Project management: a systems approach to planning, scheduling, and controlling
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Hoboken, NJ
Wiley
2009
|
| Edition: | 10. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXIV, 1094 S. Ill., graph. Darst. |
| ISBN: | 9780470278703 |
Staff View
MARC
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| 245 | 1 | 0 | |a Project management |b a systems approach to planning, scheduling, and controlling |c Harold Kerzner |
| 250 | |a 10. ed. | ||
| 264 | 1 | |a Hoboken, NJ |b Wiley |c 2009 | |
| 300 | |a XXIV, 1094 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Project Management (PM) - Case studies |2 pmcsg | |
| 650 | 7 | |a Project Management (PM) |2 pmcsg | |
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Record in the Search Index
| _version_ | 1804138865263378432 |
|---|---|
| adam_text | Contents
Preface
xxi
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
8
1.4
Defining the Project Manager s Role
12
1.5
Defining the Functional Manager s Role
14
1.6
Defining the Functional Employee s Role
17
1.7
Defining the Executive s Role
17
1.8
Working with Executives
18
1.9
The Project Manager as the Planning Agent
19
1.10
Project Champions
20
1.11
The Downside of Project Management
21
1.12
Project-Driven versus Non-Project-Driven Organizations
22
1.13
Marketing in the Project-Driven Organization
24
1.14
Classification of Projects
26
1.15
Location of the Project Manager
27
1.16
Differing Views of Project Management
29
1.17
Concurrent Engineering: A Project Management Approach
30
1.18
Studying Tips for the PMI® Project Management Certification Exam
30
Problems
33
Case Study
Williams Machine Tool Company
35
VII
v¡¡¡
CONTENTS
2
PROJECT MANAGEMENT GROWTH: CONCEPTS AND
DEFINITIONS
37
2.0
Introduction
37
2.1
General Systems Management
38
2.2
Project Management:
1945-1960 38
2.3
Project Management:
1960-1985 39
2.4
Project Management:
1985-2009 45
2.5
Resistance to Change
50
2.6
Systems, Programs, and Projects: A Definition
54
2.7
Product versus Project Management: A Definition
57
2.8
Maturity and Excellence: A Definition
58
2.9
Informal Project Management: A Definition
59
2.10
The Many Faces of Success
60
2.11
The Many Faces of Failure
63
2.12
The Stage-Gate Process
66
2.13
Project Life Cycles
68
2.14
Gate Review Meetings (Project Closure)
74
2.15
Project Management Methodologies: A Definition
74
2.16
Organizational Change Management and Corporate Cultures
76
2.17
Project Management Intellectual Property
81
2.18
Systems Thinking
82
2.19
Studying Tips for the PMI® Project Management Certification Exam
85
Problems
88
ORGANIZATIONAL STRUCTURES
91
3.0
Introduction
91
3.1
Organizational Work Flow
94
3.2
Traditional (Classical) Organization
95
3.3
Developing Work Integration Positions
98
3.4
Line-Staff Organization (Project Coordinator)
102
3.5
Pure Product
(Projectized)
Organization
103
3.6
Matrix Organizational Form
106
3.7
Modification of Matrix Structures
113
3.8
The Strong, Weak, Balanced Matrix
117
3.9
Center for Project Management Expertise
117
3.10
Matrix Lay
ering
118
3.11
Selecting the Organizational Form
119
3.12
Structuring the Small Company
125
3.13
Strategic Business Unit (SBU) Project Management
128
3.14
Transitional Management
129
3.15
Studying Tips for the PMI® Project Management Certification Exam
131
Problems
133
Contents
¡χ
Case Study
Jones and Shephard Accountants, Inc.
