Project management: a systems approach to planning, scheduling, and controlling
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
Wiley
2001
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XX, 1203 S. Ill., graph. Darst. |
| ISBN: | 0471393428 |
Internformat
MARC
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| 245 | 1 | 0 | |a Project management |b a systems approach to planning, scheduling, and controlling |c Harold Kerzner |
| 250 | |a 7. ed. | ||
| 264 | 1 | |a New York [u.a.] |b Wiley |c 2001 | |
| 300 | |a XX, 1203 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Administración de proyectos | |
| 650 | 4 | |a Gestion de projets | |
| 650 | 7 | |a Project Management (PM) |2 pmbok | |
| 650 | 4 | |a Project management | |
| 650 | 0 | 7 | |a Projektmanagement |0 (DE-588)4047441-0 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
| _version_ | 1804128466428231680 |
|---|---|
| adam_text | Contents Preface xix
1 OVERVIEW 1
1.0 Introduction 1
1.1 Understanding Project Management 2
1.2 Defining Project Success 5
1.3 The Project Manager Line Manager Interface 6
1.4 Defining the Project Manager s Role 9
1.5 Defining the Functional Manager s Role 12
1.6 Defining the Functional Employee s Role 15
1.7 Defining the Executive s Role 16
1.8 Working with Executives 16
1.9 The Project Manager as the Planning Agent 17
1.10 Project Champions 19
1.11 The Downside Risk of Project Management 20
1.12 Project Driven versus Non Project Driven Organizations 24
1.13 Marketing in the Project Driven Organization 26
1.14 Classification of Projects 29
1.15 Location of the Project Manager 30
1.16 Differing Views of Project Management 32
1.17 Concurrent Engineering: A Project Management Approach 34
1.18 Total Quality Management (TQM): A Project Management
Approach 35
Problems 39
Case Studies
Jackson Industries 42
Kombs Engineering 44
Williams Machine Tool Company 45
vjjj CONTENTS
2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND
DEFINITIONS 47
2.0 Introduction 47
2.1 General Systems Management 47
2.2 Project Management: 1960 1985 48
2.3 Project Management: 1985 2000 60
2.4 Resistance to Change 65
2.5 Systems, Programs, and Projects: A Definition 70
2.6 Product versus Project Management: A Definition 72
2.7 Maturity and Excellent: A Definition 74
2.8 Informal Project Management: A Definition 75
2.9 Project Life Cycles 76
2.10 Project Management Methodologies: A Definition 83
2.11 Systems Thinking 86
Problems 89
Case Studies
L. P. Manning Corporation 89
Project Firecracker 90
3 ORGANIZATIONAL STRUCTURES 97
3.0 Introduction 97
3.1 Organizational Work Flow 100
3.2 Traditional (Classical) Organization 101
3.3 Developing Work Integration Positions 105
3.4 Line Staff Organization (Project Coordinator) 109
3.5 Pure Product (Projectized) Organization 110
3.6 Matrix Organizational Form 113
3.7 Modification of Matrix Structures 124
3.8 Center for Project Management Expertise 128
3.9 Matrix Layering 129
3.10 Selecting the Organizational Form 131
3.11 Structuring the Small Company 139
3.12 Strategic Business Unit (SBU) Project Management 141
3.13 Transitional Management 143
Problems 145
Case Studies
Jones and Shephard Accountants, Inc. 151
Fargo Foods 154
Quasar Communications, Inc. 156
Contents ix
4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND
TEAM 161
4.0 Introduction 161
4.1 The Staffing Environment 162
4.2 Selecting the Project Manager: An Executive Decision 166
4.3 Skill Requirements for Program Managers 173
4.4 Special Cases in Project Manager Selection 180
4.5 Selecting the Wrong Project Manager 180
4.6 Next Generation Project Managers 185
4.7 Duties and Job Descriptions 186
4.8 The Organizational Staffing Process 191
4.9 The Project Office 199
4.10 The Functional Team 206
4.11 The Project Organizational Chart 208
4.12 Special Problems 211
4.13 Selecting the Project Management Implementation Team 214
Problems 217
Case Studies
Government Project Management 223
Falls Engineering 224
White Manufacturing 227
Martig Construction Company 228
The Carlson Project 229
5 MANAGEMENT FUNCTIONS 231
5.0 Introduction 231
5.1 Controlling 232
5.2 Directing 233
5.3 Project Authority 237
