Project management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Aldershot [u.a.]
Gower
2000
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIII, 613 S. graph. Darst. |
| ISBN: | 056608225X 0566082233 |
Internformat
MARC
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| 250 | |a 7. ed. | ||
| 264 | 1 | |a Aldershot [u.a.] |b Gower |c 2000 | |
| 300 | |a XXIII, 613 S. |b graph. Darst. | ||
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| 337 | |b n |2 rdamedia | ||
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-008991142 | ||
Datensatz im Suchindex
| _version_ | 1804127897108086784 |
|---|---|
| adam_text | Contents
List of figures xiii
Preface to seventh edition xix
Acknowledgments xxiii
Part I The nature and organization of project management 1
Chapter 1 The nature and purpose of project management 3
Projects 4
Project objectives 6
Balancing the objectives 7
The Association for Project Management 11
Chapter 2 Project management organization 15
Effective organization and communications 15
The emergence of project management in a developing
company 16
Project organization categories 21
Organization of central administration functions 27
Which type of organization is best? 28
The project manager 35
Project services groups 40
Organizations with more than one project manager 41
PRINCE 2 44
References and further reading for Part I 49
Part II The financial and commercial framework 51
Chapter 3 Defining the project 53
Receipt of customer enquiries 54
vi Project management
Screening enquiries for industrial projects 55
Projects which are difficult or impossible to define 55
Defining a project for financial appraisal 59
The customer s project specification 60
Project scope 61
Using checklists 62
The contractor s project and design specifications 62
Specifications for product development projects 68
Developing and documenting the project specification 73
Chapter 4 Cost estimates 1. Definitions and principles 77
Cost definitions and principles 11
Estimating accuracy 85
Classification of estimates according to confidence 85
Estimating accuracy in relation to prices and profits 87
Version control of project cost estimates 88
Work breakdown 89
Cost coding systems 92
Benefits of a logical coding system 95
Choosing a coding system 98
What happens when the customer says You shall use my
coding system! ? 99
Chapter 5 Cost estimates 2. Estimating in practice 103
Compiling the task list 103
Level of detail in project cost estimating 105
Estimating formats 105
Estimating manufacturing costs 111
Collecting estimates for labour times 115
Personal estimating characteristics 111
Estimates for material and equipment costs 119
Below the line costs 121
Reviewing the cost estimates 123
Chapter 6 Commercial management 125
Financial project appraisal 125
Project funding 133
Contracts 135
Contract payment structures 139
Insurance 146
References and further reading for Part II 153
Contents vii
Part III Planning and scheduling 155
Chapter 7 An introduction to planning and scheduling 157
The planning and scheduling environment 157
Distinction between planning and scheduling 160
The planning time frame 161
Matrix charts 163
Simple tabular planning (timetables) 166
Bar charts 168
Line of balance charts 176
Chapter 8 Network analysis: logic diagrams and the critical path 181
Background 181
The different network notation systems 182
Critical path analysis using arrow diagrams 184
Critical path analysis using precedence notation 189
Case study: furniture project 194
Case study: gantry project 195
PERT 205
More complex network notation 206
Chapter 9 Network analysis in practice 211
Developing network logic 211
Level of detail in network planning 215
Interface events and activities 218
Milestones 220
Estimating activity durations 220
Is the timescale shown too long? 222
A case for drawing networks from right to left 223
Network analysis as a management tool 224
Chapter 10 Scheduling resources 1. Principles 227
What are resources and which of them can be scheduled? 228
The role of network analysis in resource scheduling 230
Case study: garage project 231
Float 241
Two fundamental priority rules for resource scheduling 246
Summary: the elements of a practicable schedule 249
Chapter 11 Scheduling resources 2. In practice 251
Choice of labour resources to be scheduled 251
Choice of resource units 254
Rate constant and non rate constant use of resources 255
Specifying departmental resource availability levels 256
Using different calendars for resource scheduling 257
viii Project management
Scheduling labour costs 258
Scheduling costs for materials and other purchases 259
Scheduling cashflow 261
The seven steps of project resource scheduling 267
Project scheduling in the corporate context 267
References and further reading for Part III 271
Part IV Computer applications 273
Chapter 12 Project management computer systems 1. Preparation 275
Scheduling with or without a computer 275
Facilities required 278
System requirements 278
Choosing a suitable program 281
Special network logic requirements for computer applications 288
Preparing for the first computer schedule 291
