Project management: a systems approach to planning, scheduling, and controlling
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ
Wiley
2006
|
| Ausgabe: | 9. ed. |
| Schlagworte: | |
| Online-Zugang: | Table of contents only Publisher description Contributor biographical information Inhaltsverzeichnis |
| Beschreibung: | XXI, 1014 S. Ill., graph. Darst. |
| ISBN: | 9780471741879 0471741876 |
Internformat
MARC
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| 100 | 1 | |a Kerzner, Harold |d 1940- |e Verfasser |0 (DE-588)124166229 |4 aut | |
| 245 | 1 | 0 | |a Project management |b a systems approach to planning, scheduling, and controlling |c Harold Kerzner |
| 250 | |a 9. ed. | ||
| 264 | 1 | |a Hoboken, NJ |b Wiley |c 2006 | |
| 300 | |a XXI, 1014 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Contrôle des coûts |2 rasuqam | |
| 650 | 7 | |a Gestion de la qualité |2 rasuqam | |
| 650 | 7 | |a Gestion de projet |2 rasuqam | |
| 650 | 4 | |a Gestion de projets | |
| 650 | 7 | |a Gestion des risques |2 rasuqam | |
| 650 | 4 | |a Proje yönetimi | |
| 650 | 7 | |a Structure organisationnelle |2 rasuqam | |
| 650 | 4 | |a Project management | |
| 650 | 4 | |a Project management |x Case studies | |
| 650 | 0 | 7 | |a Projektmanagement |0 (DE-588)4047441-0 |2 gnd |9 rswk-swf |
| 655 | 7 | |0 (DE-588)4522595-3 |a Fallstudiensammlung |2 gnd-content | |
| 689 | 0 | 0 | |a Projektmanagement |0 (DE-588)4047441-0 |D s |
| 689 | 0 | |5 DE-604 | |
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| 856 | 4 | 2 | |q text/html |u http://www.loc.gov/catdir/enhancements/fy0645/2005028958-d.html |3 Publisher description |
| 856 | 4 | 2 | |q text/html |u http://www.loc.gov/catdir/enhancements/fy0660/2005028958-b.html |3 Contributor biographical information |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014655260&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
Datensatz im Suchindex
| _version_ | 1805073840443752448 |
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| adam_text |
Preface xix
1 OVERVIEW 1
1.0 Introduction 1
1.1 Understanding Project Management 2
1.2 Defining Project Success 7
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 12
1.6 Defining the Functional Employee's Role 15
1.7 Defining the Executive's Role 15
1.8 Working with Executives 16
1.9 The Project Manager as the Planning Agent 17
1.10 Project Champions 18
1.11 The Downside of Project Management 19
1.12 Project Driven versus Non Project Driven Organizations 20
1.13 Marketing in the Project Driven Organization 22
1.14 Classification of Projects 24
1.15 Location of the Project Manager 25
1.16 Differing Views of Project Management 27
1.17 Concurrent Engineering: A Project Management Approach 28
1.18 Studying Tips for the PMI® Project Management Certification Exam 28
Problems 31
Case Study
Williams Machine Tool Company 33
vii
CONTENTS '"•¦
2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND
DEFINITIONS 35
2.0 Introduction 35
2.1 General Systems Management 36
2.2 Project Management: 1945 1960 36
2.3 Project Management: 1960 1985 37
2.4 Project Management: 1985 2006 43
2.5 Resistance to Change 48
2.6 Systems, Programs, and Projects: A Definition 52
2.7 Product versus Project Management: A Definition 55
2.8 Maturity and Excellence: A Definition 56
2.9 Informal Project Management: A Definition 57
2.10 The Many Faces of Success 58
2.11 The Many Faces of Failure 61
2.12 The Stage Gate Process 64
2.13 Project Life Cycles 66
2.14 Gate Review Meetings (Project Closure) 72
2.15 Project Management Methodologies: A Definition 72
2.16 Organizational Change Management and Corporate Cultures 74
2.17 Systems Thinking 80
2.18 Studying Tips for the PMI® Project Management Certification Exam 82
Problems 86
3 ORGANIZATIONAL STRUCTURES 87
3.0 Introduction 87
3.1 Organizational Work Flow 90
3.2 Traditional (Classical) Organization 91
3.3 Developing Work Integration Positions 94
3.4 Line Staff Organization (Project Coordinator) 98
3.5 Pure Product (Projectized) Organization 99
3.6 Matrix Organizational Form 102
