Managing difficult projects:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Amsterdam [u.a.]
Butterworth-Heinemann
2008
|
| Ausgabe: | 1. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Klappentext |
| Beschreibung: | XXV, 324 S. Ill. |
| ISBN: | 0750685913 9780750685917 |
Internformat
MARC
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| 100 | 1 | |a Costin, Andre A. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Managing difficult projects |c Andre A. Costin |
| 250 | |a 1. ed. | ||
| 264 | 1 | |a Amsterdam [u.a.] |b Butterworth-Heinemann |c 2008 | |
| 300 | |a XXV, 324 S. |b Ill. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
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Datensatz im Suchindex
| _version_ | 1804137646438481920 |
|---|---|
| adam_text | Contents
List of figures
xi
List of tables
xiv
Foreword
xvi
Preface
xxi
Chapter
1
Discovering a project
1
Four essential ingredients
1
Defining the project concept and associated rewards and risks
2
Approaches and pitfalls in forecasting market demand
7
Case study Part I (second part Chapter
3):
A logistics
review at ABC Corporation
10
Your assignment
11
Your fact-finding and initial analysis
12
Your final analysis and initial round of recommendations
13
The time space dimension revisited
14
Quantitative projections
14
Key recommendation
15
What actually happened?
15
Some afterthoughts
16
Supplementary questions
16
Chapter
2
Setting multi-year corporate strategy
17
The rationale for project phasing
18
Setting the project implementation strategy
20
Developing the corporate strategy
22
Case study
#1:
Phasing strategy on a
$3.6
billion construction
program
25
Your assignment
27
Your analysis
28
Your recommendation
28
Case study
#2:
Defining the scope of strategic business
initiatives
29
Your assignment
31
Our answer: Initiatives to resolve the strategic gaps
31
*
Supplementary questions
33
Chapter
3
Defining a project
34
The players and their roles: Project definition phase
35
The players and their roles: Project implementation phase
40
Managing the technical definition process
42
Technical definition stages and deliverables
43
Work packaging and the WBS
44
Evaluating project worth
47
Risk assessment and risk mitigation
50
Assembling the project brief
53
Project optimization
55
Part II Case study: ABC Corporation Sequel to Part I
in Chapter
1 57
Problem: Workload analysis
58
Problem: Preparing guidelines and assumptions
59
Problem: Preparing the profitability analysis
60
Solution: Workload analysis
60
Solution: Guidelines and assumptions
60
Guiding Principles
60
Working Assumptions
61
Solution: Profitability
63
What actually happened?
63
Chapter
4
Mobilizing the project
65
Shaping the plan of organization and
mobilizing key staff members
66
Bringing in contract participants into the project team
74
Developing a project implementation plan
76
Developing urgent project implementation procedures
77
Case study: Mobilizing the
$6
billion New Airport
Project, Hong Kong
80
Problem
#1:
Defining mission, roles and responsibilities
81
Problem
#2:
Developing the scope management procedure
82
Solution
#1:
Defining mission, roles and responsibilities
(our long list)
83
Solution
#2:
Developing the scope management procedure
87
Chapter
5
Managing people
90
Issues in managing people on projects
91
A 5-point action plan for effective HR management on projects
94
Establishing an integrated corporate HR policy
96
Developing people-centered procedures for application
in projects
97
Selecting candidates for project assignments
100
The need for a culture of learning in projects
101
Applying a culture of learning through management by
objectives plus (MBO+)
103
Handling conflicts in projects
107
Case study problem
#1:
An HR management procedure
109
Solution: Procedure
4.1:
Project Assignments
110
Case study problem
#2:
Multiple choice quiz
112
Solution to case study
#2 113
Supplementary question
114
Chapter
6
Managing contracts
115
Alternative contracting approaches in projects
116
Trends in contracting practices
117
Issues in contract management
119
Principles of superb contracting
122
Developing the Procurement Plan
124
Structuring the terms and conditions of contract
129
Tender calls, evaluation, negotiation, and contract award
132
Managing contract delivery
■ 134
Sustaining performance and minimizing claims from