5.4 Interpersonal Influences 246
5.5 Barriers to Project Team Development 249
5.6 Suggestions for Handling the Newly Formed Team 253
5.7 Team Building as an Ongoing Process 258
5.8 Leadership in a Project Environment 260
5.9 Life Cycle Leadership 261
5.10 Organizational Impact 264
5.11 Employee Manager Problems 266
5.12 Management Pitfalls 270
5.13 Communications 273
5.14 Project Review Meetings 284
5.15 Project Management Bottlenecks 284
X CONTENTS
5.16 Communication Traps 286
5.17 Proverbs 288
5.18 Management Policies and Procedures 289
Problems 289
Case Studies
Wynn Computer Equipment (WCE) 303
The Trophy Project 304
Leadership Effectiveness (A) 308
Leadership Effectiveness (B) 310
Motivational Questionnaire 318
6 TIME MANAGEMENT 325
6.0 Introduction 325
6.1 Understanding Time Management 325
6.2 Time Robbers 328
6.3 Time Management Forms 331
6.4 Introduction to Stress and Burnout 332
6.5 Stress in Project Management 336
6.6 Time Management Survey 337
6.7 Effective Time Management 352
6.8 Management Pitfalls 355
6.9 Project Communications 355
6.10 Project Management Bottlenecks 357
Problems 357
Case Studies
The Reluctant Workers 357
Time Management for Project Managers 358
7 CONFLICTS 379
7.0 Introduction 379
7.1 Objectives 379
7.2 The Conflict Environment 381
7.3 Managing Conflict 385
7.4 Conflict Resolution 401
7.5 Understanding Superior, Subordinate, and Functional
Conflicts 402
7.6 The Management of Conflicts 405
7.7 Conflict Resolution Modes 406
Problems 408
Contents XI
Case Studies
Facilities Scheduling at Mayer Manufacturing 411
Scheduling the Safety Lab 413
Telestar International 414
The Problem with Priorities 415
Handling Conflict in Project Management 416
8 SPECIAL TOPICS 423
8.0 Introduction 423
8.1 Performance Measurement on the Horizontal Line 423
8.2 Financial Compensation and Rewards 432
8.3 Effective Project Management in the Small Business
Organization 439
8.4 Mega Projects 441
8.5 R D Project Management 442
8.6 Code of Ethics 453
Problems 454
Case Studies
American Electronics International 458
9 THE VARIABLES FOR SUCCESS 461
9.0 Introduction 461
9.1 Predicting Project Success 461
9.2 Project Management Effectiveness 466
9.3 Expectations 467
9.4 Force Field Analysis 469
9.5 Lessons Learned 474
Problems 474
10 WORKING WITH EXECUTIVES 475
10.0 Introduction 475
10.1 The Project Sponsor 475
10.2 The In House Representatives 488
10.3 Selling Executives on Project Management 489
Problems 499
Case Studies
The Blue Spider Project 503
Greyson Corporation 514
Xii CONTENTS
Corwin Corporation 518
The Boeing 767: From Concept to Production (A) 526
The Boeing 767: From Concept to Production (B) 546
11 PLANNING 549
11.0 Introduction 549
11.1 General Planning 552
11.2 Identifying Strategic Project Variables 555
11.3 Life Cycle Phases 558
11.4 Proposal Preparation 561
11.5 Understanding Participants Roles 562
11.6 Project Planning 563
11.7 The Statement of Work 565
11.8 Project Specifications 570
11.9 Milestone Schedules 572
11.10 Work Breakdown Structure 573
11.11 WBS Decomposition Problems 580
11.12 Role of the Executive in Project Selection 584
11.13 Role of the Executive in Planning 587
11.14 The Planning Cycle 5 89
11.15 Work Planning Authorization 591
11.16 Why Do Plans Fail? 592
11.17 Stopping Projects 593
11.18 Handling Project Phaseouts and Transfers 595
11.19 Detailed Schedules and Charts 597
11.20 Master Production Scheduling 601
11.21 Program Plan 602
11.22 Total Project Planning 608
11.23 The Project Charter 613
11.24 Management Control 616
11.25 The Project Manager Line Manager Interface 616
11.26 Fast Tracking 618
11.27 Configuration Management 620
11.28 Procedural Documentation 621
11.29 Established Practices 624
Problems 624
Case Studies
The Two Boss Problem 634
Project Overrun 635
Margo Company 636
Denver International Airport (DIA) 638
Contents XiH
12 NETWORK SCHEDULING TECHNIQUES 671
12.0 Introduction 671
12.1 Network Fundamentals 674
12.2 Graphical Evaluation and Review Technique (GERT) 679
12.3 Dependencies 679
12.4 Slack Time 680
12.5 Network Replanning 686
12.6 Estimating Activity Time 690
12.7 Estimating Total Program Time 691