3.7 Modification of Matrix Structures 109
3.8 The Strong, Weak, Balanced Matrix 113
3.9 Center for Project Management Expertise 113
3.10 Matrix Layering 114
3.11 Selecting the Organizational Form 115
3.12 Structuring the Small Company 121
3.13 Strategic Business Unit (SBU) Project Management 124
3.14 Transitional Management 125
3.15 Studying Tips for the PMI® Project Management Certification Exam 127
Problems 129
Contents ix
Case Study
Jones and Shephard Accountants, Inc. 134
4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND
TEAM 139
4.0 Introduction 139
4.1 The Staffing Environment 140
4.2 Selecting the Project Manager: An Executive Decision 142
4.3 Skill Requirements for Project and Program Managers 146
4.4 Special Cases in Project Manager Selection 152
4.5 Selecting the Wrong Project Manager 152
4.6 Next Generation Project Managers 156
4.7 Duties and Job Descriptions 157
4.8 The Organizational Staffing Process 161
4.9 The Project Office 167
4.10 The Functional Team 173
4.11 The Project Organizational Chart 174
4.12 Special Problems 177
4.13 Selecting the Project Management Implementation Team 179
4.14 Studying Tips for the PMI® Project Management Certification Exam 182
Problems 184
5 MANAGEMENT FUNCTIONS 191
5.0 Introduction 191
5.1 Controlling 193
5.2 Directing 193
5.3 Project Authority 198
5.4 Interpersonal Influences 206
5.5 Barriers to Project Team Development 209
5.6 Suggestions for Handling the Newly Formed Team 214
5.7 Team Building as an Ongoing Process 216
5.8 Leadership in a Project Environment 217
5.9 Life Cycle Leadership 218
5.10 Organizational Impact 221
5.11 Employee Manager Problems 223
5.12 Management Pitfalls 226
5.13 Communications 229
5.14 Project Review Meetings 238
5.15 Project Management Bottlenecks 239
5.16 Communication Traps 240
5.17 Proverbs and Laws 241
1
CONTENTS
5.18 Management Policies and Procedures 244
5.19 Studying Tips for the PMI® Project Management Certification Exam 244
Problems 249
Case Studies
The Trophy Project 259
Leadership Effectiveness (A) 261
Leadership Effectiveness (B) 266
Motivational Questionnaire 272
6 MANAGEMENT OF YOUR TIME AND STRESS 279
6.0 Introduction 279
6.1 Understanding Time Management 280
6.2 Time Robbers 280
6.3 Time Management Forms 282
6.4 Effective Time Management 283
6.5 Stress and Burnout 284
6.6 Studying Tips for the PMI® Project Management Certification Exam 286
Problems 287
Case Study
The Reluctant Workers 288
7 CONFLICTS 289
7.0 Introduction 289
7.1 Objectives 290
7.2 The Conflict Environment 291
7.3 Conflict Resolution 294
7.4 Understanding Superior, Subordinate, and Functional
Conflicts 295
7.5 The Management of Conflicts 297
7.6 Conflict Resolution Modes 298
7.7 Studying Tips for the PMI® Project Management Certification Exam 300
Problems 302
Case Studies
Facilities Scheduling at Mayer Manufacturing 305
Telestar International 306
Handling Conflict in Project Management 307
Contents XI
8 SPECIAL TOPICS 313
8.0 Introduction 313
8.1 Performance Measurement 314
8.2 Financial Compensation and Rewards 321
8.3 Effective Project Management in the Small Business
Organization 327
8.4 Mega Projects 329
8.5 Morality, Ethics, and the Corporate Culture 330
8.6 Professional Responsibilities 333
8.7 Internal Partnerships 336
8.8 External Partnerships 337
8.9 Training and Education 339
8.10 Integrated Product/Project Teams 341
8.11 Studying Tips for the PMI® Project Management Certification Exam 344
Problems 350
9 THE VARIABLES FOR SUCCESS 353
9.0 Introduction 353
9.1 Predicting Project Success 354
9.2 Project Management Effectiveness 358
9.3 Expectations 359
9.4 Lessons Learned 360
9.5 Understanding Best Practices 361
9.6 Studying Tips for the PMI® Project Management Certification Exam 368
Problems 369
10 WORKING WITH EXECUTIVES 371
10.0 Introduction 371
10.1 The Project Sponsor 372
10.2 Handling Disagreements with the Sponsor 381
10.3 The In House Representatives 381
10.4 Studying Tips for the PMI® Project Management Certification Exam 382
Problems 383
Case Study
Corwin Corporation 387
!
