Verfügbarkeit: Project management

Project management: a managerial approach

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Bibliographische Detailangaben
Hauptverfasser:	Meredith, Jack R. (VerfasserIn), Mantel, Samuel J. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Hoboken, N.J. Wiley [2006]
Ausgabe:	Sixth edition
Schlagworte:	Projectmanagement Project management Projektmanagement
Online-Zugang:	Inhaltsverzeichnis Inhaltsverzeichnis
Beschreibung:	Includes index
Beschreibung:	XVII, 649, 16 Seiten Diagramme, Illustrationen 3 CD-ROM (12 cm)
ISBN:	0471781630 9780471781639 0471742775 9780471742777

Internformat

MARC


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Datensatz im Suchindex

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adam_text	1 CHAPTER 1 Project Management in Our Contemporary Society 1 1.1 The Definition of a "Project" 8 1.2 Why Project Management? 13 1.3 The Project Life Cycle 14 1.4 The Structure of This Text 21 PROJECT MANAGEMENT IN PRACTICE The Olympic Torch Relay Project 12 PROJECT MANAGEMENT IN PRACTICE Demolishing San Francisco's Bridges Safely 20 DIRECTED READING: Lessons for an Accidental Profession 27 PROJECT INITIATION CHAPTER 2 Implementing Strategy through Projects 38 2.1 Project Management Maturity 40 2.2 Project Selection and Criteria of Choice 41 2.3 The Nature of Project Selection Models 44 2.4 Types of Project Selection Models 47 2.5 Analysis under Uncertainty — The Management of Risk 64 2.6 Comments on the Information Base for Selection 76 2.7 Project Portfolio Process 78 2.8 Project Proposals 86 PROJECT MANAGEMENT IN PRACTICE Implementing Strategy through Projects at Blue Cross/ Blue Shield 41 Xli CONTENTS ХШ PROJECT MANAGEMENT IN PRACTICE Project Selection for Spent Nuclear Fuel Cleanup 54 CASE: Pan Europa Foods S.A. 96 DIRECTED READING: From Experience: Linking Projects to Strategy 105 CHAPTER 3 Managing Projects: The Role of the PM 117 3.1 Project Management and the Project Manager 119 3.2 Special Demands on the Project Manager 127 3.3 Selecting the Project Manager 139 3.4 Problems of Cultural Differences 144 3.5 Impact of Institutional Environments 148 3.6 Multicultural Communications and Managerial Behavior 155 PROJECT MANAGEMENT IN PRACTICE The Project Management Career Path at AT&T 125 PROJECT MANAGEMENT IN PRACTICE The Wreckmaster at a New York Subway Accident 136 PROJECT MANAGEMENT IN PRACTICE Success at Energo by Integrating Two Diverse Cultures 147 PROJECT MANAGEMENT IN PRACTICE Project Management in Brazil during Unstable Times 152 CASE: The National Jazz Hall of Fame 165 DIRECTED READING: What It Takes to Be a Good Project Manager 178 CHAPTER 4 Organizing Projects 183 4.1 The Project as Part of the Functional Organization 185 4.2 Pure Project Organization 189 4.3 The Matrix Organization 191 4.4 Mixed Organizational Systems 196 4.5 Choosing an Organizational Form 198 4.6 Two Special Cases — Risk Management and the Project Office 201 4.7 The Project Team 210 4.8 Human Factors and the Project Team 212 PROJECT MANAGEMENT IN PRACTICE Reorganizing for Project Management at Prévost Car 188 PROJECT MANAGEMENT IN PRACTICE Trinatronic, Inc. 200 PROJECT MANAGEMENT IN PRACTICE South African Repair Success through Teamwork 218 CASE: Oilwell Cable Company, Inc. 225 XIV CONTENTS DIRECTED READING: The Virtual Project: Managing Tomorrow's Team Today 229 CHAPTERS The Process of Planning Projects 235 5.1 Initial Project Coordination 237 5.2 Systems