contractors
140
Case study context: Setting a Bundling Strategy
142
Problem
#1:
Selecting a Bundling Strategy
144
Solution to problem
#1:
Selecting a Bundling Strategy
146
Problem
#2:
Resolving a contractual performance issue
145
Solution to problem
#2:
Resolving a contractual performance issue
146
Chapter
7
Scheduling work
148
The classical Gantt chart
149
Three core attributes of contemporary scheduling
150
Overview of network scheduling
151
Assembling subject matter knowledge
153
Constructing the network
154
Schedule computations
155
The great value of network scheduling
157
Key issues in scheduling project work
161
Tips for effective scheduling
162
Plan of organizational responsibilities
163
Work package statements and master scheduling
163
Setting the overall project duration
165
Tracking and reviewing progress frequently
166
Resources mobilization and detailed scheduling
168
Replanning
and rescheduling critical work
169
/
Adopting one standard software for scheduling
170
Issuing a procedure for managing schedules
172
Case study
#1
problem: Converting a precedence diagram
into a Gantt chart
174
Case study
#2
problem: Scheduling a stores mechanization
project
174
Case study
#1
solution: Converting a precedence diagram
into a Gantt chart
177
Case study
#2
solution: Scheduling a stores mechanization
project
177
Chapter
8
Managing costs
180
Principles and assumptions in managing project costs
181
Contributing players in managing costs
182
Defining the project cost estimates
183
Clarifying financial risks before finalizing the project budget
187
Setting the project control budget
189
Developing a financial proposal to investors
192
Setting up controls with corporate accounting
197
Maintaining an accurate current budget in the face of change
200
Authorizing contract commitments and funding of
change orders
202
Managing incurred costs
205
Forecasting final cost and cost risk analysis
206
Managing contingency
209
Setting up project cost reporting
210
Guidelines for controlling costs
212
Managing earned value
214
IT solutions in cost management
216
Case study:
#1
problem: Estimating interest during construction
on the BRP
219
Case study
#2
problem: Setting up and interpreting a project
cost report
220
Case study
#3
problem: Submitting an appropriation request for a
contract award
221
Case study
#4
problem: Forecasting the contingency requirement
221
Solution to Case study
#1:
Estimating interest during construction
224
Solution to Case study
#2:
Setting up and interpreting a
project cost report
224
Solution to Case study
#3:
Submitting an appropriation
request
224
Solution to Case study
#4:
Forecasting the contingency
requirement
224
Chapter
9
Building quality and commissioning
233
Issues and opportunities in applying quality management
on projects
235
Quality and safety commentary on the Channel Tunnel
Project
237
Quality Management Concepts, Tools and a Quality Association
238
Statistical analysis and control
240
Assessing quality risks
247
Overview of quality standards
248
Defining a project quality plan (PQP)
250
Implementing the PQP
251
Effecting process and product improvements
252
Supplier and contractor QA clauses
255
IT tools to support PCM
255
Commissioning planning
256
Implementing the commissioning process
257
Conducting quality reviews and audits
260
Case study
#1
problem: Quality risk management on a
Caribbean Project
261
Background information
261
Your assignment
262
Case study
#2
problem: Setting up a quality early warning
system
264
Case study
#1
solution: Quality issues and options Coral
Paradise Bay Project (Table
9.2) 266
Case study
#2
solution: Setting up a quality early warning system
268
Chapter
10
Concluding remarks
270
Why do you make a distinction between sponsors and
organizations that deliver projects for sponsors?
270
What can a contract service provider do to help a sponsor
manage his risks better?
272
χ
Contents
S
Glossary
In this book, aren t you proposing a very bureaucratic approach
to setting corporate strategy?
Is there a way to increase the competitiveness of the firm using
the project management methodology?
So it s all about speed in passing through the project life cycle,
isn t it?
Telling information, managed in a deliberative manner. So how
do we come to identify this telling information?