CONTENTS
11 PLANNING 395
11.0 Introduction 395 j
11.1 General Planning 398 j
11.2 Life Cycle Phases 401
11.3 Proposal Preparation 404
11.4 Understanding Participants' Roles 404
11.5 Project Planning 405
11.6 The Statement of Work 406
11.7 Project Specifications 411
11.8 Milestone Schedules 413
11.9 Work Breakdown Structure 414
11.10 WBS Decomposition Problems 420
11.11 Role of the Executive in Project Selection 424
11.12 Role of the Executive in Planning 428
11.13 The Planning Cycle 429
11.14 Work Planning Authorization 430
11.15 Why Do Plans Fail? 431
11.16 Stopping Projects 432
11.17 Handling Project Phaseouts and Transfers 433
11.18 Detailed Schedules and Charts 434
11.19 Master Production Scheduling 437
11.20 Project Plan 439
11.21 Total Project Planning 444
11.22 The Project Charter 448
11.23 Management Control 449
11.24 The Project Manager Line Manager Interface 452
11.25 Fast Tracking 454
11.26 Configuration Management 455
11.27 Studying Tips for the PMI® Project Management Certification Exam 456
Problems 460
12 NETWORK SCHEDULING TECHNIQUES 471
12.0 Introduction 471
12.1 Network Fundamentals 474
12.2 Graphical Evaluation and Review Technique (GERT) 478
12.3 Dependencies 479
12.4 Slack Time 480
12.5 Network Replanning 486
12.6 Estimating Activity Time 490
12.7 Estimating Total Project Time 491
12.8 Total PERT/CPM Planning 492
12.9 Crash Times 493
Contents Xiii
12.10 PERT/CPM Problem Areas 498
12.11 Alternative PERT/CPM Models 499
12.12 Precedence Networks 500
12.13 Lag 504
12.14 Understanding Project Management Software 505
12.15 Software Features Offered 506
12.16 Software Classification 507
12.17 Implementation Problems 508
12.18 Studying Tips for the PMI® Project Management Certification Exam 509
Problems 512
Case Study
Crosby Manufacturing Corporation 520
13 PROJECT GRAPHICS 523
13.0 Introduction 523
13.1 Customer Reporting 524
13.2 Bar (Gantt) Chart 525
13.3 Other Conventional Presentation Techniques 532
13.4 Logic Diagrams/Networks 535
13.5 Studying Tips for the PMI® Project Management Certification Exam 536
Problems 537
14 PRICING AND ESTIMATING 539
14.0 Introduction 539
14.1 Global Pricing Strategies 540
14.2 Types of Estimates 541
14.3 Pricing Process 544
14.4 Organizational Input Requirements 547
14.5 Labor Distributions 548
14.6 Overhead Rates 552
14.7 Materials/Support Costs 554
14.8 Pricing Out the Work 557
14.9 Smoothing Out Department Man Hours 558
14.10 The Pricing Review Procedure 560
14.11 Systems Pricing 562
14.12 Developing the Supporting/Backup Costs 563
14.13 The Low Bidder Dilemma 567
14.14 Special Problems 567
14.15 Estimating Pitfalls 568
14.16 Estimating High Risk Projects 569
14.17 Project Risks 570
1
CONTENTS
14.18 The Disaster of Applying the 10 Percent Solution to Project Estimates 574
14.19 Life Cycle Costing (LCC) 576 ;
14.20 Logistics Support 581 i
14.21 Economic Project Selection Criteria: Capital Budgeting 582
14.22 Payback Period 582
14.23 The Time Value of Money 583
14.24 Net Present Value (NPV) 584
14.25 Internal Rate of Return (IRR) 585
14.26 Comparing IRR, NPV, and Payback 586
14.27 Risk Analysis 586
14.28 Capital Rationing 587
14.29 Studying Tips for the PMI® Project Management Certification Exam 588
Problems 591
15 COST CONTROL 597
15.0 Introduction 597
15.1 Understanding Control 601
15.2 The Operating Cycle 604
15.3 Cost Account Codes 605
15.4 Budgets 612
15.5 The Earned Value Measurement System (EVMS) 612
15.6 Variance and Earned Value 614
15.7 The Cost Baseline 633
15.8 Justifying the Costs 635
15.9 The Cost Overrun Dilemma 638
15.10 Recording Material Costs Using Earned Value Measurement 639
15.11 The Material Accounting Criterion 642
15.12 Material Variances: Price and Usage 643
15.13 Summary Variances 644