138
ORGANIZING AND STAFFING THE PROJECT OFFICE AND
TEAM
141
4.0
Introduction
141
4.1
The Staffing Environment
142
4.2
Selecting the Project Manager: An Executive Decision
144
4.3
Skill Requirements for Project and Program Managers
148
4.4
Special Cases in Project Manager Selection
154
4.5
Selecting the Wrong Project Manager
154
4.6
Next Generation Project Managers
158
4.7
Duties and Job Descriptions
159
4.8
The Organizational Staffing Process
163
4.9
The Project Office
169
4.10
The Functional Team
174
4.11
The Project Organizational Chart
175
4.12
Special Problems
178
4.13
Selecting the Project Management Implementation Team
180
4.14
Studying Tips for the PMI® Project Management Certification Exam
183
Problems
185
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
212
5.7
Team Building as an Ongoing Process
216
5.8
Dysfunctions of a Team
217
5.9
Leadership in a Project Environment
220
5.10
Life-Cycle Leadership
221
5.11
Organizational Impact
225
5.12
Employee-Manager Problems
227
5.13
Management Pitfalls
230
5.14
Communications
233
5.15
Project Review Meetings
242
5.16
Project Management Bottlenecks
243
5.17
Communication Traps
244
CONTENTS
5.18
Proverbs and Laws
245
5.19
Human Behavior Education
248
5.20
Management Policies and Procedures
249
5.21
Studying Tips for the PMI® Project Management Certification Exam
249
Problems
254
Case Studies
The Trophy Project
264
Leadership Effectiveness (A)
266
Leadership Effectiveness (B)
271
Motivational Questionnaire
277
MANAGEMENT OF YOUR TIME AND STRESS
285
6.0
Introduction
285
6.1
Understanding Time Management
286
6.2
Time Robbers
286
6.3
Time Management Forms
288
6.4
Effective Time Management
289
6.5
Stress and Burnout
290
6.6
Studying Tips for the PMI® Project Management Certification Exam
292
Problems
293
Case Study
The Reluctant Workers
294
CONFLICTS
295
7.0
Introduction
295
7.1
Objectives
296
7.2
The Conflict Environment
297
7.3
Conflict Resolution
300
7.4
Understanding Superior, Subordinate, and Functional
Conflicts
301
7.5
The Management of Conflicts
303
7.6
Conflict Resolution Modes
304
7.7
Studying Tips for the PMI® Project Management Certification Exam
306
Problems
308
Case Studies
Facilities Scheduling at Mayer Manufacturing
311
Telestar
International
312
Handling Conflict in Project Management
313
Contents
ΧΙ
8 SPECIAL
TOPICS
319
8.0
Introduction
319
8.1 Performance
Measurement
320
8.2 Financial
Compensation and Rewards
327
8.3
Critical Issues with Rewarding Project Teams
333
8.4
Effective Project Management in the Small Business
Organization
336
8.5
Mega Projects
338
8.6
Morality, Ethics, and the Corporate Culture
339
8.7
Professional Responsibilities
342
8.8
Internal Partnerships
345
8.9
External Partnerships
346
8.10
Training and Education
348
8.11
Integrated Product/Project Teams
350
8.12
Virtual Project Teams
352
8.13
Breakthrough Projects
354
8.14
Studying Tips for the PMI® Project Management Certification Exam
355
Problems
361
THE VARIABLES FOR SUCCESS
365
9.0
Introduction
365
9.1
Predicting Project Success
366
9.2
Project Management Effectiveness
370
9.3
Expectations
371
9.4
Lessons Learned
372
9.5
Understanding Best Practices
373
9.6
Studying Tips for the PMI® Project Management Certification Exam
380
Problems
381
10
WORKING WITH EXECUTIVES
383
10.0
Introduction
383
10.1
The Project Sponsor
384
10.2
Handling Disagreements with the Sponsor
393
10.3
The Collective Belief
394
10.4
The Exit Champion
395
10.5
The In-House Representatives
396
10.6
Studying Tips for the PMI® Project Management Certification Exam
397
Problems
398
XU CONTENTS
Case Study
Corwin
Corporation
401
11
PLANNING
411
11.0
Introduction
411
11.1
Validating the Assumptions
414
11.2
General Planning
415
11.3
Life-Cycle Phases
418
11.4
Proposal Preparation
421
11.5
Kickoff Meetings
421
11.6
Understanding Participants Roles
424
11.7
Project Planning
424
11.8
The Statement of Work
426
11.9
Project Specifications
431
11.10
Milestone Schedules
433
11.11
Work Breakdown Structure
434
11.12
WBS Decomposition Problems
440
11.13
Role of the Executive in Project Selection
444
11.14
Role of the Executive in Planning
449
11.15
The Planning Cycle
449
11.16
Work Planning Authorization
450
11.17
Why Do Plans Fail?
