

      • Finding the Critical Path and Critical Time

      • Calculating Activity Slack

      • Doing It the Easy Way—Microsoft Project (MSP)

    • 5.2 Project Uncertainty and Risk Management

      • Calculating Probabilistic Activity Times

      • The Probabilistic Network, an Example

      • Once More the Easy Way

      • The Probability of Completing the Project on Time

      • Selecting Risk and Finding D

      • The Case of the Unreasonable Boss

      • The Problem with Mergers

    • 5.3 Simulation

      • Traditional Statistics vs. Simulation

    • 5.4 The Gantt Chart

      • The Chart

    • 5.5 Extensions to PERT/CPM

      • Precedence Diagramming

      • Other Methods

      • Final Thoughts on the Use of these Tools

    • Review Questions

    • Discussion Questions

    • Problems

    • Discussion Problem

    • Incidents for Discussion

    • Case: St. Dismas Assisted Living Facility Project Action Plan—3

    • Case: Nutristar

  • 6 ALLOCATING RESOURCES TO THE PROJECT

    • 6.1 Expediting a Project

      • The Critical Path Method

      • Using Excel® to Crash a Project

      • Fast-Tracking a Project

    • 6.2 Resource Loading

      • The Charismatic VP

    • 6.3 Resource Leveling

      • Resource Loading/Leveling and Uncertainty

    • 6.4 Allocating Scarce Resources to Projects

      • Some Comments about Constrained Resources

      • Some Priority Rules

    • 6.5 Allocating Scarce Resources to Several Projects

      • Criteria of Priority Rules

      • The Basic Approach

      • Resource Allocation and the Project Life Cycle

    • 6.6 Goldratt’s Critical Chain

      • Estimating Task Times

      • The Effect of Not Reporting Early Activity Completion

      • Multitasking

      • Common Chain of Events

      • The Critical Chain

    • Review Questions

    • Discussion Questions

    • Problems

    • Incidents for Discussion

    • Case: St. Dismas Assisted Living Facility Resource Usage—4

    • Case: Charter Financial Bank

  • 7 MONITORING AND CONTROLLING THE PROJECT

    • 7.1 The Plan-Monitor-Control Cycle

      • Designing the Monitoring System

    • 7.2 Data Collection and Reporting

      • Data Collecting

      • Data Analysis

      • Reporting and Report Types

      • Meetings

      • Virtual Reports, Meetings, and Project Management

    • 7.3 Earned Value

    • 7.4 Project Control

      • Purposes of Control

    • 7.5 Designing the Control System

      • Types of Control Systems

      • Tools for Control

    • 7.6 Scope Creep and Change Control

    • Review Questions

    • Discussion Questions

    • Problems

    • Incidents for Discussion

    • Case: St. Dismas Assisted Living Facility Monitoring—5

    • Case: Palmstar Enterprises, Inc.

  • 8 EVALUATING AND TERMINATING THE PROJECT

    • 8.1 Evaluation

      • Evaluation Criteria

      • Measurement

    • 8.2 Project Auditing

      • The Audit Process

      • The Audit Report

    • 8.3 Project Termination

      • When to Terminate a Project

      • Types of Project Termination

      • The Termination Process

      • The Project Final Report

    • Review Questions

    • Discussion Questions

    • Incidents for Discussion

    • Case: St. Dismas Assisted Living Auditing—6

    • Case: Datatech’s Audit

  • APPENDIX

    • A: Probability and Statistics

    • A.1 Probability

      • Subjective Probability

      • Logical Probability

      • Experimental Probability

    • A.2 Event Relationships and Probability Laws

      • The Multiplication Rule

      • The Addition Rule

    • A.3 Statistics

      • Descriptive versus Inferential Statistics

      • Measures of Central Tendency

      • Measures of Dispersion

      • Inferential Statistics

      • Standard Probability Distributions

  • NAME INDEX

  • SUBJECT INDEX

Nội dung

Project Management in Practice Offering streamlined coverage with an applied approach, Project Management in Practice, 4th Edition focuses on the essentials of project management. This concise, hands-on text is ideal for a one semester project management course, or as a module on project management. This textbook is organised around the project management life cycle and it provides students with essential project management concepts.

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