Your focus on telling information may be all well and good,
but we also want to deliver the project applying generally
recognized best practices, right?
Can you suggest orientations and principles that should
govern the delivery of any and all projects?
You speak of the roles and responsibilities of managers involved
in project delivery. Do you have any final thoughts
regarding what one should look for?
What can you propose for the company that wants to set ever-
increasing standards of excellence for itself and its staff in its
management of projects?
What are some of the concerns and pre-occupations of today s
CEOs in project delivery?
How can project management help meet the world s
pressing needs?
Final question looking into the future, how is life cycle project
delivery going to evolve in the corporate world?
Appendix A: Correspondence between the
Ζ
value and the probability
of occurrence
Appendix B: Alternative PERT- type distribution estimation formulas
Bibliography
Index
272
273
274
275
275
276
277
278
278
280
281
284
300
302
304
309
Managing Difficult Projects pulls together the principles and practice of project management and presents useful diagnostic
approaches, tools and structures in a clear and practical way. The book focuses on the diagnosis and resolution of difficult problems
whether in large or small and complex projects. The intent is to help corporate executives and project management practitioners apply
proven processes, methodologies, systems, structures and tools to rally the information and the resources required for better
decisions, faster delivery and improved results.
This essential book shows how to plan effectively and to reduce risk at every step of project delivery and this is notably during project
implementation when
90%
of project funding is spent. Advanced project estimating, budgeting and cost control techniques guide the
reader in setting up a project cost system, which identifies important trends and supports more effective and efficient use of scarce
capital. It covers new ground by proposing the use of the project management process as an integral part of setting and updating
corporate strategy.
You will learn:
•
to structure a project and project delivery phasing quickly following discovery of a viable project opportunity
•
what information needs to be developed in defining a project ready for implementation
•
the roles and contributions of the various players in project delivery
•
how risk management will help to define the scope of a project and how to perform risk assessments
•
how the sponsor can organize a contract implementation strategy for maximum competitive performance
•
how to mobilize a project quickly and effectively following project approval to implement the hallmarks of
an effective project procurement plan
•
how to build a highly motivated and tightly bonded project team
•
how to set up cost and schedule planning and control processes, tools and methods focused on the
management of variances from plans and the maintenance of project integrity
•
how to update and accommodate risks assessments throughout project implementation
•
how to meet customer quality and performance objectives including the effective handover of project deliverables
to the users on project completion
In projects, context is everything! The text is amply illustrated with case studies, charts, photos, graphs and data tables. These cases
and examples bring a level of realism to the readings and help you to understand the link between the context and problem-solving.
Ranging from the simple to the complex, you can develop your own solutions by comparing the cases presented to your work
environment and applying the solutions which appear most appropriate and promising.
With forty years of experience in the delivery of projects,
André Costin
brings to this book a formidable diversity of practical
experience from large and small, complex and difficult projects. His experience in program, project and procurement management has
enabled him to richly depict the texture and the promise of the critically important discipline of project management. His experience
spans across the globe with projects in Canada, the United States, Europe, Hong Kong, Mainland China, South America, Africa and
the Caribbean.
If you are not sure whether your project is difficult, but you suspect that it might become so, perhaps
you would do well to keep this book as a ready companion, just in case. It may even help you manage
your standard projects more quickly, more cheaply, and with better results.
|
| adam_txt |
Contents
List of figures
xi
List of tables
xiv
Foreword
xvi
Preface
xxi
Chapter
1
Discovering a project
1
Four essential ingredients
1
Defining the project concept and associated rewards and risks
2
Approaches and pitfalls in forecasting market demand
7
Case study Part I (second part Chapter
3):
A logistics
review at ABC Corporation
10
Your assignment
11
Your fact-finding and initial analysis
12
Your final analysis and initial round of recommendations
13
The time space dimension revisited
14
Quantitative projections
14
Key recommendation
15
What actually happened?
