Project management:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Burlington, Vt.
Gower
2003
|
| Edition: | 8. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXI, 624 S. graph. Darst. |
| ISBN: | 0566085518 056608578X |
Staff View
MARC
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| 100 | 1 | |a Lock, Dennis |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Project management |c Dennis Lock |
| 250 | |a 8. ed. | ||
| 264 | 1 | |a Burlington, Vt. |b Gower |c 2003 | |
| 300 | |a XXI, 624 S. |b graph. Darst. | ||
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| 650 | 4 | |a Project management | |
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Record in the Search Index
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|---|---|
| adam_text | Contents
List of figures xiii
Preface to eighth edition xix
Acknowledgements xxiii
Part I The nature and organization of project management 1
Chapter 1 The nature and purpose of project management 3
Projects 4
The primary project objectives 6
Balancing the primary objectives 8
Perceptions of project success or failure beyond the
three primary objectives 12
Customers, clients, contractors and end users 15
Project life cycle 16
Associations representing the profession of project management 17
Chapter 2 Project management organization 21
Effective organization and communications 21
The emergence of project management in a developing
company 22
Project matrix organizations 27
Project teams and task forces 32
Organization of central administration functions 35
Which type of organization is best? 35
The project manager 42
Project services groups Al
Organizations with more than one project manager 48
References and further reading for Part I 53
V
vi Project management
Part II The financial and commercial framework 55
Chapter 3 Defining the project 57
Projects which are difficult or impossible to define 58
Feasibility studies to improve early project definition 59
Checklists 60
Defining a project for financial appraisal 60
Customer enquiries 65
The contractor s specification and questions of strategy 69
Specifications for product development projects 72
Developing and documenting the project specification 11
Chapter 4 Cost estimates, Part 1: Definitions and principles 81
Cost definitions and principles 81
Estimating accuracy 89
Classification of estimates according to confidence 89
Estimating accuracy in relation to prices and profits 91
Version control of project cost estimates 92
Work breakdown structure 93
Cost coding systems 96
Benefits of a logical coding system 99
Choosing a coding system 103
What happens when the customer says You shall use my
coding system! ? 104
Chapter 5 Cost estimates, Part 2: Estimating in practice 107
Top down or bottom up? 107
Compiling the task list 108
Level of detail in project cost estimating 109
Estimating formats 110
Estimating manufacturing costs 117
Collecting estimates for labour times 120
Personal estimating characteristics 122
Estimates for material and equipment costs 124
Below the line costs 126
Reviewing the cost estimates 128
Chapter 6 Commercial management 129
Project feasibility analysis 129
Financial project appraisal 130
Sensitivity analysis 139
Project funding 140
Contracts 142
Contract payment structures 146
References and further reading for Part II 155
Contents vii
Part III Planning and scheduling 157
Chapter 7 An introduction to planning and scheduling 159
The planning and scheduling environment 159
Distinction between planning and scheduling 162
The planning time frame 163
Matrix charts 165
Simple tabular planning (timetables) 168
Bar charts (Gantt charts) 170
Line of balance charts 174
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 192
Case study: Furniture project 196
Case study: Gantry project 201
PERT 208
More complex network notation 209
Chapter 9 Network analysis in practice 215
Developing network logic 215
Level of detail in network planning 219
Interface events and activities 223
Milestones 224
Estimating activity durations 224
Is the timescale shown too long? Ill
A case for drawing networks from right to left 227
Network analysis as a management tool 229
Chapter 10 Scheduling resources, Part 1: Principles 231
What are resources and which of them can be scheduled? 232
The role of network analysis in resource scheduling 234
Case study: Garage project 235
Float 245
Two fundamental priority rules for resource scheduling 250
Summary: The elements of a practicable schedule 253
Chapter 11 Scheduling resources, Part 2: In practice 255
Choice of labour resources to be scheduled 255
Choice of resource units 258
Rate constant and non rate constant use of resources 259
Specifying resource availability levels 260
Using different calendars for resource scheduling 261
viii Project management
Scheduling labour costs 263
Scheduling costs for materials and other purchases 263
Scheduling cashflow 266
The seven steps of project resource scheduling 270
Project scheduling in the corporate context 272
References and further reading for Part III 275
Part IV Computer applications 277
Chapter 12 Project management computer systems, Part 1: Preparation 279
Scheduling with or without a computer 279
Facilities required 282
System requirements 284
Choosing a suitable computer program 286
Special network logic requirements for computer applications 293
Preparing for the first computer schedule 293
Chapter 13 Project management computer systems, Part 2: Typical
applications 303
