Project management: a systems approach to planning, scheduling, and controlling
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York u.a.
Van Nostrand Reinhold
1995
|
| Ausgabe: | 5. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XX, 1152 S. Ill., graph. Darst. |
| ISBN: | 0442019076 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804124498255937536 |
|---|---|
| adam_text | Contents Preface xix
1 OVERVIEW 1
X 1.0 Introduction 1
1.1 Understanding Project Management 2
1.2 Defining Project Success 6
1.3 The Project Manager Line Manager Interface 7
1.4 Defining the Project Manager s Role 10
1.5 Defining the Functional Manager s Role 13
1.6 Defining the Executive s Role 16
1.7 Working with Executives 17
1.8 The Project Manager as the Planning Agent 18
1.9 Project Champions 20
1.10 The Downside Risk of Project Management 20
1.11 The Growth of Project Management 22
1.12 Project Driven versus Non Project Driven Organizations 37
1.13 Marketing in the Project Driven Organization 39
1.14 Classification of Projects 42
1.15 Location of the Project Manager 42
1.16 Differing Views of Project Management 45
1.17 Concurrent Engineering: A Project Management Approach 47
1.18 Total Quality Management (TQM): A Project Management
Approach 47
1.19 The Maturity Process 54
Problems 54
1
CONTENTS I
Case Studies :
Jackson Industries 56 I
TRW Nelson MIS 58 I
Kombs Engineering 64 S
Williams Machine Tool Company 66 j
2 SYSTEMS THEORY AND CONCEPTS 69
2.0 Introduction 69 ;
2.1 General Systems Theory Growth 69 f
2.2 Systems Theory and Business 71
2.3 Development of the Business System 72
2.4 Modeling the Business System 75
2.5 Systems, Programs, and Projects: A Definition 77
2.6 Product versus Project Management: A Definition 80
2.7 Project Life Cycles 81
2.8 Systems Thinking 89
Problems 92
Case Studies
L. P. Manning Corporation 94
Project Firecracker 94
3 ORGANIZATIONAL STRUCTURES 101
V
3.0 Introduction 101
3.1 Organizational Work Flow 105
3.2 Traditional (Classical) Organization 106
3.3 Developing Work Integration Positions 110
3.4 Line Staff Organization 114
3.5 Pure Product Organization 116
3.6 Matrix Organizational Form 118
3.7 Modification of Matrix Structures 129
3.8 Center for Project Management Expertise 133
3.9 Matrix Layering 135
3.10 Selecting the Organizational Form 135
3.11 Structuring the Small Company 144
3.12 Transitional Management 146
Problems 150
Case Studies
Jones and Shephard Accountants, Inc. 155
Fargo Foods 158
Quasar Communications, Inc. 161
Contents jx
4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND
TEAM 165
4.0 Introduction 165
4.1 The Staffing Environment 166
* 4.2 Selecting the Project Manager: An Executive Decision 170
x 4.3 Skill Requirements for Program Managers 177
4.4 Special Cases in Project Manager Selection 184
4.5 Selecting the Wrong Project Manager 185
4.6 Duties andJob Descriptions 189
4.7 The Organizational Staffing Process 194
4.8 The Project Office 202
4.9 The Functional Team 209
4.10 The Project Organizational Chart 211
4.11 Special Problems 214
Problems 217
Case Studies
Government Project Management 223
Falls Engineering 224
White Manufacturing 228
Martig Construction Company 229
The Carlson Project 229
5 MANAGEMENT FUNCTIONS 233
y 5.0 Introduction 233
5.1 Controlling 234
5.2 Directing 235
5.3 Project Authority 240
5.4 Interpersonal Influences 248
5.5 Barriers to Project Team Development 251
5.6 Suggestions for Handling the Newly Formed Team 255
5.7 Team Building as an Ongoing Process 260
5.8 Leadership in a Project Environment 261
5.9 Life Cycle Leadership 264
5.10 Organizational Impact 266
5.11 Employee Manager Problems 268
5.12 Management Pitfalls 272
5.13 Communications 275
5.14 Project Review Meetings 281
5.15 Project Management Bottlenecks 283
