Managing high technology programs and projects:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
Wiley
1992
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 384 S. graph. Darst. |
| ISBN: | 047151327X |
Internformat
MARC
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| 100 | 1 | |a Archibald, Russell Dean |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Managing high technology programs and projects |c Russell D. Archibald |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a New York [u.a.] |b Wiley |c 1992 | |
| 300 | |a XV, 384 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
PART I EXECUTIVE GUIDE TO PROGRAM AND
PROJECT MANAGEMENT
1 Project Management in Industry and Government 3
1.1 Importance of Effective Project Management 4
1.2 The Triad of Project Management Concepts 4
1.3 Projects: Vehicles for Strategie Growth 6
1.4 The Forces Behind the Project Management
Approach 14
1.5 Advantages and Costs 15
1.6 Improving Project Management Capabilities 16
1.7 The Organizational Impact 21
2 Programs and Projects 24
2.1 Programs, Projects, and Tasks 24
2.2 What Projects Are 25
2.3 Comparison of Projects with Departments and
Operations 31
2.4 Categories of Projects 33
2.5 Commercial and Government Projects Under
Contract 34
2.6 Research, Product Development, and Engineering
Projects 35
2.7 Construction and Other Capital Projects 35
xi
xii Contents
2.8 Information System Projects 36
2.9 Management Projects 37
2.10 Multiple Projects 38
2.11 The Project Environment 38
3 Organizing the Project Management Function 43
3.1 Organizational Alternatives for Project
Management 44
3.2 Reporting Relationships of Project Managers 47
3.3 The Manager of Project Management 48
3.4 Staff ing Projects: The Project Team 49 -,
3.5 Project Support Services 53 V
3.6 Charting Organizational Relationships and
Responsibilities 60 j
4 The Integrative Roles in Project Management 71
4.1 The Key Integrative Roles 72
4.2 General Manager 73
4.3 Project Sponsor 73
4.4 Manager of Project Management 74
4.5 Project and Multiproject Manager 74
4.6 Functional Project Leaders 75
4.7 Responsibilities and Authority 76
4.8 Alternate Ways of Filling the Project Manager
Role 81
4.9 Characteristics, Sources, and Selection of Project
Managers 85 -,
4.10 Career Development in Project Management 89 j.
5 The Project Team and Key Human Aspects of Project
Management 91
5.1 The Project Team Concept 92
5.2 Effective Teamworking 92
5.3 Conflicts and Their Resolution 99
5.4 A Framework for Project Team Development 108
6 Building Commitment in Project Teams 109
6.1 The Importance of Commitment in the Matrix 109
6.2 Leadership and Commitment 110
6.3 Understanding Commitment 111
6.4 Key Behaviors for Managing Commitment 112
6.5 Where to Apply Commitment Building
Behaviors 120
6.6 Balancing Commitments 122
Contents xiii
6.7 Implementation 124
6.8 Summary and Conclusions 126
7 A Strategy for Overcoming Barriers to Effective Project
Management 127
7.1 Key Changes Required 128
7.2 Identifying Barriers to These Changes 129
7.3 Forces Helping to Overcome the Barriers 132
7.4 Education and Training 133
7.5 Taking Appropriate Actions to Implement the
Change 133
7.6 Modifying and Evolving Project Management
Practices 134
7.7 Summary 134
8 Multiproject Management 136
8.1 Objectives 137
8.2 Multiple Major Projects Versus Multiple Small
Projects 137
8.3 Project Priorities 139
8.4 Resource Management 142
8.5 Multiproject Operations Planning and Control 144
PART II MANAGING SPECIFIC PROJECTS
9 Organizing the Project Office and Project Team 153
9.1 Functions of the Project Office and Project
Team 154
9.2 Project Manager Duties 159
9.3 Functional Project Leader Duties 163
9.4 Project Engineer Duties 164
9.5 Contract Administrator Duties 167
9.6 Project Controller Duties 171
9.7 Project Accountant Duties 174
9.8 Manufacturing Coordinator Duties 175
9.9 Field Project Manager Duties 176
10 Planning Projects 178
10.1 The Project Manager s Planning and Control
Responsibilities 178
10.2 Project Planning and the Project Life Cycle 179
10.3 Project Objectives and Scope 181
10.4 A Project Is a Process 183
xiv Contents
10.5 The Project Summary Plan 184
10.6 Planning and Control Functions and Tools 185
10.7 Planning During the Conceptual, Proposal or
Pre-Investment Phases 186
10.8 Defining the Project and Its Specific Tasks:
The Project/Work Breakdown Structure 193
10.9 Definition of Tasks (Work Control Packages) 203
10.10 Task/Responsibility Matrix 208