Chapter 13 Project management computer systems 2. Typical
applications 301
System and software 301
Case study project 302
Data preparation for the garage project 302
Error prevention and checking 306
Error detection for the case study project 308
Network plotting 309
Time analysis of the garage project network 311
Resource scheduling 317
Resource scheduling for the garage project 319
Output reports 321
Updating 332
Chapter 14 Project management computer systems 3. Specialized
applications 335
Dealing with large networks 335
Multiproject resource scheduling 338
Standard networks 346
Standard subnetwork modules or templates 349
A templating case study 352
Programs for probability and risk analysis 357
Software sources 361
References and further reading for Part IV 367
Contents ix
Part V Purchasing and materials management 367
Chapter 15 Scheduling parts for manufacturing projects 369
The scheduling framework 369
Case study: single filing cabinet project 371
Collating materials requirements 376
Line of balance 379
Line of balance case study: filing cabinet project 379
Computer solutions 388
Chapter 16 Purchasing 1. Principles and initial ordering 389
The importance of purchasing and materials control 389
The purchasing cycle 390
The purchase order 394
Commercial conditions of purchase 396
Terms of trade used in international business (Incoterms) 398
Specifying the goods 399
Timing of orders and deliveries 400
Purchase quantities 403
Chapter 17 Purchasing 2. Post order activities and wider aspects
of materials control 407
Purchase order amendments 407
Expediting 408
Shortages 410
The Pareto principle and stock management 411
Project or stock purchasing ? 413
Project purchasing as a condition of contract All
Stores administration 418
Materials management as a shared or common service 421
Chapter 18 Purchasing 3. Procedures for capital projects 423
The purchasing organization 423
Purchase control schedules 425
Purchase specifications 431
Purchase enquiries 436
Bid evaluation 439
Purchase requisitions and orders 442
Correlation between specification, enquiry and order numbers 444
Assuring quality and progress 445
Vendors documents 446
Shipping, port and customs formalities 449
Purchase order status reports 450
References and further reading for Part V 453
x Project management
Part VI Managing work and costs 455
Chapter 19 Implementing the programme 457
Project authorization 457
Authorizing work without a contract or customer s order 461
Preliminary organization of the project 465
Correspondence and other documents 466
Project engineering standards and procedures Al 1
Physical preparations and organization 472
Getting work started 41A
Issuing detailed planning and work instructions All
Chapter 20 Managing progress 481
Project progressing as a closed loop control system 482
Routine collection of progress data 483
The non routine approach to progressing 487
Managing subcontractors and agency employees 489
Routine priority allocation in manufacturing projects 493
When the news is bad 494
Corrective measures 495
Immediate action orders 497
Haste versus good management 500
Construction site organization and management 502
Conduct of project meetings 505
Progress meetings 507
Progress meetings abandoned 509
Project progress reports 510
Chapter 21 Changes and production permits 513
Classification of changes 513
Authorization arrangements 516
General administration 519
Estimating the true cost of a design modification 522
Forms and procedures 525
Discipline for modifying drawings 535
Emergency modifications 538
Chapter 22 Cost management 1. Principles 543
Objectives of project cost management 543
A checklist of cost management factors 545
The total cost approach 546
Budgets 548
Cost collection methods 551
Audits 555
Comparing actual costs against planned costs 556
Contents xi
Chapter 23 Cost management 2. Evaluation, prediction and reporting 557
Milestone analysis 557
Earned value analysis 564
Earned value analysis prediction reliability and implications 572
Evaluating cost performance for materials and bought out
equipment 573
Effect of modifications on earned value analysis 575
The project ledger concept 577
Predicting profitability for the whole project 577
Post mortem 583
Chapter 24 Final project definition and closure 585
Formal project closure 585
Final project cost records 588
Disposal of surplus material stocks 588
Final project definition: the end of a continuous process 588
As built condition of a manufacturing or capital engineering
project 589
As built condition of a multiple manufacturing project 592
Managing files and archives 596
References and further reading for Part VI 599
Index 601
Figures
1.1 Triangle of objectives: versionl 8
1.2 Triangle of objectives: version 2 12
2.1 Example of a manufacturing company organization 19
2.2 A manufacturing project cycle 21
2.3 A functional matrix for a single project in a manufacturing
company 22
2.4 Matrix organization for several simultaneous projects in a
manufacturing company 23
2.5 Matrix organization for a company engineering petrochemical,
mining or large construction projects 24
2.6 Project team organization 26