15.14 Status Reporting 645
15.15 Cost Control Problems 652
15.16 Studying Tips for the PMI® Project Management Certification Exam 653
Problems 656
Case Studies
The Bathtub Period 673
Franklin Electronics 675
Trouble in Paradise 676
16 TRADE OFF ANALYSIS IN A PROJECT ENVIRONMENT 681
16.0 Introduction 681
16.1 Methodology for Trade off Analysis 684
Contents XV
16.2 Contracts: Their Influence on Projects 701
16.3 Industry Trade off Preferences 702
16.4 Conclusion 705
16.5 Studying Tips for the PMI® Project Management Certification Exam 705
17 RISK MANAGEMENT 707
17.0 Introduction 707
17.1 Definition of Risk 709
17.2 Tolerance for Risk 710
17.3 Definition of Risk Management 711
17.4 Certainty, Risk, and Uncertainty 712
17.5 Risk Management Process 718
17.6 Risk Planning 720
17.7 Risk Assessment 721
17.8 Risk Identification 722
17.9 Risk Analysis 727
17.10 The Monte Carlo Process 735
17.11 Risk Handling 742
17.12 Selecting the Appropriate Response Mechanism 746
17.13 Risk Monitoring 747
17.14 Some Implementation Considerations 748
17.15 The Use of Lessons Learned 749
17.16 Dependencies between Risks 753
17.17 The Impact of Risk Handling Measures 758
17.18 Risk and Concurrent Engineering 761
17.19 Studying Tips for the PMI® Project Management Certification Exam 764
Problems 768
Case Studies
Teloxy Engineering (A) 775
Teloxy Engineering (B) 775
18 LEARNING CURVES 777
18.0 Introduction 777
18.1 General Theory 778
18.2 The Learning Curve Concept 778
18.3 Graphic Representation 780
18.4 Key Words Associated with Learning Curves 782
18.5 The Cumulative Average Curve 784
18.6 Sources of Experience 786
18.7 Developing Slope Measures 789
18.8 Unit Costs and Use of Midpoints 790
18.9 Selection of Learning Curves 790
CONTENTS
1
18.10 Follow on Orders 792 j
18.11 Manufacturing Breaks 792 i
18.12 Learning Curve Limitations 793 S
18.13 Prices and Experience 795 !
18.14 Competitive Weapon 796
18.15 Studying Tips for the PMI® Project Management Certification Exam 799
Problems 800
19 CONTRACTS AND PROCUREMENT 803
19.0 Introduction 803
19.1 Procurement 804
19.2 Requirement Cycle 805
19.3 Requisition Cycle 807
19.4 Solicitation Cycle 807
19.5 Award Cycle 809
19.6 Types of Contracts 811
19.7 Incentive Contracts 816
19.8 Contract Type versus Risk 818
19.9 Contract Administration Cycle 819
19.10 Using a Checklist 821
19.11 Proposal Contractual Interaction 823
19.12 Summary 826
19.13 Studying Tips for the PMI® Project Management Certification Exam 826
20 QUALITY MANAGEMENT 831
20.0 Introduction 832
20.1 Definition of Quality 833
20.2 The Quality Movement 835
20.3 Comparison of the Quality Pioneers 838
20.4 The Taguchi Approach 839
20.5 The Malcolm Baldrige National Quality Award 842
20.6 ISO 9000 843
20.7 Quality Management Concepts 845
20.8 The Cost of Quality 848
20.9 The Seven Quality Control Tools 851
20.10 Process Capability (CP) 868
20.11 Acceptance Sampling 870
20.12 Operating Characteristic Curves 870
20.13 Implementing Six Sigma 873
20.14 Quality Leadership 876
20.15 Responsibility for Quality 877
20.16 Quality Circles 877
Contents XVii
20.17 Just in Time Manufacturing (JIT) 878
20.18 Total Quality Management (TQM) 880
20.19 Studying Tips for the PMI® Project Management Certification Exam 884
21 MODERN DEVELOPMENTS IN PROJECT MANAGEMENT 889
21.0 Introduction 889
21.1 The Project Management Maturity Model (PMMM) 890
21.2 Developing Effective Procedural Documentation 894
21.3 Project Management Methodologies 898
21.4 Continuous Improvement 899
21.5 Capacity Planning 904
21.6 Competency Models 905
21.7 Managing Multiple Projects 908
21.8 End of Phase Review Meetings 909
22 CRITICAL CHAIN PROJECT MANAGEMENT 911
22.0 Introduction 911
22.1 Anatomy of a Task Estimate 913