Integration 245 5.3 Sorting Out the Project 246 5.4 The Work Breakdown Structure and Linear Responsibility Charts 256 5.5 Interface Coordination through Integration Management 262 PROJECT MANAGEMENT IN PRACTICE Minnesota DOT Project Planning 244 PROJECT MANAGEMENT IN PRACTICE Disaster Project Planning in Iceland 254 CASE: A Project Management and Control System for Capital Projects 271 DIRECTED READING: Planning for Crises in Project Management 282 WE CHAPTER 6 Resolving Conflicts through Negotiation 290 6.1 The Nature of Negotiation 293 6.2 Partnering, Chartering, and Change 294 6.3 Conflict and the Project Life Cycle 299 6.4 Some Requirements and Principles of Negotiation 307 6.5 Neogtiation in Action — The Quad Sensor Project 310 PROJECT MANAGEMENT IN PRACTICE Selling New Area Codes to Consumers Who Don't Want Them 292 PROJECT MANAGEMENT IN PRACTICE A Consensus Feasibility Study for Montreal's Archipel Dam 306 CASE: Pelican Landing: Bender Corporation 315 DIRECTED READING: Methods of Resolving Interpersonal Conflict 319 PROJECT IMPLEMENTATION CHAPTER 7 Cost Estimation and the Budgeting Process 326 7.1 Estimating Project Budgets 327 7.2 Improving the Process of Cost Estimation 339 PROJECT MANAGEMENT IN PRACTICE Pathfinder Mission to Mars — on a Shoestring 328 I 1 CONTENTS XV PROJECT MANAGEMENT IN PRACTICE Completing the Limerick Nuclear Facility Under Budget 340 PROJECT MANAGEMENT IN PRACTICE The Emanon Aircraft Corporation 349 PROJECT MANAGEMENT IN PRACTICE Managing Costs at Massachusetts' Neighborhood Health Plan 353 CASE: Automotive Builders, Inc.: The Stanhope Project 358 DIRECTED READING: Three Perceptions of Project Cost 364 CHAPTER 8 The Function of Scheduling: Creating Timetables 371 8.1 Background 371 8.2 Network Techniques: PERT and CPM 376 8.3 Risk Analysis Using Simulation with Crystal Ball® 2000 404 8.4 Extensions and Applications 414 PROJECT MANAGEMENT IN PRACTICE Replacing the Atigun Section of the TransAlaska Pipeline 373 PROJECT MANAGEMENT IN PRACTICE Hosting the Annual Project Management Institute Symposium 411 CASE: The Sharon Construction Corporation 431 CHAPTER 9 Allocating Resources 433 9.1 Critical Path Method — Crashing a Project 435 9.2 The Resource Allocation Problem 444 9.3 Resource Loading 445 9.4 Resource Leveling 449 9.5 Constrained Resource Scheduling 454 9.6 Multiproject Scheduling and Resource Allocation 461 9.7 Goldratt's Critical Chain 470 PROJECT MANAGEMENT IN PRACTICE Expediting Los Angeles Freeway Repairs after the Earthquake 434 PROJECT MANAGEMENT IN PRACTICE Architectural Associates, Inc. 437 PROJECT MANAGEMENT IN PRACTICE Benefits of Resource Constraining at Pennsylvania Electric 460 CASE: D.U. Singer Hospital Products Corp. 485 CHAPTER 10 Managing Projects through Information Systems 489 10.1 The Planning-Monitoring-Controlling Cycle 490 10.2 Information Needs and the Reporting Process 500 10.3 Earned Value Analysis 507 XVI CONTENTS 10.4 Computerized PMIS (Project Management Information Systems) 520 PROJECT MANAGEMENT IN PRACTICE Using Project Management Software to Schedule the Olympic Games 491 PROJECT MANAGEMENT IN PRACTICE Drug Counseling Program 497 PROJECT MANAGEMENT IN PRACTICE Tracking Scope Creep: A Project Manager Responds 501 PROJECT MANAGEMENT IN PRACTICE Success through Earned Value at Texas Instruments 517 CASE: The Project Manager/Customer Interface 530 DIRECTED READING: Survey of Project Management Tools 534 CHAPTER 11 Controlling Projects: The Management Process 541 11.1 The Fundamental Purposes of Control 544 11.2 Three Types of Control Processes 546 11.3 Comments on the Design of Control Systems 557 11.4 Control as a Function of Management 566 11.5 Balance in a Control System 568 11.6 Control of Creative Activities 571 11.7 Control of Change and Scope Creep 572 PROJECT MANAGEMENT IN PRACTICE Extensive Controls for San Francisco's Metro Turnback Project 547 PROJECT MANAGEMENT IN PRACTICE Schedule and Cost Control for Australia's New Parliament House 564 PROJECT MANAGEMENT IN PRACTICE Better Control of Development Projects at Johnson Controls 575 CASE: Peerless Laser Processors 581 DIRECTED READING: Controlling Projects According to Plan 586 PROJECT TERMINATION CHAPTER 12 Auditing Projects 594 12.1 Purposes of Evaluation — Goals of the System 595 12.2 The Project Audit 599 12.3 Construction and Use of the Audit Report 602 12.4 The Project Audit Life Cycle 606 CONTENTS XVII 12.5 Some Essentials of an Audit/Evaluation 609 12.6 Measurement 611 PROJECT MANAGEMENT IN PRACTICE Lessons from Auditing 110 Client/Server and Open Systems Projects 598 PROJECT MANAGEMENT IN PRACTICE Auditing a Troubled Project at Atlantic States Chemical Laboratories 605 CLASSIC READING: An Assessment of PostProject Reviews 616 CHAPTER 13 Terminating Projects 624 13.1 The Varieties of Project Termination 625 13.2 When to Terminate a Project 629 13.3 The Termination Process 635 13.4 The Final Report—A Project History 641 PROJECT MANAGEMENT IN PRACTICE Nucor's Approach to Termination by Addition 627 PROJECT MANAGEMENT IN PRACTICE Terminating the Superconducting Super Collider Project 634 Photo Credits 649 Name Index 1-1 Subject Index 1-8 Please visit http://www.wiley.com/college/meredith for Appendix A: Probability and Statistics and Appendix B: Answers to the Even-Numbered Problems.
adam_txt	1 CHAPTER 1 Project Management in Our Contemporary Society 1 1.1 The Definition of a "Project" 8 1.2 Why Project Management? 13 1.3 The Project Life Cycle 14 1.4 The Structure of This Text 21 PROJECT MANAGEMENT IN PRACTICE The Olympic Torch Relay Project 12 PROJECT MANAGEMENT IN PRACTICE Demolishing San Francisco's Bridges Safely 20 DIRECTED READING: Lessons for an Accidental Profession 27 PROJECT INITIATION CHAPTER 2 Implementing Strategy through Projects 38 2.1 Project Management Maturity 40 2.2 Project Selection and Criteria of Choice 41 2.3 The Nature of Project Selection Models 44 2.4 Types of Project Selection Models 47 2.5 Analysis under Uncertainty — The Management of Risk 64 2.6 Comments on the Information Base for Selection 76 2.7 Project Portfolio Process 78 2.8 Project Proposals 86 PROJECT MANAGEMENT IN PRACTICE Implementing Strategy through Projects at Blue Cross/ Blue Shield 41 Xli CONTENTS ХШ PROJECT MANAGEMENT IN PRACTICE Project Selection for Spent Nuclear Fuel Cleanup 54 CASE: Pan Europa Foods S.A. 96 DIRECTED READING: From Experience: Linking Projects to Strategy 105 CHAPTER 3 Managing Projects: The Role of the PM 117 3.1 Project Management and the Project Manager 119 3.2 Special Demands on the Project Manager 127 3.3 Selecting the Project Manager 139 3.4 Problems of Cultural Differences 144 3.5 Impact of Institutional Environments 148 3.6 Multicultural Communications and Managerial Behavior 155 PROJECT MANAGEMENT IN PRACTICE The Project Management Career Path at AT&T 125 PROJECT MANAGEMENT IN PRACTICE The Wreckmaster at a New York Subway Accident 136 PROJECT