15
Some afterthoughts
16
Supplementary questions
16
Chapter
2
Setting multi-year corporate strategy
17
The rationale for project phasing
18
Setting the project implementation strategy
20
Developing the corporate strategy
22
Case study
#1:
Phasing strategy on a
$3.6
billion construction
program
25
Your assignment
27
Your analysis
28
Your recommendation
28
Case study
#2:
Defining the scope of strategic business
initiatives
29
Your assignment
31
Our answer: Initiatives to resolve the strategic gaps
31
*
Supplementary questions
33
Chapter
3
Defining a project
34
The players and their roles: Project definition phase
35
The players and their roles: Project implementation phase
40
Managing the technical definition process
42
Technical definition stages and deliverables
43
Work packaging and the WBS
44
Evaluating project worth
47
Risk assessment and risk mitigation
50
Assembling the project brief
53
Project optimization
55
Part II Case study: ABC Corporation Sequel to Part I
in Chapter
1 57
Problem: Workload analysis
58
Problem: Preparing guidelines and assumptions
59
Problem: Preparing the profitability analysis
60
Solution: Workload analysis
60
Solution: Guidelines and assumptions
60
Guiding Principles
60
Working Assumptions
61
Solution: Profitability
63
What actually happened?
63
Chapter
4
Mobilizing the project
65
Shaping the plan of organization and
mobilizing key staff members
66
Bringing in contract participants into the project team
74
Developing a project implementation plan
76
Developing urgent project implementation procedures
77
Case study: Mobilizing the
$6
billion New Airport
Project, Hong Kong
80
Problem
#1:
Defining mission, roles and responsibilities
81
Problem
#2:
Developing the scope management procedure
82
Solution
#1:
Defining mission, roles and responsibilities
(our long list)
83
Solution
#2:
Developing the scope management procedure
87
Chapter
5
Managing people
90
Issues in managing people on projects
91
A 5-point action plan for effective HR management on projects
94
Establishing an integrated corporate HR policy
96
Developing people-centered procedures for application
in projects
97
Selecting candidates for project assignments
100
The need for a culture of learning in projects
101
Applying a culture of learning through management by
objectives plus (MBO+)
103
Handling conflicts in projects
107
Case study problem
#1:
An HR management procedure
109
Solution: Procedure
4.1:
Project Assignments
110
Case study problem
#2:
Multiple choice quiz
112
Solution to case study
#2 113
Supplementary question
114
Chapter
6
Managing contracts
115
Alternative contracting approaches in projects
116
Trends in contracting practices
117
Issues in contract management
119
Principles of superb contracting
122
Developing the Procurement Plan
124
Structuring the terms and conditions of contract
129
Tender calls, evaluation, negotiation, and contract award
132
Managing contract delivery
■ 134
Sustaining performance and minimizing claims from
contractors
140
Case study context: Setting a Bundling Strategy
142
Problem
#1:
Selecting a Bundling Strategy
144
Solution to problem
#1:
Selecting a Bundling Strategy
146
Problem
#2:
Resolving a contractual performance issue
145
Solution to problem
#2:
Resolving a contractual performance issue
146
Chapter
7
Scheduling work
148
The classical Gantt chart
149
Three core attributes of contemporary scheduling
150
Overview of network scheduling
151
Assembling subject matter knowledge
153
Constructing the network
154
Schedule computations
155
The great value of network scheduling
157
Key issues in scheduling project work
161
Tips for effective scheduling
162
Plan of organizational responsibilities
163
Work package statements and master scheduling
163
Setting the overall project duration
165
Tracking and reviewing progress frequently
166
Resources mobilization and detailed scheduling
168
Replanning
and rescheduling critical work
169
/
Adopting one standard software for scheduling
170
Issuing a procedure for managing schedules
172
Case study
#1
problem: Converting a precedence diagram
into a Gantt chart
174
Case study
#2
problem: Scheduling a stores mechanization
project
174
Case study
#1
solution: Converting a precedence diagram
into a Gantt chart
177
Case study
#2
solution: Scheduling a stores mechanization
project
177
Chapter
8
Managing costs
180
Principles and assumptions in managing project costs
181
Contributing players in managing costs
182
