The new dynamic project management: winning through the competetive advantage
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| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York [u.a.]
Wiley
2001
|
| Edition: | 2. ed. |
| Series: | Wiley-Interscience Publication
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XX, 574 S. graph. Darst. |
| ISBN: | 0471254940 |
Staff View
MARC
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| 245 | 1 | 0 | |a The new dynamic project management |b winning through the competetive advantage |c Deborah S. Kezsbom ; Katherine A. Edward |
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Record in the Search Index
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|---|---|
| adam_text | CONTENTS
Preface xvii
1 Project Management: Introduction and Overview / 1
1.1 Introduction / 1
1.2 Why Project Management? / 2
1.3 Project Management Functions / 5
1.3.1 Project Managers: Then and Now / 7
1.4 Creating More Formal Definitions: Managerial Implications / 9
1.4.1 Closing the Gap Between Project and Quality
Management / 10
1.5 Power and Authority: Who s on First? / 14
1.6 Preventing Project Failure: Meeting the Challenges of the
Global Market / 15
1.7 Meeting the Challenges of the Global Decades: Conclusions / 17
Case Study: The Winning Project / 18
2 Creating Organizations for Project Work / 24
2.1 Introduction / 24
2.2 Meeting Organizational Needs / 26
2.3 Implementing a New Organizational Focus / 27
2.4 Basic Requirements of Organizational Forms / 28
2.5 Evolution and Organizational Design / 30
2.6 The Importance of Organizational Support for
Modification / 31
2.7 Strategies for Implementing Organizational Change / 31
vii
Viii • CONTENTS
2.8 Restructuring for Project Demands / 32
2.8.1 The Executive Steering Committee / 33
2.8.2 Matching Vision and Missions to Actions / 34
2.9 Organizational Forms and Project Work / 34
2.9.1 Project Form, Project Function / 36
2.9.2 Creating the Right Match / 36
2.9.3 Symptoms of Inappropriate or Inadequate Project
Organizing / 38
2.10 Models of Organizational Forms for Project Work / 40
2.11 The Functional Organization / 42
2.12 The Pure or Direct Project Organization / 45
2.13 The Matrix Organization / 47
2.14 The Project Office / 52
2.15 Location of the Project Manager / 54
2.16 Project Integration / 55
2.17 Project Interface and Authority / 58
2.18 Conclusions / 59
Case Study: The Winning Project (Part 2) / 60
3 Business and Project Planning in the Global
Marketplace / 66
3.1 Introduction / 66
3.2 Types of Plans / 67
3.2.1 Integrating Higher-Order Plans / 67
3.2.2 Business Planning in the Project Environment / 71
3.3 Consequences of Poor Planning / 74
3.4 Why Plans Fail / 76
3.5 Project Planning Techniques / 78
3.5.1 Project Management Requirements Analysis / 79
3.5.2 Project Objectives and Contingency Planning / 80
3.5.3 Common Development Processes / 82
3.5.4 Scope Management / 83
3.6 Cycle-Time Excellence in Today s Global Markets / 84
3.6.1 Quicker Product Development / 84
3.6.2 Impact of Speed / 87
3.7 Conclusions / 90
Bibliography / 91
Exercises / 92
Appendix 3.1: Sample Business Plan Outline / 94
CONTENTS • ix
4 Planning and Development Methodologies / 105
4.1 Introduction / 105
4.2 Shortening Project Life Cycles / 106
4.3 Life-Cycle Phase Activities / 110
4.3.1 Customer-Market, Concept, and Definition Phases /111
4.3.2 Design and Development Phases / 114
4.3.3 Integrated Manufacturing and Production Phases / 116
4.3.4 Installation Phase / 118
4.3.5 Divestment Phase / 119
4.4 Collapsing Software Project Life Cycles / 121
4.5 Customer-Driven Demand for Quality / 126
4.5.1 The QFD Approach / 126
4.5.2 Value Engineering and Value Analysis / 129
4.6 Achieving On-Time Delivery Through Process
Improvements / 132
4.7 Conclusions / 137
Bibliography / 137
Exercises / 138
5 Charting the Course Using the Tools of Planning / 142
5.1 Introduction / 142
5.2 Project Summary Plan Essentials / 143
5.3 Team Development and the Integrative Project Planning
Process / 149
5.4 The Work Breakdown Structure / 152
5.4.1 Preparing the WBS / 153
5.4.2 The Work Package / 156
5.5 Conclusions / 161
Bibliography / 161
Exercises / 162
Case Study: IRSS Development Project / 163
6 Scheduling Project Activities / 172
6.1 Introduction / 172
6.2 Types of Schedules / 173
6.3 Why Schedule? / 176
6.3.1 Scheduling to Meet Required Constraints / 176
6.3.2 Scheduling for Control, Costs, and Performance / 177
6.4 Performance Schedules / 177
X • CONTENTS
6.4.1 Precedence and Arrow Networks / 177
6.4.2 Determining the Critical Path / 181
6.4.3 Using the Critical Path Method to Forecast
Completions / 182