2.7 Project team versus a balanced matrix 33
2.8 A hybrid organization 34
2.9 A project with more than one project manager 43
2.10 The processes of project management identified in PRINCE 2 46
2.11 The PRINCE 2 organization structure 46
3.1 The process of definition for an industrial project 53
3.2 A screening and action plan form for new project sales
enquiries 56
3.3 Part of a definition checklist for a new project 63
4.1 Cost and price structure for a simple manufacturing project 79
4.2 Example of labour grades for standard costing in a project
engineering company 84
4.3 Part of the work breakdown for a large mining project 90
4.4 Work breakdown for a project to build a new railway 91
4.5 Work breakdown and cost coding structure for a small
radiocommunication project 91
4.6 Detail from the work breakdown for the radiocommunication
project 94
4.7 Project numbering and coding system used by a heavy
engineering company 96
xiii
xiv Project management
4.8 Project numbering and coding system used by an international
mining engineering company 97
5.1 A useful general purpose cost estimating form for manufacturing
projects 108
5.2 Cost estimating form for purchased materials on large projects 110
5.3 General purpose form for indicating project price 112
6.1 Boiler replacement project: tabulation of cash flows to determine
payback period 128
6.2 Boiler replacement project: graphical methods for determining
payback period 129
6.3 Table of discount factors for finding net present values 131
6.4 Boiler replacement project: net present value calculation 132
6.5 Relationship between the type of contract and project control
emphasis 143
6.6 Risk and insurance in project management 147
7.1 The planning and scheduling environment 158
7.2 Simple matrix chart for planning and controlling a book editing
project 164
7.3 Four possible arrangements for matrix planning charts 165
7.4 A simple project bar chart 169
7.5 Adjustable wall chart with rotating panels 170
7.6 Furniture project: list of tasks 173
7.7 Furniture project: bar chart 174
7.8 Furniture project: linked bar chart 175
7.9 Five house project: bar chart 177
7.10 Five house project: line of balance chart 178
7.11 80 house project: line of balance chart 179
8.1 The main elements of arrow network logic 185
8.2 Tree project network using arrow notation 186
8.3 An example of arrow network time analysis 187
8.4 An activity in precedence notation 190
8.5 Tree project using precedence notation 191
8.6 An example of precedence network time analysis 192
8.7 Furniture project: task list with links defined 194
8.8 Furniture project network diagram: arrow version 196
8.9 Furniture project network diagram: precedence version 197
8.10 Furniture project: results of time analysis 198
8.11 Gantry project 199
8.12 Gantry project network diagram 200
8.13 Gantry project: results of time analysis 202
8.14 Gantry project: schedule of possible crash actions to shorten the
project duration 204
8.15 Methods for showing overlapping activities in arrow and
precedence networks 207
8.16 Constraint options in precedence network notation 209
Figures xv
8.17 Using dummies to clarify cluttered logic 210
9.1 A common logic error 214
9.2 Level of detail in a purchasing sequence 219
9.3 Network interfaces 220
10.1 Garage project: network diagram 232
10.2 Garage project: task list and time analysis 235
10.3 Garage project: bar chart and resource histogram aggregation 236
10.4 Garage project: bar chart and resource histogram
resource limited 239
10.5 Garage project: bar chart and resource histogram time limited 240
10.6 Garage project: float analysis of activity G0913 (09 to 13) 242
10.7 Garage project: float analysis of activity G1016 (10 to 16) 243
10.8 Time limited versus resource limited constraints 247
11.1 Cash outflow schedule 263
11.2 Table of guideline rules for timing cash flows 265
11.3 Net cash flow schedule 266
11.4 Essential elements of a project net cash flow schedule 267
11.5 Conflicting factors in project resource scheduling 268
11.6 Seven logical steps towards a project resource schedule 269
12.1 Procedure for buying project management software 283
12.2 Checklist for use when buying project management software 284
12.3 Avoidance of parallel activities in arrow diagrams 289
12.4 Tidying network starts and finishes 290
12.5 Suggested procedure for implementing new project management
software 292
13.1 Garage project precedence network 303
13.2 Garage project material cost estimates 304
13.3 Garage project input data error warnings 310
13.4 Garage project network diagram plotted by Microsoft Project
98 (detail) 312
13.5 Garage project network plotted by Microsoft Project 98 (detail
from improved version) 313
13.6 Garage project network plotted by Primavera Project Planner
2.0 (detail) 314
13.7 Summary garage network plotted by 4c 315
13.8 Two scheduling messages from Open Plan 320
13.9 Time limited work to list from Primavera for the garage project 322
13.10 Time limited resource histograms for the garage project produced
by Primavera 323
13.11 Resource limited work to list for the garage project produced
by Primavera 324