22.2 Task Execution 917
22.3 Protection in a Critical Chain Project 918
22.4 Buffer Management 923
22.5 Managing the Execution of a Critical Chain Project 924
22.6 Critical Chain Multiproject Problem and Solution 925
22.7 Implementing Multiproject Critical Chain 928
22.8 How Critical Chain Extends Critical Path 928
Problems 930
Case Studies
Lucent Technologies 931
Elbit Systems Ltd. 933
Seagate Technology 936
23 THE PROJECT OFFICE 939
23.0 Introduction 939
23.1 Present Day Project Office 940
23.2 Implementation Risks 941
23.3 Types of Project Offices 942
23.4 Networking Project Management Offices 943
23.5 Project Management Information Systems 943
23.6 Dissemination of Information 945
23.7 Mentoring 946
23.8 Development of Standards and Templates 947
I
CONTENTS
23.9 Project Management Benchmarking 947
23.10 Business Case Development 948
23.11 Customized Training (Related to Project Management) 949
23.12 Managing Stakeholders 950
23.13 Continuous Improvement 951
23.14 Capacity Planning 951
23.15 Risks of Using a Project Office 952
Appendix A. Solutions to the Project Management Conflict Exercise 955
Appendix B. Solution to Leadership Exercise 961
Appendix C. Dorale Products Case Studies 967
Appendix D. Dorale Products Case Studies Answers 979
Appendix E. Crosslisting of PMBOK® to the Ninth Edition 985
Author Index 989
Subject Index 991 |
| adam_txt |
Preface xix
1 OVERVIEW 1
1.0 Introduction 1
1.1 Understanding Project Management 2
1.2 Defining Project Success 7
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 12
1.6 Defining the Functional Employee's Role 15
1.7 Defining the Executive's Role 15
1.8 Working with Executives 16
1.9 The Project Manager as the Planning Agent 17
1.10 Project Champions 18
1.11 The Downside of Project Management 19
1.12 Project Driven versus Non Project Driven Organizations 20
1.13 Marketing in the Project Driven Organization 22
1.14 Classification of Projects 24
1.15 Location of the Project Manager 25
1.16 Differing Views of Project Management 27
1.17 Concurrent Engineering: A Project Management Approach 28
1.18 Studying Tips for the PMI® Project Management Certification Exam 28
Problems 31
Case Study
Williams Machine Tool Company 33
vii
CONTENTS '"•¦
2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND
DEFINITIONS 35
2.0 Introduction 35
2.1 General Systems Management 36
2.2 Project Management: 1945 1960 36
2.3 Project Management: 1960 1985 37
2.4 Project Management: 1985 2006 43
2.5 Resistance to Change 48
2.6 Systems, Programs, and Projects: A Definition 52
2.7 Product versus Project Management: A Definition 55
2.8 Maturity and Excellence: A Definition 56
2.9 Informal Project Management: A Definition 57
2.10 The Many Faces of Success 58
2.11 The Many Faces of Failure 61
2.12 The Stage Gate Process 64
2.13 Project Life Cycles 66
2.14 Gate Review Meetings (Project Closure) 72
2.15 Project Management Methodologies: A Definition 72
2.16 Organizational Change Management and Corporate Cultures 74
2.17 Systems Thinking 80
2.18 Studying Tips for the PMI® Project Management Certification Exam 82
Problems 86
3 ORGANIZATIONAL STRUCTURES 87
3.0 Introduction 87
3.1 Organizational Work Flow 90
3.2 Traditional (Classical) Organization 91
3.3 Developing Work Integration Positions 94
3.4 Line Staff Organization (Project Coordinator) 98
3.5 Pure Product (Projectized) Organization 99
3.6 Matrix Organizational Form 102
3.7 Modification of Matrix Structures 109
3.8 The Strong, Weak, Balanced Matrix 113
3.9 Center for Project Management Expertise 113
3.10 Matrix Layering 114
3.11 Selecting the Organizational Form 115
3.12 Structuring the Small Company 121
3.13 Strategic Business Unit (SBU) Project Management 124