6.4.4 Scheduling for Uncertainty Using the Program
Evaluation and Review Technique / 187
6.4.5 Determining the Expected Time and Variance
of an Activity / 191
6.4.6 Time-Based Gantt and Milestone Charts / 197
6.5 Personnel Schedules / 199
6.5.1 Gantt Charts as Personnel Schedules / 199
6.5.2 Leveling / 199
6.6 Cost Schedules / 202
6.6.1 Plotting the Cost Schedule / 202
6.6.2 Integrated Schedule and Cost Control / 203
6.7 Estimating Software Development Projects / 204
6.7.1 Sizing the Effort / 206
6.7.2 Using Models / 210
6.8 Conclusions / 212
Bibliography / 212
Exercises / 212
7 Optimizing the Schedule / 217
7.1 Introduction / 217
7.2 Establishing the Project Baseline / 219
7.3 Crashing the Project / 224
7.3.1 Which Tasks to Crash / 226
7.3.2 Flow Diagram for Crashing a Project / 231
7.4 Conclusions / 235
Exercises / 236
Case Study: The Elan Project / 237
Appendix 7.1: Criteria for Classifying Risks as High, Medium,
or Low / 247
8 Leadership in a Project Environment / 249
8.1 Introduction / 249
8.2 The Practice of Project Leadership / 251
8.3 The Role of the Project Manager / 252
CONTENTS • Xi
8.4 Project Manager Skills / 253
8.5 Authority and Influence: Keys to Effective Project
Leadership / 255
8.6 Authority, Responsibility, and Accountability:
The Project Management Challenge / 255
8.7 Developing Project Influence and Authority / 257
8.8 Understanding Leadership in the Total Quality Project
Environment / 259
8.8.1 New Work for Today s Leaders / 260
8.8.2 Need for New Leadership Skills / 261
8.8.3 Leader as Facilitator / 263
8.9 Developing a Project Leadership Style / 264
8.9.1 The Situational Leadership Model / 266
8.10 Power: The Leadership Potential / 270
8.10.1 Identifying and Developing Sources of
Power / 270
8.10.2 Foundations of Effective Empowerment / 276
8.11 Conclusions / 277
Case Study: New Wave II Communications System / 278
9 Planning for and Utilizing Conflict / 285
9.1 Introduction / 285
9.2 Basis of Conflict / 286
9.3 Contemporary Conflict: A New Point of View / 286
9.4 Antecedents of Conflict / 287
9.5 Destructive Versus Constructive Elements of Conflict / 289
9.5.1 How Differences Escalate / 290
9.6 A Problem Situation / 291
9.7 Sources of Conflict in the Project Environment / 293
9.7.1 Conflict in a New Perspective / 295
9.8 Planning for Conflict / 300
9.9 Conflict Resolution Strategies / 301
9.10 The Best Conflict Resolution Strategy / 303
9.11 Key Steps to Managing Conflict / 305
9.12 Conclusions / 307
Case Study: International Electronics—A Conflict Simulation
Exercise / 307
Xii • CONTENTS
10 Tracking and Controlling the Project / 313
10.1 Introduction / 313
10.2 Components of Project Control / 315
10.2.1 When Planning Isn t Enough / 315
10.2.2 Process of Project Control / 316
10.3 Modern Project Control Systems / 320
10.3.1 Establishing Systematic Project Control / 320
10.3.2 Environmental Nature of Project Control / 322
10.4 Project Cost Control / 326
10.4.1 Target Costing / 327
10.4.2 Overcoming Cost Problems / 328
10.4.3 Cost Management Using Earned Value Analysis / 330
10.5 Managing Technical Specifications and Assuring Quality / 338
10.5.1 Technical Reviews / 339
10.5.2 Change Control Techniques / 340
10.5.3 Configuration Management / 342
10.5.4 Project Status Reports and Reviews Meetings / 342
10.5.5 Project Documentation Control / 345
10.5.6 Quality Control and Performance Testing / 346
10.5.7 Quality Assurance / 348
10.5.8 Measuring Customer Satisfaction / 350
10.6 Controlling Project Risks: Cost, Schedule, and
Technical Aspects / 352
10.6.1 Implementing a Risk Response Plan / 352
10.6.2 Taking Corrective Action and Evaluating
New Risks / 354
10.7 Conclusions / 358
Bibliography / 358
Exercises / 359
Case Study: A System in Every Home / 362
Appendix 10.1: Patterns of Risk Across Six Generic
Software Classes / 373
Appendix 10.2: Techniques for Preventing and Controlling
Common Software Risks / 374
Appendix 10.3: Most Serious Software Risks / 374
11 Organizational and Interpersonal Project Communication:
Spanning Across Boundaries / 377
11.1 Introduction / 377
CONTENTS • xiH
11.2 Documentation Versus Communication: A Concept
Denned / 379
11.3 Understanding the Basic Communication Process / 381
11.4 Today s Challenges to Effective Communication / 383
11.4.1 Trust and Accuracy / 385
11.5 Communication Tools in an Information Era / 386
11.5.1 Leveraging Communication Tools for
Productivity / 388
11.6 Negotiating for Project Success / 390
11.6.1 The Negotiating Process / 391
11.6.2 Examining Negotiation Strategies / 392
11.6.3 The Postnegotiation Period / 394
11.6.4 Tactics for More Effective Negotiation / 394
11.7 Listening for Better Communication / 395