MANAGEMENT IN PRACTICE Success at Energo by Integrating Two Diverse Cultures 147 PROJECT MANAGEMENT IN PRACTICE Project Management in Brazil during Unstable Times 152 CASE: The National Jazz Hall of Fame 165 DIRECTED READING: What It Takes to Be a Good Project Manager 178 CHAPTER 4 Organizing Projects 183 4.1 The Project as Part of the Functional Organization 185 4.2 Pure Project Organization 189 4.3 The Matrix Organization 191 4.4 Mixed Organizational Systems 196 4.5 Choosing an Organizational Form 198 4.6 Two Special Cases — Risk Management and the Project Office 201 4.7 The Project Team 210 4.8 Human Factors and the Project Team 212 PROJECT MANAGEMENT IN PRACTICE Reorganizing for Project Management at Prévost Car 188 PROJECT MANAGEMENT IN PRACTICE Trinatronic, Inc. 200 PROJECT MANAGEMENT IN PRACTICE South African Repair Success through Teamwork 218 CASE: Oilwell Cable Company, Inc. 225 XIV CONTENTS DIRECTED READING: The Virtual Project: Managing Tomorrow's Team Today 229 CHAPTERS The Process of Planning Projects 235 5.1 Initial Project Coordination 237 5.2 Systems Integration 245 5.3 Sorting Out the Project 246 5.4 The Work Breakdown Structure and Linear Responsibility Charts 256 5.5 Interface Coordination through Integration Management 262 PROJECT MANAGEMENT IN PRACTICE Minnesota DOT Project Planning 244 PROJECT MANAGEMENT IN PRACTICE Disaster Project Planning in Iceland 254 CASE: A Project Management and Control System for Capital Projects 271 DIRECTED READING: Planning for Crises in Project Management 282 WE CHAPTER 6 Resolving Conflicts through Negotiation 290 6.1 The Nature of Negotiation 293 6.2 Partnering, Chartering, and Change 294 6.3 Conflict and the Project Life Cycle 299 6.4 Some Requirements and Principles of Negotiation 307 6.5 Neogtiation in Action — The Quad Sensor Project 310 PROJECT MANAGEMENT IN PRACTICE Selling New Area Codes to Consumers Who Don't Want Them 292 PROJECT MANAGEMENT IN PRACTICE A Consensus Feasibility Study for Montreal's Archipel Dam 306 CASE: Pelican Landing: Bender Corporation 315 DIRECTED READING: Methods of Resolving Interpersonal Conflict 319 PROJECT IMPLEMENTATION CHAPTER 7 Cost Estimation and the Budgeting Process 326 7.1 Estimating Project Budgets 327 7.2 Improving the Process of Cost Estimation 339 PROJECT MANAGEMENT IN PRACTICE Pathfinder Mission to Mars — on a Shoestring 328 I 1 CONTENTS XV PROJECT MANAGEMENT IN PRACTICE Completing the Limerick Nuclear Facility Under Budget 340 PROJECT MANAGEMENT IN PRACTICE The Emanon Aircraft Corporation 349 PROJECT MANAGEMENT IN PRACTICE Managing Costs at Massachusetts' Neighborhood Health Plan 353 CASE: Automotive Builders, Inc.: The Stanhope Project 358 DIRECTED READING: Three Perceptions of Project Cost 364 CHAPTER 8 The Function of Scheduling: Creating Timetables 371 8.1 Background 371 8.2 Network Techniques: PERT and CPM 376 8.3 Risk Analysis Using Simulation with Crystal Ball® 2000 404 8.4 Extensions and Applications 414 PROJECT MANAGEMENT IN PRACTICE Replacing the Atigun Section of the TransAlaska Pipeline 373 PROJECT MANAGEMENT IN PRACTICE Hosting the Annual Project Management Institute Symposium 411 CASE: The Sharon Construction Corporation 431 CHAPTER 9 Allocating Resources 433 9.1 Critical Path Method — Crashing a Project 435 9.2 The Resource Allocation Problem 444 9.3 Resource Loading 445 9.4 Resource Leveling 449 9.5 Constrained Resource Scheduling 454 9.6 Multiproject Scheduling and Resource