3.14 Transitional Management 125
3.15 Studying Tips for the PMI® Project Management Certification Exam 127
Problems 129
Contents ix
Case Study
Jones and Shephard Accountants, Inc. 134
4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND
TEAM 139
4.0 Introduction 139
4.1 The Staffing Environment 140
4.2 Selecting the Project Manager: An Executive Decision 142
4.3 Skill Requirements for Project and Program Managers 146
4.4 Special Cases in Project Manager Selection 152
4.5 Selecting the Wrong Project Manager 152
4.6 Next Generation Project Managers 156
4.7 Duties and Job Descriptions 157
4.8 The Organizational Staffing Process 161
4.9 The Project Office 167
4.10 The Functional Team 173
4.11 The Project Organizational Chart 174
4.12 Special Problems 177
4.13 Selecting the Project Management Implementation Team 179
4.14 Studying Tips for the PMI® Project Management Certification Exam 182
Problems 184
5 MANAGEMENT FUNCTIONS 191
5.0 Introduction 191
5.1 Controlling 193
5.2 Directing 193
5.3 Project Authority 198
5.4 Interpersonal Influences 206
5.5 Barriers to Project Team Development 209
5.6 Suggestions for Handling the Newly Formed Team 214
5.7 Team Building as an Ongoing Process 216
5.8 Leadership in a Project Environment 217
5.9 Life Cycle Leadership 218
5.10 Organizational Impact 221
5.11 Employee Manager Problems 223
5.12 Management Pitfalls 226
5.13 Communications 229
5.14 Project Review Meetings 238
5.15 Project Management Bottlenecks 239
5.16 Communication Traps 240
5.17 Proverbs and Laws 241
1
CONTENTS
5.18 Management Policies and Procedures 244
5.19 Studying Tips for the PMI® Project Management Certification Exam 244
Problems 249
Case Studies
The Trophy Project 259
Leadership Effectiveness (A) 261
Leadership Effectiveness (B) 266
Motivational Questionnaire 272
6 MANAGEMENT OF YOUR TIME AND STRESS 279
6.0 Introduction 279
6.1 Understanding Time Management 280
6.2 Time Robbers 280
6.3 Time Management Forms 282
6.4 Effective Time Management 283
6.5 Stress and Burnout 284
6.6 Studying Tips for the PMI® Project Management Certification Exam 286
Problems 287
Case Study
The Reluctant Workers 288
7 CONFLICTS 289
7.0 Introduction 289
7.1 Objectives 290
7.2 The Conflict Environment 291
7.3 Conflict Resolution 294
7.4 Understanding Superior, Subordinate, and Functional
Conflicts 295
7.5 The Management of Conflicts 297
7.6 Conflict Resolution Modes 298
7.7 Studying Tips for the PMI® Project Management Certification Exam 300
Problems 302
Case Studies
Facilities Scheduling at Mayer Manufacturing 305
Telestar International 306
Handling Conflict in Project Management 307
Contents XI
8 SPECIAL TOPICS 313
8.0 Introduction 313
8.1 Performance Measurement 314
8.2 Financial Compensation and Rewards 321
8.3 Effective Project Management in the Small Business
Organization 327
8.4 Mega Projects 329
8.5 Morality, Ethics, and the Corporate Culture 330
8.6 Professional Responsibilities 333
8.7 Internal Partnerships 336
8.8 External Partnerships 337
8.9 Training and Education 339
8.10 Integrated Product/Project Teams 341
8.11 Studying Tips for the PMI® Project Management Certification Exam 344
Problems 350
9 THE VARIABLES FOR SUCCESS 353
9.0 Introduction 353
9.1 Predicting Project Success 354
9.2 Project Management Effectiveness 358
9.3 Expectations 359
9.4 Lessons Learned 360
9.5 Understanding Best Practices 361
9.6 Studying Tips for the PMI® Project Management Certification Exam 368
Problems 369
10 WORKING WITH EXECUTIVES 371
10.0 Introduction 371
10.1 The Project Sponsor 372
10.2 Handling Disagreements with the Sponsor 381
10.3 The In House Representatives 381
10.4 Studying Tips for the PMI® Project Management Certification Exam 382
Problems 383
Case Study
Corwin Corporation 387
!