5.16 Communication Traps 284
5.17 Proverbs 287
5.18 Management Policies and Procedures 287
I
CONTENTS
Problems 290
Case Studies
Webster Industrial Controls 301
Project Management at Liberty Construction 304
Wynn Computer Equipment (WCE) 312
The Trophy Project 314
Starr Air Force Base (SAFB) 316 s
Leadership Effectiveness (A) 324
Leadership Effectiveness (B) 329
Motivational Questionnaire 336
6 TIME MANAGEMENT 343
6.0 Introduction 343
6.1 Understanding Time Management 343
6.2 Time Robbers 346
6.3 Time Management Forms 349
6.4 Introduction to Stress and Burnout 350
6.5 Stress in Project Management 354
6.6 Time Management Survey 355
6.7 Effective Time Management 370
6.8 Management Pitfalls 373
6.9 Project Communications 374
6.10 Project Management Bottlenecks 375
Problems 375
Case Studies
The Reluctant Workers 376
Time Management for Project Managers 377
7 CONFLICTS 397
7.0 Introduction 397
7.1 Objectives 398
7.2 The Conflict Environment 400
7.3 Managing Conflict 403
7.4 Conflict Resolution 419
7.5 Understanding Superior, Subordinate, and Functional
Conflicts 420
7.6 The Management of Conflicts 423
Problems 424
Case Studies
Facilities Scheduling at Mayer Manufacturing 427
Contents xi
Scheduling the Safety Lab 429
Telestar International 430
The Problem with Priorities 431
Handling Conflict in Project Management 432
8 SPECIAL TOPICS 439
8.0 Introduction 439
8.1 Performance Measurement on the Horizontal Line 439
8.2 Financial Compensation and Rewards 449
8.3 Effective Project Management in the Small Business
Organization 455
8.4 Mega Projects 457
8.5 Strategic Planning Using a Matrix 458
8.6 R D Project Management 466
8.7 Code of Ethics 478
Problems 479
Case Studies
Product Management at Costa Pharmaceutical Laboratories 483
American Electronics International 488
9 THE VARIABLES FOR SUCCESS 491
9.0 Introduction 491
9.1 Predicting Project Success 491
9.2 Project Management Effectiveness 496
9.3 Expectations 497
9.4 Force Field Analysis 499
9.5 Lessons Learned 504
Problems 505
10 WORKING WITH EXECUTIVES 507
10.0 Introduction 507
10.1 The Project Sponsor 507
10.2 The In House Representatives 516
10.3 Selling Executives on Project Management 517
Problems 528
Case Studies
The Blue Spider Project 532
Greyson Corporation 543
MIS Project Management at First National Bank 547
CONTENTS
Corwin Corporation 557
11 PLANNING 567
11.0 Introduction 567
11.1 General Planning 570
11.2 Identifying Strategic Project Variables 573
11.3 Life Cycle Phases 576
11.4 Proposal Preparation 580
11.5 Understanding Participants Roles 580 ;
11.6 Project Planning 581 j
11.7 The Statement of Work 583
11.8 Project Specifications 589
11.9 Milestone Schedules 589
11.10 Work Breakdown Structure 591
11.11 Role of the Executive in Planning 602
11.12 The Planning Cycle 603
11.13 Work Planning Authorization 603
11.14 Why Do Plans Fail? 605
11.15 Stopping Projects 607
11.16 Handling Project Phaseouts and Transfers 608
11.17 Detailed Schedules and Charts 610
11.18 Master Production Scheduling 614
11.19 Program Plan 615
11.20 Total Project Planning 620
11.21 The Project Charter 626
11.22 Management Control 626
11.23 The Project Manager Line Manager Interface 627
11.24 Fast Tracking 630
11.25 Configuration Management 633
11.26 Procedural Documentation 634
Problems 637
Case Studies
The Two Boss Problem 647
Project Overrun 648
Margo Company 649
12 PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT) 653
12.0 Introduction 653
12.1 Network Fundamentals 656
12.2 Slack Time 661
12.3 Network Replanning 666
12.4 Estimating Activity Time 670
Contents xiii
12.5 Estimating Total Program Time 671
12.6 Total PERT/CPM Planning 673
12.7 Crash Times 674
12.8 PERT/CPM Problem Areas 679
12.9 Alternative PERT/CPM Models 680
12.10 Computerized Project Management 681
