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Project management /
"Dennis Lock's masterly exposition of the principles and practice of project management has been pre-eminent in its field for 45 years and was among the first books to treat project management as a holistic subject. But Project Management has been kept completely up to date by regular and...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Burlington, VT :
Gower,
2013.
|
| Edición: | 10th edition. |
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Lock, Dennis. | |
| 245 | 1 | 0 | |a Project management / |c by Dennis Lock. |
| 250 | |a 10th edition. | ||
| 264 | 1 | |a Burlington, VT : |b Gower, |c 2013. | |
| 264 | 4 | |c ©2013 | |
| 300 | |a 1 online resource (xvii, 550 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 347 | |a data file | ||
| 504 | |a Includes bibliographical references (pages 535-538) and index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a 1. Introduction to Project Management -- A Brief History of Project Management -- Different Types of Projects -- Project Life Cycles and Life Histories -- Customers, Clients, Contractors and End Users -- Organizations Representing the Profession of Project Management -- 2. Factors for Project Success or Failure -- Success or Failure Factors in Relation to the Initial Project Definition -- Factors for Success or Failure during the Project Fulfilment (Execution) Period -- The Triangle of Objectives and Trade-offs Between Cost, Performance and Time -- Perceptions of Project Success or Failure Beyond the Three Primary Objectives -- Identifying and Ranking the Stakeholders -- Benefits Realization. | |
| 505 | 0 | |a 3. Defining the Project -- Importance of Initial Project Definition -- Projects Which are Difficult or Impossible to Define -- Feasibility Studies to Improve Early Project Definition -- Checklists for New Projects -- Enquiries and Proposals for New Projects -- Defining the Project Scope -- The Contractor's Strategy and Design Specification -- Specifications for Internally Funded Projects -- Developing and Documenting the Project Specification. | |
| 505 | 0 | |a 4. Estimating Project Costs -- Introduction to Cost Estimating and Cost Accounting -- Estimating Accuracy and Confidence -- Estimating Capabilities of Different People -- Top-down or Bottom-up? -- Listing All the Project Tasks -- Estimating Formats -- Estimating Manufacturing Costs -- Estimating Project Labour Costs -- Estimates for Materials and Equipment Costs -- Cost Estimates for Construction Projects -- Reviewing the Cost Estimates -- Version Control of Project Cost Estimates. | |
| 505 | 0 | |a 5. First Steps in Planning the Timescale -- A General Introduction to Project Planning -- The Project Planning Time Frame -- Attributes of an Ideal Project Plan -- The Museum Project: A Gantt Chart Case Example -- Week Numbers and Calendar Dates -- 6. Financial Appraisal and the Business Plan -- Project Feasibility Analysis -- Different Viewing Platforms for the Project Investor and the Project Contractor -- Introduction to Project Financial Appraisal Methods -- The Simple Payback Method -- Discounted Cash Flow -- How Much Confidence Can We Place in the Data? -- Project Funding. | |
| 505 | 0 | |a 7. Managing Project Risk -- Introduction to Project Risk Management -- Identifying the Possible Risks -- Risk Appraisal and Analysis -- Risk Register -- Methods for Dealing with Risks -- Planning for a Crisis -- 8. Project Authorization -- Introduction to Project Authorization -- Project Authorization Criteria for the Project Owner -- Authorization Documents Issued by the Project Owner -- Project Registration and Numbering -- Project Authorization in a Contracting Organization -- Authorizing Work Without a Contract or Customer's Order. | |
| 505 | 0 | |a 9. Project Organization Structures -- Effective Organization and Communications -- Organization Charts -- The Emergence of Project Management in a Developing Company -- Project Matrix Organizations -- Project Teams and Task Forces -- Organization of Central Administration Functions -- Which Type of Project Organization is Best? -- Organizations with More than One Project Manager -- 10. Organization and Initial Conduct of Management Change and IT Projects -- Special Characteristics of Management Change Projects -- Case Example: The Coverite plc Office Relocation Project. | |