CONTENTS
11 PLANNING 395
11.0 Introduction 395 j
11.1 General Planning 398 j
11.2 Life Cycle Phases 401
11.3 Proposal Preparation 404
11.4 Understanding Participants' Roles 404
11.5 Project Planning 405
11.6 The Statement of Work 406
11.7 Project Specifications 411
11.8 Milestone Schedules 413
11.9 Work Breakdown Structure 414
11.10 WBS Decomposition Problems 420
11.11 Role of the Executive in Project Selection 424
11.12 Role of the Executive in Planning 428
11.13 The Planning Cycle 429
11.14 Work Planning Authorization 430
11.15 Why Do Plans Fail? 431
11.16 Stopping Projects 432
11.17 Handling Project Phaseouts and Transfers 433
11.18 Detailed Schedules and Charts 434
11.19 Master Production Scheduling 437
11.20 Project Plan 439
11.21 Total Project Planning 444
11.22 The Project Charter 448
11.23 Management Control 449
11.24 The Project Manager Line Manager Interface 452
11.25 Fast Tracking 454
11.26 Configuration Management 455
11.27 Studying Tips for the PMI® Project Management Certification Exam 456
Problems 460
12 NETWORK SCHEDULING TECHNIQUES 471
12.0 Introduction 471
12.1 Network Fundamentals 474
12.2 Graphical Evaluation and Review Technique (GERT) 478
12.3 Dependencies 479
12.4 Slack Time 480
12.5 Network Replanning 486
12.6 Estimating Activity Time 490
12.7 Estimating Total Project Time 491
12.8 Total PERT/CPM Planning 492
12.9 Crash Times 493
Contents Xiii
12.10 PERT/CPM Problem Areas 498
12.11 Alternative PERT/CPM Models 499
12.12 Precedence Networks 500
12.13 Lag 504
12.14 Understanding Project Management Software 505
12.15 Software Features Offered 506
12.16 Software Classification 507
12.17 Implementation Problems 508
12.18 Studying Tips for the PMI® Project Management Certification Exam 509
Problems 512
Case Study
Crosby Manufacturing Corporation 520
13 PROJECT GRAPHICS 523
13.0 Introduction 523
13.1 Customer Reporting 524
13.2 Bar (Gantt) Chart 525
13.3 Other Conventional Presentation Techniques 532
13.4 Logic Diagrams/Networks 535
13.5 Studying Tips for the PMI® Project Management Certification Exam 536
Problems 537
14 PRICING AND ESTIMATING 539
14.0 Introduction 539
14.1 Global Pricing Strategies 540
14.2 Types of Estimates 541
14.3 Pricing Process 544
14.4 Organizational Input Requirements 547
14.5 Labor Distributions 548
14.6 Overhead Rates 552
14.7 Materials/Support Costs 554
14.8 Pricing Out the Work 557
14.9 Smoothing Out Department Man Hours 558
14.10 The Pricing Review Procedure 560
14.11 Systems Pricing 562
14.12 Developing the Supporting/Backup Costs 563
14.13 The Low Bidder Dilemma 567
14.14 Special Problems 567
14.15 Estimating Pitfalls 568
14.16 Estimating High Risk Projects 569
14.17 Project Risks 570
1
CONTENTS
14.18 The Disaster of Applying the 10 Percent Solution to Project Estimates 574
14.19 Life Cycle Costing (LCC) 576 ;
14.20 Logistics Support 581 i
14.21 Economic Project Selection Criteria: Capital Budgeting 582
14.22 Payback Period 582
14.23 The Time Value of Money 583
14.24 Net Present Value (NPV) 584
14.25 Internal Rate of Return (IRR) 585
14.26 Comparing IRR, NPV, and Payback 586
14.27 Risk Analysis 586
14.28 Capital Rationing 587
14.29 Studying Tips for the PMI® Project Management Certification Exam 588
Problems 591
15 COST CONTROL 597
15.0 Introduction 597
15.1 Understanding Control 601
15.2 The Operating Cycle 604
15.3 Cost Account Codes 605
15.4 Budgets 612
15.5 The Earned Value Measurement System (EVMS) 612
15.6 Variance and Earned Value 614
15.7 The Cost Baseline 633
15.8 Justifying the Costs 635
15.9 The Cost Overrun Dilemma 638
15.10 Recording Material Costs Using Earned Value Measurement 639
15.11 The Material Accounting Criterion 642
15.12 Material Variances: Price and Usage 643
15.13 Summary Variances 644
15.14 Status Reporting 645
15.15 Cost Control Problems 652
15.16 Studying Tips for the PMI® Project Management Certification Exam 653
Problems 656
Case Studies
The Bathtub Period 673
Franklin Electronics 675
Trouble in Paradise 676
16 TRADE OFF ANALYSIS IN A PROJECT ENVIRONMENT 681
16.0 Introduction 681
16.1 Methodology for Trade off Analysis 684
Contents XV
16.2 Contracts: Their Influence on Projects 701
16.3 Industry Trade off Preferences 702
16.4 Conclusion 705
16.5 Studying Tips for the PMI® Project Management Certification Exam 705
17 RISK MANAGEMENT 707
17.0 Introduction 707
17.1 Definition of Risk 709
17.2 Tolerance for Risk 710
17.3 Definition of Risk Management 711
17.4 Certainty, Risk, and Uncertainty 712
17.5 Risk Management Process 718
17.6 Risk Planning 720
17.7 Risk Assessment 721
17.8 Risk Identification 722
17.9 Risk Analysis 727
17.10 The Monte Carlo Process 735
17.11 Risk Handling 742
17.12 Selecting the Appropriate Response Mechanism 746
17.13 Risk Monitoring 747
17.14 Some Implementation Considerations 748
17.15 The Use of Lessons Learned 749
17.16 Dependencies between Risks 753
17.17 The Impact of Risk Handling Measures 758
17.18 Risk and Concurrent Engineering 761
17.19 Studying Tips for the PMI® Project Management Certification Exam 764
Problems 768
Case Studies
Teloxy Engineering (A) 775
Teloxy Engineering (B) 775
18 LEARNING CURVES 777
18.0 Introduction 777
18.1 General Theory 778
18.2 The Learning Curve Concept 778
18.3 Graphic Representation 780
18.4 Key Words Associated with Learning Curves 782
18.5 The Cumulative Average Curve 784
18.6 Sources of Experience 786
18.7 Developing Slope Measures 789
18.8 Unit Costs and Use of Midpoints 790
18.9 Selection of Learning Curves 790
CONTENTS
1
18.10 Follow on Orders 792 j
18.11 Manufacturing Breaks 792 i
18.12 Learning Curve Limitations 793 S
18.13 Prices and Experience 795 !
18.14 Competitive Weapon 796