Allocation 461 9.7 Goldratt's Critical Chain 470 PROJECT MANAGEMENT IN PRACTICE Expediting Los Angeles Freeway Repairs after the Earthquake 434 PROJECT MANAGEMENT IN PRACTICE Architectural Associates, Inc. 437 PROJECT MANAGEMENT IN PRACTICE Benefits of Resource Constraining at Pennsylvania Electric 460 CASE: D.U. Singer Hospital Products Corp. 485 CHAPTER 10 Managing Projects through Information Systems 489 10.1 The Planning-Monitoring-Controlling Cycle 490 10.2 Information Needs and the Reporting Process 500 10.3 Earned Value Analysis 507 XVI CONTENTS 10.4 Computerized PMIS (Project Management Information Systems) 520 PROJECT MANAGEMENT IN PRACTICE Using Project Management Software to Schedule the Olympic Games 491 PROJECT MANAGEMENT IN PRACTICE Drug Counseling Program 497 PROJECT MANAGEMENT IN PRACTICE Tracking Scope Creep: A Project Manager Responds 501 PROJECT MANAGEMENT IN PRACTICE Success through Earned Value at Texas Instruments 517 CASE: The Project Manager/Customer Interface 530 DIRECTED READING: Survey of Project Management Tools 534 CHAPTER 11 Controlling Projects: The Management Process 541 11.1 The Fundamental Purposes of Control 544 11.2 Three Types of Control Processes 546 11.3 Comments on the Design of Control Systems 557 11.4 Control as a Function of Management 566 11.5 Balance in a Control System 568 11.6 Control of Creative Activities 571 11.7 Control of Change and Scope Creep 572 PROJECT MANAGEMENT IN PRACTICE Extensive Controls for San Francisco's Metro Turnback Project 547 PROJECT MANAGEMENT IN PRACTICE Schedule and Cost Control for Australia's New Parliament House 564 PROJECT MANAGEMENT IN PRACTICE Better Control of Development Projects at Johnson Controls 575 CASE: Peerless Laser Processors 581 DIRECTED READING: Controlling Projects According to Plan 586 PROJECT TERMINATION CHAPTER 12 Auditing Projects 594 12.1 Purposes of Evaluation — Goals of the System 595 12.2 The Project Audit 599 12.3 Construction and Use of the Audit Report 602 12.4 The Project Audit Life Cycle 606 CONTENTS XVII 12.5 Some Essentials of an Audit/Evaluation 609 12.6 Measurement 611 PROJECT MANAGEMENT IN PRACTICE Lessons from Auditing 110 Client/Server and Open Systems Projects 598 PROJECT MANAGEMENT IN PRACTICE Auditing a Troubled Project at Atlantic States Chemical Laboratories 605 CLASSIC READING: An Assessment of PostProject Reviews 616 CHAPTER 13 Terminating Projects 624 13.1 The Varieties of Project Termination 625 13.2 When to Terminate a Project 629 13.3 The Termination Process 635 13.4 The Final Report—A Project History 641 PROJECT MANAGEMENT IN PRACTICE Nucor's Approach to Termination by Addition 627 PROJECT MANAGEMENT IN PRACTICE Terminating the Superconducting Super Collider Project 634 Photo Credits 649 Name Index 1-1 Subject Index 1-8 Please visit http://www.wiley.com/college/meredith for Appendix A: Probability and Statistics and Appendix B: Answers to the Even-Numbered Problems.
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title	Project management a managerial approach
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title_full	Project management a managerial approach Jack R. Meredith, Samuel J. Mantel
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title_full_unstemmed	Project management a managerial approach Jack R. Meredith, Samuel J. Mantel
title_short	Project management
title_sort	project management a managerial approach
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