| 505 | 0 | |a 11. The Project Manager and Associated Roles -- Project Management within Corporate Management -- The Project Manager -- Project Engineer -- Project Management Office (PMO) -- 12. Project Breakdown Structures -- Five Dimensions of a Project -- The Work Breakdown Structure (WBS) -- Coding Systems -- Benefits of a Logical Coding System -- Choosing a Coding System -- What Happens When the Customer Says Ỳou Shall Use My Coding System!'? -- Developing an Organization Breakdown Structure -- Relationship Between the Project Work Breakdown Structure and Organization Breakdown Structure -- Introducing the Cost Breakdown Structure (CBS). | |
| 505 | 0 | |a 13. Detailed Planning: An Introduction to Critical Path Networks -- Gantt Charts: Their Advantages and Their Limitations -- Background to Critical Path Analysis -- The Different Network Notation Systems -- Critical Path Analysis Using Arrow Diagrams -- Critical Path Analysis Using Precedence Notation -- Case Example: Furniture Project -- More Complex Network Notation -- 14. Detailed Planning: Critical Path Networks in Practice -- Developing the Network Logic -- Level of Detail in Network Planning -- Interface Events and Activities -- Milestones -- Estimating Task Durations -- Is the Predicted Timescale Too Long? -- Case Example: Museum Project -- A Case for Drawing Networks from Right to Left -- Network Analysis as a Management Tool. | |
| 505 | 0 | |a 15. Scheduling Resources, Part 1: Principles -- What are Resources and Which of Them Can be Scheduled? -- The Role of Network Analysis in Resource Scheduling -- A Resource Scheduling Case Example: The Garage Project -- Float (or Slack) -- Two Fundamental Priority Rules for Resource Scheduling -- Summary: The Elements of a Practicable Schedule. | |
| 505 | 0 | |a 16. Scheduling Resources, Part 2: Practical Advice -- Choosing Which Resources to Schedule -- Choice of Resource Units -- Rate-constant and Non Rate-constant Usage of Resources -- Specifying Resource Availability Levels -- Using Different Calendars for Resource Scheduling -- Seven Logical Steps of Project Resource Scheduling -- Scheduling Project Materials -- Using Purchase Control Schedules to Schedule Equipment for Capital Projects. | |
| 505 | 0 | |a 17. Scheduling Cash Flows -- Cash Flow Scheduling in General -- Scheduling Cash Flows in Different Kinds of Projects -- Using Project Management Software to Schedule Cash Outflows -- Using the Computer to Schedule Cash Inflows -- Conclusion -- 18. Computer Applications -- Choosing Suitable Software -- Special Network Logic Requirements for Computer Applications -- Preparing for the First Computer Schedule -- Case Example: The Garage Project -- Data Entry Errors -- Network Plotting -- Time Analysis of the Garage Project Network -- Resource Scheduling for the Garage Project -- Standard and Customized Output Reports. | |
| 505 | 0 | |a 19. Managing Project Start-up -- Preliminary Organization of the Project -- Correspondence and Other Documents -- Standards and Procedures -- Physical Preparations and Organization -- Getting Work Started -- Issuing Detailed Plans and Work Instructions -- 20. Introduction to Project Contracts and Purchase Orders -- Contracts -- Purchase Orders -- Terms of Trade Used in International Business (Incoterms) -- Pricing a Contract Proposal -- Contract Payment Structures -- The Timing of Payments -- Financial Viability of Participating Organizations. | |
| 505 | 0 | |a 21. Managing Procurement and the Supply Chain -- The Purchasing Cycle -- Roles in the Purchasing Organization for a Large International Project -- Purchase Specification: Defining What Has to be Bought -- Supplier Selection -- Purchase Requisition and Order -- Expediting -- Special Timing of Orders and Deliveries -- Purchase Quantities -- Purchase Order Amendments -- Correlation Between Specification, Enquiry, Requisition and Order Numbers -- Project or Stock Purchasing? -- Marking and Labelling Goods Before Transit -- Goods Receipt -- Stores Administration -- Vendors' Documents -- Materials Management as a Shared or Common Service. | |