13.12 Resource limited resource histograms for the garage project
produced by Primavera 325
13.13 Garage project Gantt chart as seen on screen (Primavera) 329
13.14 Garage project cost plans from Primavera 330
xvi Project management
13.15 A useful resource and cost summary for the garage project 331
14.1 The rolling wave concept 336
14.2 Breaking down large project networks into subnetworks 337
14.3 Managing a multiproject model 341
14.4 A standard library subnetwork module for the design of one
machine in a transfer line 350
14.5 A standard library subnetwork for procurement and machining
a subassembly 351
14.6 Example of a standard library subnetwork for construction
projects 352
14.7 A templating application 353
14.8 Start template and template B for templating case study 355
14.9 Template D and finish template for templating case study 356
14.10 A template library file in 4c 357
14.11 Summary view of the templating case study network (4c) 358
14.12 Zoomed detail from the templating case study network (4c) 358
14.13 Templating case study bar chart (4c) 359
14.14 Activity duration estimates for garage project risk analysis 361
14.15 Garage project risk analysis using OPERA 362
15.1 Filing cabinet project: an exploded view of the product 371
15.2 Filing cabinet: simple parts list 373
15.3 Filing cabinet: family tree 374
15.4 Filing cabinet: parts list arranged in family tree order of
subassemblies 375
15.5 A single batch stock collation card 377
15.6 Detail from a multiproject stock collation card 378
15.7 Filing cabinet: delivery schedule 380
15.8 Filing cabinet: family tree redrawn for line of balance 380
15.9 Filing cabinet: calculation of lead times for parts 382
15.10 Filing cabinet: delivery commitment graph 383
15.11 Filing cabinet: calculation of line of balance quantities at day 4 384
15.12 Filing cabinet: the line of balance at day 4 386
15.13 Filing cabinet: the line of balance chart completed for day 4 387
16.1 Importance and recognition of purchasing in project management 390
16.2 The purchasing cycle 391
16.3 Elements of a typical purchase order form 395
17.1 Shortage list form 411
17.2 Three ways of recording purchased materials costs for a project 415
18.1 Elements of a purchasing organization for a capital project 424
18.2 Typical stages in the purchase of equipment for a capital project 426
18.3 Column headings for a purchase control schedule 429
18.4 A purchase control schedule set 431
18.5 Purchase specification: front sheet 433
18.6 Purchase specification: second sheet 434
18.7 Purchase specification: continuation sheet 435
Figures xvii
18.8 Purchase enquiry letter 438
18.9 Bid summary form 440
18.10 Purchase requisition 443
18.11 Inspection and expediting report 447
19.1 Project register sheet 459
19.2 Works order 462
19.3 Project authorization 463
19.4 Typical relationship between total project costs and time 464
19.5 Responsibility matrix 467
19.6 Document distribution matrix 470
19.7 Standard start up network for a manufacturing engineering project 476
20.1 A familiar sign 481
20.2 A control loop 483
20.3 A combined work to list and progress questionnaire 485
20.4 A subcontract suborder 491
20.5 Immediate action order 498
20.6 A construction site organization 504
20.7 A combined meeting agenda and action sheet 508
21.1 Pattern of changes 514
21.2 A decision tree for considering changes 518
21.3 A general purpose change register sheet 521
21.4 Project variation order 528
21.5 Engineering change request 530
21.6 Production permit or concession 532
21.7 Engineering query 534
21.8 Inspection report form 536
22.1 A weekly time sheet 552
23.1 Comparison of costs against a time scaled budget 558
23.2 Project cost and achievement comparison using milestones 562
23.3 Data for a milestone chart 563
23.4 Earned value analysis 570
23.5 A cost/profit prediction graph 579
23.6 A project cost report in tabular form 581
24.1 Project closure notice, with checklist 587
24.2 Column headings for a project drawing schedule 590
24.3 A build schedule sheet 595
|
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| author_facet | Lock, Dennis |
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| dewey-sort | 3658.404 |
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| indexdate | 2024-07-09T18:40:38Z |
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| isbn | 056608225X 0566082233 |
| language | English |
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| spelling | Lock, Dennis Verfasser aut Project management Dennis Lock 7. ed. Aldershot [u.a.] Gower 2000 XXIII, 613 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Projektmanagement (DE-588)4047441-0 gnd rswk-swf (DE-588)4123623-3 Lehrbuch 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=008991142&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Lock, Dennis Project management Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4123623-3 |
| title | Project management |
| title_auth | Project management |
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| title_full | Project management Dennis Lock |
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