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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Lock, Dennis
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Burlington, VT : Gower, 2013.
Edición:10th edition.
Temas:
Project management.
Work breakdown structure.
Gestion de projet.
Organigrammes des tâches.
BUSINESS & ECONOMICS > Project Management.
TECHNOLOGY & ENGINEERING > Project Management.
Projektmanagement
Lehrbuch.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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).
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.

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