| 505 | 0 | |a 22. Managing Progress -- Progress Management as a Closed Loop Control System -- M̀anagement by' Styles -- Updating Schedules and Records -- Collecting Progress Information -- Statistical Checks -- Managing the Progress and Quality of Bought-in Materials and Equipment -- Managing Subcontractors and Agency Employees -- Routine Priority Allocation in Manufacturing Projects -- When the News is Bad -- Corrective Measures -- Immediate Action Orders -- Construction Site Organization and Management -- Project Meetings -- Progress Reports. | |
| 505 | 0 | |a 23. Managing Changes -- The Impact of Changes in Relation to the Project Life Cycle -- Origin and Classification of Changes -- Authorization Arrangements -- General Administration -- Estimating the True Cost of a Change -- Forms and Procedures -- Version Control for Modified Drawings and Specifications -- Emergency Modifications -- Changes and Contract Administration -- 24. Managing Project Costs -- Principles of Cost Control -- Controlling Variable Costs -- Controlling Fixed Costs and Overhead Cost Recovery -- Additional Cost Control Factors -- The Total Cost Approach -- A Checklist of Cost Management Factors -- Setting and Resetting Cost Budgets -- Cost Collection Methods -- Audits and Fraud Prevention Measures. | |
| 505 | 0 | |a 25. Earned Value Analysis and Cost Reporting -- Milestone Analysis -- Earned Value Analysis -- Reliability of Earned Value Analysis Reports -- Evaluating Cost Performance for Materials and Bought-in Equipment -- Effect of Project Changes on Earned Value Analysis -- The Project Ledger Concept -- Predicting Final Project Costs -- 26. Managing Multiple Projects, Programmes and Portfolios -- Project Management or Programme Management? -- Managing a Portfolio of Business Change and IT Projects -- Multi-project Resource Scheduling -- Project Resource Scheduling in the Corporate Context -- 27. Implementing Business Change Projects -- Introduction -- Focus on IT -- Managing the Mindsets -- Push Versus Pull to Achieve Change -- Using a Vision of the Future to Inspire Change -- The Impact of Change -- Motivation and Incentives. | |
| 505 | 0 | |a 28. Managing Project Closure -- Reasons for Closing a Project -- Formal Project Closure -- Final Project Cost Records -- Disposal of Surplus Material Stocks -- Final Project Definition: the End of a Continuous Process -- As-built Condition of a Manufacturing or Capital Engineering Project -- As-built Condition of a Multiple Manufacturing Project -- As-built Condition of a Project that is Interrupted Before Completion -- Managing Files and Archives -- 29. Corporate Managers' Support for the Project Manager -- Costs and Benefits of Project Management -- How Much Project Management Do We Need? -- Active Support from Senior Management for Project Management. | |
| 520 | |a "Dennis Lock's masterly exposition of the principles and practice of project management has been pre-eminent in its field for 45 years and was among the first books to treat project management as a holistic subject. But Project Management has been kept completely up to date by regular and sensitive revisions to ensure that it remains fresh and totally relevant. Project Management explains the entire project management process in great detail, demonstrating techniques from simple charts to detailed computer applications. Everything is reinforced with clear diagrams and case examples, many new for this edition. The author has expanded discussion of topics such as supply chain management and the project management office (PMO), and there are new chapters about implementing change management projects and the role of senior managers in supporting projects"--EBL | ||
| 590 | |a eBooks on EBSCOhost |b EBSCO eBook Subscription Academic Collection - Worldwide | ||
| 650 | 0 | |a Project management. | |
| 650 | 0 | |a Work breakdown structure. | |
| 650 | 6 | |a Gestion de projet. | |
| 650 | 6 | |a Organigrammes des tâches. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Project Management. |2 bisacsh | |
| 650 | 7 | |a TECHNOLOGY & ENGINEERING |x Project Management. |2 bisacsh | |
| 650 | 7 | |a Project management. |2 fast |0 (OCoLC)fst01078797 | |
| 650 | 7 | |a Work breakdown structure. |2 fast |0 (OCoLC)fst01742041 | |
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