Defining the project cost estimates
183
Clarifying financial risks before finalizing the project budget
187
Setting the project control budget
189
Developing a financial proposal to investors
192
Setting up controls with corporate accounting
197
Maintaining an accurate current budget in the face of change
200
Authorizing contract commitments and funding of
change orders
202
Managing incurred costs
205
Forecasting final cost and cost risk analysis
206
Managing contingency
209
Setting up project cost reporting
210
Guidelines for controlling costs
212
Managing earned value
214
IT solutions in cost management
216
Case study:
#1
problem: Estimating interest during construction
on the BRP
219
Case study
#2
problem: Setting up and interpreting a project
cost report
220
Case study
#3
problem: Submitting an appropriation request for a
contract award
221
Case study
#4
problem: Forecasting the contingency requirement
221
Solution to Case study
#1:
Estimating interest during construction
224
Solution to Case study
#2:
Setting up and interpreting a
project cost report
224
Solution to Case study
#3:
Submitting an appropriation
request
224
Solution to Case study
#4:
Forecasting the contingency
requirement
224
Chapter
9
Building quality and commissioning
233
Issues and opportunities in applying quality management
on projects
235
Quality and safety commentary on the Channel Tunnel
Project
237
Quality Management Concepts, Tools and a Quality Association
238
Statistical analysis and control
240
Assessing quality risks
247
Overview of quality standards
248
Defining a project quality plan (PQP)
250
Implementing the PQP
251
Effecting process and product improvements
252
Supplier and contractor QA clauses
255
IT tools to support PCM
255
Commissioning planning
256
Implementing the commissioning process
257
Conducting quality reviews and audits
260
Case study
#1
problem: Quality risk management on a
Caribbean Project
261
Background information
261
Your assignment
262
Case study
#2
problem: Setting up a quality early warning
system
264
Case study
#1
solution: Quality issues and options Coral
Paradise Bay Project (Table
9.2) 266
Case study
#2
solution: Setting up a quality early warning system
268
Chapter
10
Concluding remarks
270
Why do you make a distinction between sponsors and
organizations that deliver projects for sponsors?
270
What can a contract service provider do to help a sponsor
manage his risks better?
272
χ
Contents
S
Glossary
In this book, aren't you proposing a very bureaucratic approach
to setting corporate strategy?
Is there a way to increase the competitiveness of the firm using
the project management methodology?
So it's all about speed in passing through the project life cycle,
isn't it?
Telling information, managed in a deliberative manner. So how
do we come to identify this telling information?
Your focus on telling information may be all well and good,
but we also want to deliver the project applying generally
recognized best practices, right?
Can you suggest orientations and principles that should
govern the delivery of any and all projects?
You speak of the roles and responsibilities of managers involved
in project delivery. Do you have any final thoughts
regarding what one should look for?
What can you propose for the company that wants to set ever-
increasing standards of excellence for itself and its staff in its
management of projects?
What are some of the concerns and pre-occupations of today's
CEOs in project delivery?
How can project management help meet the world's
pressing needs?
Final question looking into the future, how is life cycle project
delivery going to evolve in the corporate world?
Appendix A: Correspondence between the
Ζ
value and the probability
of occurrence
Appendix B: Alternative PERT- type distribution estimation formulas
Bibliography
Index
272
273
274
275
275
276
277
278
278
280
281
284
300
302
304
309
Managing Difficult Projects pulls together the principles and practice of project management and presents useful diagnostic
approaches, tools and structures in a clear and practical way. The book focuses on the diagnosis and resolution of "difficult" problems
whether in large or small and complex projects. The intent is to help corporate executives and project management practitioners apply
proven processes, methodologies, systems, structures and tools to rally the information and the resources required for better
decisions, faster delivery and improved results.