12.8 Total PERT/CPM Planning 692
12.9 Crash Times 694
12.10 PERT/CPM Problem Areas 698
12.11 Alternative PERT/CPM Models 700
12.12 Precedence Networks 701
12.13 Lag 704
12.14 Understanding Project Management Software 704
12.15 Software Features Offered 706
12.16 Software Classification 708
12.17 Project Software Evaluation 709
12.18 Implementation Problems 713
Problems 714
Case Studies
Crosby Manufacturing Corporation 722
13 PROJECT GRAPHICS 725
13.0 Introduction 725
13.1 Customer Reporting 726
13.2 Bar (Gantt) Chart 727
13.3 Other Conventional Presentation Techniques 734
13.4 Logic Diagrams/Networks 738
Problems 740
14 PRICING AND ESTIMATING 741
14.0 Introduction 741
14.1 Global Pricing Strategies 742
14.2 Types of Estimates 743
14.3 Pricing Process 746
14.4 Organizational Input Requirements 749
14.5 Labor Distributions 750
14.6 Overhead Rates 754
14.7 Materials/Support Costs 757
Xiv CONTENTS
14.8 Pricing Out the Work 759
14.9 Smoothing Out Department Man Hours 761
14.10 The Pricing Review Procedure 762
14.11 Systems Pricing 765
14.12 Developing the Supporting/Backup Costs 766
14.13 The Low Bidder Dilemma 770
14.14 Special Problems 770
14.15 Estimating Pitfalls 771
14.16 Estimating High Risk Projects 772
14.17 Project Risks 773
14.18 The Disaster of Applying the 10 Percent Solution to Project
Estimates 777
14.19 Life Cycle Costing (LCC) 779
14.20 Logistics Support 784
14.21 Economic Project Selection Criteria: Capital Budgeting 787
14.22 Payback Period 787
14.23 The Time Value of Money 788
14.24 Net Present Value (NPV) 789
14.25 Internal Rate of Return (IRR) 790
14.26 Comparing IRR, NPV, and Payback 791
14.27 Risk Analysis 791
14.28 Capital Rationing 792
Problems 794
Case Studies
Polyproducts Incorporated 798
Small Project Cost Estimating at Percy Company 801
Capital Industries 804
Payton Corporation 805
Cory Electric 806
Camden Construction Corporation 809
15 COST CONTROL 813
15.0 Introduction 813
15.1 Understanding Control 817
15.2 The Operating Cycle 820
15.3 Cost Account Codes 821
15.4 Budgets 828
15.5 Variance and Earned Value 829
15.6 Recording Material Costs Using Earned Value Measurement 848
15.7 The Material Accounting Criterion 850
15.8 Material Variances: Price and Usage 851
15.9 Summary Variances 853
Contents XV
15.10 Status Reporting 853
15.11 Cost Control Problems 860
Problems 862
Case Studies
The Bathtub Period 873
16 TRADE OFF ANALYSIS IN A PROJECT ENVIRONMENT 875
16.0 Introduction 875
16.1 Methodology for Trade off Analysis 879
16.2 Contracts: Their Influence on Projects 897
16.3 Industry Trade off Preferences 898
16.4 Conclusion 901
17 RISK MANAGEMENT 903
17.0 Introduction 903
17.1 Definition of Risk 905
17.2 Tolerance for Risk 906
17.3 Definition of Risk Management 907
17.4 Certainty, Risk, and Uncertainty 907
17.5 Risk Management Process 913
17.6 Risk Planning 914
17.7 Risk Assessment 915
17.8 Risk Identification 915
17.9 Risk Analysis 920
17.10 The Monte Carlo Process 927
17.11 Risk Handling 932
17.12 Risk Monitoring 937
17.13 The Use of Lessons Learned 938
Problems 942
Case Studies
Teloxy Engineering (A) 948
Teloxy Engineering (B) 949
18 LEARNING CURVES 951
18.0 Introduction 951
18.1 General Theory 951
18.2 The Learning Curve Concept 953
18.3 Graphic Representation 954
18.4 Key Words Associated with Learning Curves 956
Xvi CONTENTS
18.5 The Cumulative Average Curve 957
18.6 Sources of Experience 960
18.7 Developing Slope Measures 964
18.8 Unit Costs and Use of Midpoints 965
18.9 Selection of Learning Curves 965
18.10 Follow on Orders 967
18.11 Manufacturing Breaks 967
18.12 Learning Curve Limitations 968
18.13 Prices and Experience 970
18.14 Competitive Weapon 972
Problems 974
Case Studies
Insight Optical Equipment Company 975
19 MANAGING CULTURAL DIFFERENCES 987
19.0 Introduction 987
19.1 An Introduction to Global Projects 987
19.2 Uniqueness and Trends in Global Projects 988
19.3 Cultural Challenges Broken Down by Knowledge Areas 989
19.4 The Project Manager s Checklist for Global Projects 1000
19.5 Managing during Political, Social, and Economic Reform 1000
19.6 An Introduction to Project Management in South Africa 1001
19.7 Internal Factors Affecting Project Management 1001