10.11 Interface and Milestone Event Identification 211
10.12 The Project Master Schedule and the Schedule
Hierarchy 212
10.13 The PERT/CPM/PDM Project Level Network
Plan 215
10.14 The Project Budget and Resource Plans 221
10.15 Task Plans, Schedules, and Budgets 225
10.16 Integrated, Detailed Task Level PERT/CPM/PDM
Project Network Plan and Schedule 231
10.17 The Project File 235
10.18 Summary of Project Planning Steps 235
11 Project Team Planning and Project Start-Up 23 S
11.1 The Need for Project Team Planning 23 7
11.2 The Project Team Planning Process 238
11.3 Project Start-Up Workshops in the
Telecommunications Industry: A Case Study 245
11.4 Benefits and Limitations of Project Team
Planning 255
12 Controlling the Work, Schedule, and Costs 257
12.1 Work Authorization and Control 258
12.2 The Baseline Plan, Schedule, and Budget 266
12.3 Controlling Changes and Project Scope 268
12.4 Schedule Control 271
12.5 Cost Control 274
12.6 Integrated Schedule and Cost Control: The Earned
Value Concept 277
12.7 C/SCSC Cost/Schedule Performance Reports 280
12.8 Technical Performance Measurement 283
13 Project Interface Management 288
13.1 Why Project Interface Management 288
13.2 The Concept: The Project Manager as the Project
Interface Manager 289
Contents XV
13.3 Project Interface Management in Action 290
13.4 Product and Project Interfaces 291
13.5 Project Interface Events 293
13.6 The Five Steps of Project Interface
Management 294
13.7 Conclusion 298
14 Project Management Information Systems 299
14.1 Defining a Project Management Information
System (PMIS) 299
14.2 Computer-Supported Proj ect Management
Information Systems 302
14.3 Selection of Project Management Software
Packages 310
14.4 Important Factors in PMIS Usage 316
15 Evaluating and Directing the Project 320
15.1 Integrated Project Evaluation: Need and
Objectives 320
15.2 Methods and Practices of Project Evaluation 321
15.3 Design Reviews and Product Planning Reviews 332
15.4 Project Direction 332
15.5 Reporting to Management and the Customer 334
16 Project Close-Out or Extension 339
16.1 Close-Out Plan and Schedule 340
16.2 Close-Out Checklists 340
16.3 Responsibilities During Close-Out Phase 340
16.4 Project Extensions 341
16.5 Post-Completion Evaluation or Audit 342
APPENDIXES
A Project Start-Up Checklists 345
B Project Close-Out Checklists 364
Bibliography 371
Endnotes 373
Index 379
|
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| illustrated | Illustrated |
| indexdate | 2024-07-09T21:36:12Z |
| institution | BVB |
| isbn | 047151327X |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017399087 |
| oclc_num | 915808510 |
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| owner_facet | DE-634 DE-188 |
| physical | XV, 384 S. graph. Darst. |
| publishDate | 1992 |
| publishDateSearch | 1992 |
| publishDateSort | 1992 |
| publisher | Wiley |
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| spelling | Archibald, Russell Dean Verfasser aut Managing high technology programs and projects Russell D. Archibald 2. ed. New York [u.a.] Wiley 1992 XV, 384 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Spitzentechnologie (DE-588)4124236-1 gnd rswk-swf Projektmanagement (DE-588)4047441-0 gnd rswk-swf Spitzentechnologie (DE-588)4124236-1 s 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=017399087&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Archibald, Russell Dean Managing high technology programs and projects Spitzentechnologie (DE-588)4124236-1 gnd Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4124236-1 (DE-588)4047441-0 |
| title | Managing high technology programs and projects |
| title_auth | Managing high technology programs and projects |
| title_exact_search | Managing high technology programs and projects |
| title_full | Managing high technology programs and projects Russell D. Archibald |
| title_fullStr | Managing high technology programs and projects Russell D. Archibald |
| title_full_unstemmed | Managing high technology programs and projects Russell D. Archibald |
| title_short | Managing high technology programs and projects |
| title_sort | managing high technology programs and projects |
| topic | Spitzentechnologie (DE-588)4124236-1 gnd Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Spitzentechnologie Projektmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017399087&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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