This essential book shows how to plan effectively and to reduce risk at every step of project delivery and this is notably during project
implementation when
90%
of project funding is spent. Advanced project estimating, budgeting and cost control techniques guide the
reader in setting up a project cost system, which identifies important trends and supports more effective and efficient use of scarce
capital. It covers new ground by proposing the use of the project management process as an integral part of setting and updating
corporate strategy.
You will learn:
•
to structure a project and project delivery phasing quickly following discovery of a viable project opportunity
•
what information needs to be developed in defining a project ready for implementation
•
the roles and contributions of the various players in project delivery
•
how risk management will help to define the scope of a project and how to perform risk assessments
•
how the sponsor can organize a contract implementation strategy for maximum competitive performance
•
how to mobilize a project quickly and effectively following project approval to implement the hallmarks of
an effective project procurement plan
•
how to build a highly motivated and tightly bonded project team
•
how to set up cost and schedule planning and control processes, tools and methods focused on the
management of variances from plans and the maintenance of project integrity
•
how to update and accommodate risks assessments throughout project implementation
•
how to meet customer quality and performance objectives including the effective handover of project deliverables
to the users on project completion
In projects, context is everything! The text is amply illustrated with case studies, charts, photos, graphs and data tables. These cases
and examples bring a level of realism to the readings and help you to understand the link between the context and problem-solving.
Ranging from the simple to the complex, you can develop your own solutions by comparing the cases presented to your work
environment and applying the solutions which appear most appropriate and promising.
With forty years of experience in the delivery of projects,
André Costin
brings to this book a formidable diversity of practical
experience from large and small, complex and difficult projects. His experience in program, project and procurement management has
enabled him to richly depict the texture and the promise of the critically important discipline of project management. His experience
spans across the globe with projects in Canada, the United States, Europe, Hong Kong, Mainland China, South America, Africa and
the Caribbean.
"If you are not sure whether your project is difficult, but you suspect that it might become so, perhaps
you would do well to keep this book as a ready companion, just in case. It may even help you manage
your standard projects more quickly, more cheaply, and with better results." |
| any_adam_object | 1 |
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| author | Costin, Andre A. |
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| author_sort | Costin, Andre A. |
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| edition | 1. ed. |
| format | Book |
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| id | DE-604.BV023312128 |
| illustrated | Illustrated |
| index_date | 2024-07-02T20:50:39Z |
| indexdate | 2024-07-09T21:15:36Z |
| institution | BVB |
| isbn | 0750685913 9780750685917 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016496375 |
| oclc_num | 184827778 |
| open_access_boolean | |
| owner | DE-739 |
| owner_facet | DE-739 |
| physical | XXV, 324 S. Ill. |
| publishDate | 2008 |
| publishDateSearch | 2008 |
| publishDateSort | 2008 |
| publisher | Butterworth-Heinemann |
| record_format | marc |
| spelling | Costin, Andre A. Verfasser aut Managing difficult projects Andre A. Costin 1. ed. Amsterdam [u.a.] Butterworth-Heinemann 2008 XXV, 324 S. Ill. txt rdacontent n rdamedia nc rdacarrier Project Management (PM) - Methodology pmcsg Project Management (PM) pmcsg Project management Project management Methodology Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 Digitalisierung UB Passau application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016496375&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Passau application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016496375&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Klappentext |
| spellingShingle | Costin, Andre A. Managing difficult projects Project Management (PM) - Methodology pmcsg Project Management (PM) pmcsg Project management Project management Methodology Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Managing difficult projects |
| title_auth | Managing difficult projects |
| title_exact_search | Managing difficult projects |
| title_exact_search_txtP | Managing difficult projects |
| title_full | Managing difficult projects Andre A. Costin |
| title_fullStr | Managing difficult projects Andre A. Costin |
| title_full_unstemmed | Managing difficult projects Andre A. Costin |
| title_short | Managing difficult projects |
| title_sort | managing difficult projects |
| topic | Project Management (PM) - Methodology pmcsg Project Management (PM) pmcsg Project management Project management Methodology Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Project Management (PM) - Methodology Project Management (PM) Project management Project management Methodology Projektmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016496375&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016496375&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
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