12.11 Understanding Project Management Software 684
12.12 Software Features Offered 685
12.13 Software Classification 687
12.14 Project Software Evaluation 688
12.15 Implementation Problems 690
Problems 691
Case Studies
Crosby Manufacturing Corporation 698
13 PROJECT GRAPHICS 703
13.0 Introduction 703
13.1 Customer Reporting 704
13.2 Bar (Gantt) Chart 705
13.3 Other Conventional Presentation Techniques 711
13.4 Logic Diagrams/Networks 715
Problems 717
14 PRICING AND ESTIMATING 719
14.0 Introduction 719
14.1 Global Pricing Strategies 720
14.2 Types of Estimates 721
14.3 Pricing Process 724
14.4 Organizational Input Requirements 727
14.5 Labor Distributions 728
14.6 Overhead Rates 732
14.7 Materials/Support Costs 735
14.8 Pricing Out the Work 738
14.9 Smoothing Out Department Man Hours 739
14.10 The Pricing Review Procedure 741
14.11 Systems Pricing 743
14.12 Developing the Supporting/Backup Costs 745
14.13 The Low Bidder Dilemma 745
14.14 Special Problems 749
14.15 Estimating Pitfalls 750
14.16 Estimating High Risk Projects 751
i
CONTENTS
14.17 Project Risks 752
14.18 The Disaster of Applying the 10 Percent Solution to Project
Estimates 756
14.19 Life Cycle Costing (LCC) 758
14.20 Logistics Support 762
Problems 766
Case Studies
Concrete Masonry Corporation 770
Construction of a Gas Testing Lab in Iran 776
Polyproducts Incorporated 782
Small Project Cost Estimating at Percy Company 786
Capital Industries 787
Payton Corporation 790
Cory Electric 791
Camden Construction Corporation 794
15 COST CONTROL 797
15.0 Introduction 797
15.1 Understanding Control 802
15.2 The Operating Cycle 805
15.3 Cost Account Codes 806
15.4 Budgets 813
15.5 Variance and Earned Value 813
15.6 Summary Variances 829
15.7 Status Reporting 830
15.8 Cost Control Problems 837
Problems 838
Case Studies
The Bathtub Period 847
16 TRADE OFF ANALYSIS IN A PROJECT ENVIRONMENT 849
16.0 Introduction 849
16.1 Methodology for Trade off Analysis 853
16.2 Contracts: Their Influence on Projects 871
16.3 Industry Trade off Preferences 872
16.4 Conclusion 876
17 RISK MANAGEMENT 877
17.0 Introduction 877
Contents xv
17.1 Definition of Risk 879
17.2 Definition of Risk Management 880
17.3 Certainty, Risk, and Uncertainty 880
17.4 Risk Management Methodology 885
17.5 Risk Assessment 885
17.6 Risk Analysis 890
17.7 Risk Handling 894
17.8 Lessons Learned 896
Problems 900
Case Studies
Teloxy Engineering (A) 902
Teloxy Engineering (B) 903
The Boeing 767: From Concept to Production (A) 903
The Boeing 767: From Concept to Production (B) 923
18 LEARNING CURVES 925
18.0 Introduction 925
18.1 General Theory 925
18.2 The Learning Curve Concept 927
18.3 Graphic Representation 928
18.4 Key Words Associated with Learning Curves 930
18.5 The Cumulative Average Curve 931
18.6 Sources of Experience 934
18.7 Developing Slope Measures 939
18.8 Unit Costs and Use of Midpoints 939
18.9 Selection of Learning Curves 940
18.10 Follow on Orders 941
18.11 Manufacturing Breaks 941
18.12 Learning Curve Limitations 943
18.13 Prices and Experience 944
18.14 Competitive Weapon 947
Problems 949
Case Studies
Insight Optical Equipment Company 950
Mason Instrument, Inc. 1986 (A) 961
Mason Instrument, Inc. 1986 (B) 972
Mason Instrument, Inc. 1986 (C) 974
19. INTERNATIONAL PROJECT MANAGEMENT 975
19.0 Introduction 975
CONTENTS
19.1 How Do Foreign Clients Really See American Project
Managers? 979
19.2 Guidelines for Successful Management of Projects in the Middle
East: The Client Point of View 990
Problems 998
20. PROJECT MANAGEMENT IN THE YEAR 2000 999
20.0 Introduction 999
20.1 Organizational Considerations 1000
20.2 Project versus Product Management 1000
20.3 Role of the Computer 1001
20.4 Impact on Business Organizations 1002
20.5 Role of the Project Manager 1003