The welcoming screen 303
Case study project 304
Data entry errors 309
Network plotting 312
Time analysis of the garage project network 313
Resource scheduling: The general process 316
Resource scheduling for the garage project 319
Output reports 319
Updating 324
Chapter 14 Project management computer systems, Part 3: Specialized
applications 329
Dealing with large networks 329
Multi project resource scheduling 332
Standard networks 341
Templates {standard network modules) 343
Programs for probability and risk analysis 352
Software sources 357
Part V Purchasing and materials management 359
Chapter 15 Scheduling parts for manufacturing projects 361
Parts scheduling compared with project scheduling 361
Contents ix
Identifying and quantifying common parts 362
Filing cabinet project 363
Line of balance 369
Computer solutions 311
Chapter 16 Purchasing, Part 1: Principles and initial ordering 379
The importance of purchasing and materials control 379
The purchasing cycle 380
The purchase order 384
Commercial conditions of purchase 386
Terms of trade used in international business (Incoterms 2000) 388
Specifying the goods 389
Timing of orders and deliveries 391
Purchase quantities 393
Chapter 17 Purchasing, Part 2: Post order activities and wider aspects
of materials control 395
Purchase order amendments 395
Expediting 396
Shortages 398
The Pareto principle and stock management 399
Project or stock purchasing ? 401
Project purchasing as a condition of contract 405
Stores administration 406
Materials management as a shared or common service 409
Chapter 18 Purchasing, Part 3: Procedures for capital projects 411
The purchasing organization 411
Purchase control schedules 413
Purchase specifications 419
Purchase enquiries 424
Bid evaluation All
Purchase requisitions and orders 430
Correlation between specification, enquiry and order numbers 432
Assuring quality and progress 433
Vendors documents 435
Shipping, port and customs formalities 431
Purchase order status reports 438
References and further reading for Part V 441
x Project management
Part VI Managing work and costs 443
Chapter 19 Managing project start up 445
Project authorization 445
Authorizing work without a contract or customer s order 449
Preliminary organization of the project 453
Correspondence and other documents 454
Project engineering standards and procedures 459
Physical preparations and organization 460
Getting work started 462
Issuing detailed planning and work instructions 465
Chapter 20 Managing progress 469
Project progressing as a closed loop control system 470
Routine collection of progress data 471
The non routine approach to progressing 475
Managing subcontractors and agency employees 477
Routine priority allocation in manufacturing projects 481
When the news is bad 482
Corrective measures 483
Immediate action orders 484
Haste versus good management 488
Construction site organization and management 490
Conduct of project meetings 493
Progress meetings 495
Progress meetings abandoned 497
Project progress reports 498
Chapter 21 Managing Costs 501
Objectives of project cost management 501
A checklist of cost management factors 503
The total cost approach 504
Budgets 506
Cost collection methods 509
Audits 514
Comparing actual costs with planned costs 514
Chapter 22 Earned value analysis 515
Milestone analysis 515
Earned value analysis 523
Earned value analysis prediction reliability and implications 530
Evaluating cost performance for materials and bought out
equipment 532
Effect of project changes on earned value analysis 534
The project ledger concept 535
Contents xi
Predicting profitability for the whole project 536
Post mortem 542
Chapter 23 Managing project changes 543
Classification of changes 543
Authorization arrangements 546
General administration 548
Estimating the true cost of a change 552
Forms and procedures 555
Version conrolfor modified drawings and specifications 565
Emergency modifications 568
Chapter 24 Managing project risk 573
Identifying and assessing risks 574
Methods for dealing with risks 582
Insurance 584
Planning for a crisis 590
Chapter 25 Managing project closure 593
Reasons for closing a project 593
Formal project closure 594
Final project cost records 597
Disposal of surplus material stocks 597
Final project definition: The end of a continuous process 597
As built condition of a manufacturing or capital engineering
project 598
As built condition of a multiple manufacturing project 601
As built condition of a project that is interrupted
before completion 603
Managing files and archives 605
References and further reading for Part VI 607
A general project management bibliography 609
Index 613
|
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| discipline | Wirtschaftswissenschaften |
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| language | English |
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| spelling | Lock, Dennis Verfasser aut Project management Dennis Lock 8. ed. Burlington, Vt. Gower 2003 XXI, 624 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Project management 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=010019621&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Project management |
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| title_full | Project management Dennis Lock |
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| topic_facet | Project management Projektmanagement Lehrbuch |
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