18.15 Studying Tips for the PMI® Project Management Certification Exam 799
Problems 800
19 CONTRACTS AND PROCUREMENT 803
19.0 Introduction 803
19.1 Procurement 804
19.2 Requirement Cycle 805
19.3 Requisition Cycle 807
19.4 Solicitation Cycle 807
19.5 Award Cycle 809
19.6 Types of Contracts 811
19.7 Incentive Contracts 816
19.8 Contract Type versus Risk 818
19.9 Contract Administration Cycle 819
19.10 Using a Checklist 821
19.11 Proposal Contractual Interaction 823
19.12 Summary 826
19.13 Studying Tips for the PMI® Project Management Certification Exam 826
20 QUALITY MANAGEMENT 831
20.0 Introduction 832
20.1 Definition of Quality 833
20.2 The Quality Movement 835
20.3 Comparison of the Quality Pioneers 838
20.4 The Taguchi Approach 839
20.5 The Malcolm Baldrige National Quality Award 842
20.6 ISO 9000 843
20.7 Quality Management Concepts 845
20.8 The Cost of Quality 848
20.9 The Seven Quality Control Tools 851
20.10 Process Capability (CP) 868
20.11 Acceptance Sampling 870
20.12 Operating Characteristic Curves 870
20.13 Implementing Six Sigma 873
20.14 Quality Leadership 876
20.15 Responsibility for Quality 877
20.16 Quality Circles 877
Contents XVii
20.17 Just in Time Manufacturing (JIT) 878
20.18 Total Quality Management (TQM) 880
20.19 Studying Tips for the PMI® Project Management Certification Exam 884
21 MODERN DEVELOPMENTS IN PROJECT MANAGEMENT 889
21.0 Introduction 889
21.1 The Project Management Maturity Model (PMMM) 890
21.2 Developing Effective Procedural Documentation 894
21.3 Project Management Methodologies 898
21.4 Continuous Improvement 899
21.5 Capacity Planning 904
21.6 Competency Models 905
21.7 Managing Multiple Projects 908
21.8 End of Phase Review Meetings 909
22 CRITICAL CHAIN PROJECT MANAGEMENT 911
22.0 Introduction 911
22.1 Anatomy of a Task Estimate 913
22.2 Task Execution 917
22.3 Protection in a Critical Chain Project 918
22.4 Buffer Management 923
22.5 Managing the Execution of a Critical Chain Project 924
22.6 Critical Chain Multiproject Problem and Solution 925
22.7 Implementing Multiproject Critical Chain 928
22.8 How Critical Chain Extends Critical Path 928
Problems 930
Case Studies
Lucent Technologies 931
Elbit Systems Ltd. 933
Seagate Technology 936
23 THE PROJECT OFFICE 939
23.0 Introduction 939
23.1 Present Day Project Office 940
23.2 Implementation Risks 941
23.3 Types of Project Offices 942
23.4 Networking Project Management Offices 943
23.5 Project Management Information Systems 943
23.6 Dissemination of Information 945
23.7 Mentoring 946
23.8 Development of Standards and Templates 947
I
CONTENTS
23.9 Project Management Benchmarking 947
23.10 Business Case Development 948
23.11 Customized Training (Related to Project Management) 949
23.12 Managing Stakeholders 950
23.13 Continuous Improvement 951
23.14 Capacity Planning 951
23.15 Risks of Using a Project Office 952
Appendix A. Solutions to the Project Management Conflict Exercise 955
Appendix B. Solution to Leadership Exercise 961
Appendix C. Dorale Products Case Studies 967
Appendix D. Dorale Products Case Studies Answers 979
Appendix E. Crosslisting of PMBOK® to the Ninth Edition 985
Author Index 989
Subject Index 991 |
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| dewey-full | 658.4/04 658.404 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-search | 658.4/04 658.404 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Informatik Wirtschaftswissenschaften |
| discipline_str_mv | Informatik Wirtschaftswissenschaften |
| edition | 9. ed. |
| format | Book |
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| index_date | 2024-07-02T14:02:33Z |
| indexdate | 2024-07-20T05:16:00Z |
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| isbn | 9780471741879 0471741876 |
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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 9. ed. Hoboken, NJ Wiley 2006 XXI, 1014 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Contrôle des coûts rasuqam Gestion de la qualité rasuqam Gestion de projet rasuqam Gestion de projets Gestion des risques rasuqam Proje yönetimi Structure organisationnelle rasuqam Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Projektmanagement (DE-588)4047441-0 s DE-604 text/html http://www.loc.gov/catdir/toc/ecip061/2005028958.html Table of contents only text/html http://www.loc.gov/catdir/enhancements/fy0645/2005028958-d.html Publisher description text/html http://www.loc.gov/catdir/enhancements/fy0660/2005028958-b.html Contributor biographical information HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014655260&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Kerzner, Harold 1940- Project management a systems approach to planning, scheduling, and controlling Contrôle des coûts rasuqam Gestion de la qualité rasuqam Gestion de projet rasuqam Gestion de projets Gestion des risques rasuqam Proje yönetimi Structure organisationnelle rasuqam Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd |
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| 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_exact_search_txtP | 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 | Contrôle des coûts rasuqam Gestion de la qualité rasuqam Gestion de projet rasuqam Gestion de projets Gestion des risques rasuqam Proje yönetimi Structure organisationnelle rasuqam Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Contrôle des coûts Gestion de la qualité Gestion de projet Gestion de projets Gestion des risques Proje yönetimi Structure organisationnelle Project management Project management Case studies Projektmanagement Fallstudiensammlung |
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