20.6 Project Manager Selection and Training 1004
20.7 Performance Measurement 1005
20.8 Government 1005
20.9 Social Change 1005
20.10 Demographics 1006
20.11 Physical Resources 1006
20.12 The Markets 1006
20.13 Life Styles 1007
20.14 Conclusion 1007
21 PLANNING FOR EXCELLENCE IN PROJECT MANAGEMENT 1009
21.0 Introduction 1009
21.1 Defining Success 1011
21.2 Organizational Restructuring 1013
21.3 Organizational Behavior 1015
21.4 Quantitative Tools 1019
21.5 Project Planning 1020
21.6 Career Fields 1022
21.7 Summary and Conclusions 1022
22 THE IMPACT OF CONCURRENT ENGINEERING ON PROJECT
MANAGEMENT 1025
22.0 Introduction 1025
22.1 Understanding Concurrent Engineering 1026
22.2 Project Planning 1028
22.3 Risk Management 1029
22.4 Creeping Scope 1029
22.5 Project Management Guidelines 1030
Contents xvjj
22.6 Selecting the Project Manager 1033
22.7 The Project Office 1033
22.8 The Functional Team 1035
22.9 Project Sponsorship 1035
22.10 Wage and Salary Administration 1037
22.11 Conclusion 1037
23 QUALITY MANAGEMENT 1039
23.0 Introduction 1039
23.1 Definition of Quality 1040
23.2 The Quality Movement 1041
23.3 The Taguchi Approach 1045
23.4 The Malcolm Baldridge National Quality Award 1047
23.5 ISO 9000 1050
23.6 Quality Management Concepts 1051
23.7 The Cost of Quality 1054
23.8 The Seven Quality Control Tools 1057
23.9 Responsibility for Quality 1072
24. CONTRACTS 1075
24.0 Introduction 1075
24.1 Types of Contracts 1076
24.2 Using a Checklist 1079
24.3 Proposal Contractual Interaction 1083
24.4 Incentive Contracts 1087
24.5 Summary 1090
Appendix A. Project Management Final Exam (A) 1091
Appendix B. Project Management Final Exam (B) 1103
Appendix C. Solutions to the Project Management Conflict Exercise 1115
Appendix D. Solution to Leadership Exercise 1121
A Project Management/Systems Management Bibliography 1127
Competitive Bidding Bibliography 1139
Author Index 1143
Subject Index 1147
|
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| indexdate | 2024-07-09T17:46:37Z |
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| isbn | 0442019076 |
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| spelling | Kerzner, Harold 1940- Verfasser (DE-588)124166229 aut Project management a systems approach to planning, scheduling, and controlling Harold Kerzner 5. ed. New York u.a. Van Nostrand Reinhold 1995 XX, 1152 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Project management Projektmanagement (DE-588)4047441-0 gnd rswk-swf 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Projektmanagement (DE-588)4047441-0 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006710468&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Kerzner, Harold 1940- Project management a systems approach to planning, scheduling, and controlling Project management Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4522595-3 |
| title | Project management a systems approach to planning, scheduling, and controlling |
| title_auth | Project management a systems approach to planning, scheduling, and controlling |
| title_exact_search | Project management a systems approach to planning, scheduling, and controlling |
| title_full | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner |
| title_fullStr | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner |
| title_full_unstemmed | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner |
| title_short | Project management |
| title_sort | project management a systems approach to planning scheduling and controlling |
| title_sub | a systems approach to planning, scheduling, and controlling |
| topic | Project management Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Project management Projektmanagement Fallstudiensammlung |
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