11.7.1 Active Listening for Better Professional Relations / 396
11.8 Conclusions: Improving Project Communications / 399
Exercises / 400
12 Quality in the Project Environment / 404
12.1 Introduction / 404
12.2 Integrating Quality and Project Management / 407
12.2.1 What is TQPM? / 407
12.2.2 Interfaces and Basic Definitions / 407
12.3 Quality in the Twenty-First Century / 412
12.3.1 Enduring Advice from the Gurus / 412
12.3.2 Traditional Tools of Quality Management / 420
12.3.3 Beyond Traditional Tools: The 6 x Business
Initiative / 432
12.4 Sustaining Value Through Business Process Improvement / 435
12.5 Driving Improvements Through Quality Assurance / 438
12.5.1 National and International Standards / 438
12.5.2 Software Quality Management / 441
12.6 Conclusions / 446
Bibliography / 447
Exercises / 448
Appendix 12.1: Selecting the Correct Attribute Control Chart / 451
Xiv • CONTENTS
13 Building and Maintaining Project Team Performance / 453
13.1 Introduction / 453
13.2 Factors Influencing Today s Team Movement / 454
13.3 Back to Basics / 455
13.3.1 Essentials of a Team / 455
13.3.2 Characteristics of Effective Teams:
You ll Know It When You Have It / 456
13.4 Stages of Team Development: Like Project, Like Team / 457
13.5 Team Development Process / 460
13.5.1 Barriers to Team Development / 461
13.5.2 Six Steps to Building a Dynamic Project Team / 462
13.6 Creating Teamwork in Virtual Teams / 464
13.6.1 Making a Distinction: The Meaning of Virtual
Teams / 465
13.6.2 Identifying Differences / 466
13.6.3 Same Arena, Different Ball Game / 467
13.6.4 Creating Virtual Team Life / 468
13.7 Identifying and Overcoming Barriers to Team
Performance / 470
13.7.1 Minimizing Barriers to Team Performance / 471
13.8 The Role of Project Team Manager / 471
13.9 Conclusions / 474
Exercises / 475
14 Procurement and Contract Management / 483
14.1 Introduction / 483
14.2 Procurement Management / 484
14.2.1 Procurement Management Process / 485
14.2.2 Preparing the Procurement Management Plan / 489
14.2.3 The Role of Project Management / 490
14.3 Solicitation Management / 491
14.3.1 Understanding the Buyer-Seller Relationship:
Pre-award, Award, Post-award / 491
14.3.2 Preparing the Solicitation / 492
14.3.3 Managing the Solicitation Response / 495
14.4 Contact Administration / 497
14.4.1 The Global Nature of Contracts / 497
14.4.2 Basic Contract Principles / 498
CONTENTS • XV
14.4.3 Standard Clauses / 499
14.4.4 Types of Contracts and Pricing Arrangements / 504
14.4.5 Closure / 508
14.5 Conclusions / 509
Bibliography / 509
Exercises / 510
15 Project Management in the Information Age / 512
15.1 Introduction / 512
15.2 Communicating Across the Organization / 513
15.2.1 Conferencing and Collaboration Technology / 513
15.2.2 Groupware Applications / 516
15.2.3 Using a Home Page / 518
15.3 Tools for Enterprise-Wide Project Management / 519
15.3.1 Project Estimation Tools / 519
15.3.2 Risk Analysis Tools / 521
15.3.3 Project Management Information Systems / 522
15.4 Managing Expectations / 524
15.4.1 Understanding System Limitations / 525
15.4.2 Installing a Solution That s Right for Your
Project / 527
15.5 Conclusions / 535
Bibliography / 535
Appendix 15.1: Professional Project Management Associations and
Representative Software and Hardware Vendors / 536
Glossary / 541
Index / 569
|
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| spelling | Kezsbom, Deborah S. Verfasser aut The new dynamic project management winning through the competetive advantage Deborah S. Kezsbom ; Katherine A. Edward 2. ed. New York [u.a.] Wiley 2001 XX, 574 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Wiley-Interscience Publication Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 Edward, Katherine A. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017423160&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | The new dynamic project management winning through the competetive advantage |
| title_auth | The new dynamic project management winning through the competetive advantage |
| title_exact_search | The new dynamic project management winning through the competetive advantage |
| title_full | The new dynamic project management winning through the competetive advantage Deborah S. Kezsbom ; Katherine A. Edward |
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| title_short | The new dynamic project management |
| title_sort | the new dynamic project management winning through the competetive advantage |
| title_sub | winning through the competetive advantage |
| topic | Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Projektmanagement |
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