19.8 External Factors Affecting Project Management 1003
Problems 1008
20 STRATEGIC PLANNING FOR EXCELLENCE IN PROJECT
MANAGEMENT 1009
20.0 Introduction 1009
20.1 Influence of Economic Conditions 1009
20.2 What Is General Strategic Planning? 1012
20.3 What Is Strategic Planning for Project Management? 1013
20.4 Critical Success Factors for Strategic Planning 1017
20.5 Identifying Strategic Resources 1023
20.6 Strategic Selection of Projects 1028
20.7 Portfolio Selection of Projects 1031
20.8 Horizontal Accounting 1034
20.9 Continuous Improvement 1036
20.10 The Project Office/Center for Excellence 1039
20.11 Why Does Strategic Planning for Project Management Fail? 1040
20.12 Organizational Restructuring 1042
20.13 Career Planning 1044
Contents XVii
21 MODERN DEVELOPMENTS IN PROJECT MANAGEMENT 1045
21.0 Introduction 1045
21.1 The Project Management Maturity Model (PMMM) 1045
21.2 Developing Effective Procedural Documentation 1050
21.3 Project Management Methodologies 1056
21.4 Continuous Improvement 1057
21.5 Capacity Planning 1062
21.6 Competency Models 1063
21.7 Managing Multiple Projects 1066
21.8 End of Phase Review Meetings 1067
22 THE IMPACT OF CONCURRENT ENGINEERING ON
PROJECT MANAGEMENT 1069
22.0 Introduction 1069
22.1 Understanding Concurrent Engineering 1070
22.2 Project Planning 1072
22.3 Risk Management 1073
22.4 Creeping Scope 1073
22.5 Project Management Guidelines 1074
22.6 Selecting the Project Manager 1077
22.7 The Project Office 1077
22.8 The Functional Team 1079
22.9 Project Sponsorship 1080
22.10 Wage and Salary Administration 1081
22.11 Conclusion 1082
23 QUALITY MANAGEMENT 1083
23.0 Introduction 1083
23.1 Definition of Quality 1085
23.2 The Quality Movement 1086
23.3 The Taguchi Approach 1090
23.4 The Malcolm Baldrige National Quality Award 1093
23.5 ISO 9000 1096
23.6 Quality Management Concepts 1097
23.7 The Cost of Quality 1100
23.8 The Seven Quality Control Tools 1103
23.9 Process Capability (Cp) 1120
23.10 Acceptance Sampling 1123
23.11 Operating Characteristic Curves 1123
23.12 Implementing Six Sigma 1126
23.13 Quality Leadership 1129
23.14 Responsibility for Quality 1130
xviii contents
23.15 Quality Circles 1131
23.16 Just In Time Manufacturing (JIT) 1131
23.17 Total Quality Management (TQM) 1134
24 CONTRACTS AND PROCUREMENT 1139
24.0 Introduction 1139
24.1 Procurement 1140
24.2 Requirement Cycle 1141
24.3 Requisition Cycle 1142
24.4 Solicitation Cycle 1143
24.5 Award Cycle 1145
24.6 Types of Contracts 1146
24.7 Incentive Contracts 1152
24.8 Contract Type Versus Risk 1153
24.9 Contract Administration Cycle 1155
24.10 Using a Checklist 1157
24.11 Proposal Contractual Interaction 1159
24.12 Summary 1163
Appendix A. Solutions to the Project Management Conflict Exercise 1165
Appendix B. Solution to Leadership Exercise 1171
Author Index 1177
Subject Index 1181
|
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| dewey-search | 658.4/04 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
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| indexdate | 2024-07-09T18:49:41Z |
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| isbn | 0471393428 |
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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 7. ed. New York [u.a.] Wiley 2001 XX, 1203 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Administración de proyectos Gestion de projets Project Management (PM) pmbok 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=009330108&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 Administración de proyectos Gestion de projets Project Management (PM) pmbok 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 | Administración de proyectos Gestion de projets Project Management (PM) pmbok Project management Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Administración de proyectos Gestion de projets Project Management (PM) Project management Projektmanagement Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009330108&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT kerznerharold projectmanagementasystemsapproachtoplanningschedulingandcontrolling |