451
11.18
Stopping Projects
452
11.19
Handling Project Phaseouts and Transfers
453
11.20
Detailed Schedules and Charts
454
11.21
Master Production Scheduling
457
11.22
ProjectPlan
459
11.23
Total Project Planning
464
11.24
The Project Charter
468
11.25
Management Control
469
11.26
The Project Manager-Line Manager Interface
472
11.27
Fast-Tracking
474
11.28
Configuration Management
475
11.29
Enterprise Project Management Methodologies
476
11.30
Project Audits
479
11.31
Studying Tips for the PMI® Project Management Certification Exam
480
Problems
483
12
NETWORK SCHEDULING TECHNIQUES
493
12.0
Introduction
493
12.1
Network Fundamentals
495
Contents Xiii
12.2
Graphical
Evaluation and Review
Technique
(GERT) 500
12.3
Dependencies
501
12.4
Slack Time
502
12.5
Network
Replanning
508
12.6
Estimating Activity Time
512
12.7
Estimating Total Project Time
513
12.8
Total PERT/CPM Planning
514
12.9
Crash Times
516
12.10
PERT/CPM Problem Areas
519
12.11
Alternative PERT/CPM Models
522
12.12
Precedence Networks
523
12.13
Lag
526
12.14
Scheduling Problems
528
12.15
The Myths of Schedule Compression
528
12.16
Understanding Project Management Software
530
12.17
Software Features Offered
530
12.18
Software Classification
532
12.19
Implementation Problems
533
12.20
Critical Chain
534
12.21
Studying Tips for the PMI® Project Management Certification Exam
536
Problems
539
Case Study
Crosby Manufacturing Corporation
552
13
PROJECT GRAPHICS
555
13.0
Introduction
555
13.1
Customer Reporting
556
13.2
Bar (Gantt) Chart
557
13.3
Other Conventional Presentation Techniques
564
13.4
Logic Diagrams/Networks
567
13.5
Studying Tips for the PMI® Project Management Certification Exam
568
Problems
569
14
PRICING AND ESTIMATING
571
14.0
Introduction
571
14.1
Global Pricing Strategies
572
14.2
Types of Estimates
573
14.3
Pricing Process
576
14.4
Organizational Input Requirements
578
14.5
Labor Distributions
580
14.6
Overhead Rates
584
XIV
CONTENTS
14.7
Materials/Support Costs
586
14.8
Pricing Out the Work
589
14.9
Smoothing Out Department Man-Hours
590
14.10
The Pricing Review Procedure
592
14.11
Systems Pricing
594
14.12
Developing the Supporting/Backup Costs
595
14.13
The Low-Bidder Dilemma
599
14.14
Special Problems
599
14.15
Estimating Pitfalls
600
14.16
Estimating High-Risk Projects
601
14.17
Project Risks
602
14.18
The Disaster of Applying the
10
Percent Solution to Project Estimates
605
14.19
Life-Cycle Costing (LCC)
606
14.20
Logistics Support
613
14.21
Economic Project Selection Criteria: Capital Budgeting
614
14.22
Payback Period
614
14.23
The Time Value of Money
615
14.24
Net Present Value (NPV)
616
14.25
Internal Rate of Return
(IRR) 617
14.26
Comparing
IRR, NPV,
and Payback
618
14.27
Risk Analysis
618
14.28
Capital Rationing
619
14.29
Project Financing
620
14.30
Studying Tips for the PMI® Project Management Certification Exam
622
Problems
624
15
COST CONTROL
629
15.0
Introduction
629
15.1
Understanding Control
633
15.2
The Operating Cycle
636
15.3
Cost Account Codes
637
15.4
Budgets
644
15.5
The Earned Value Measurement System (EVMS)
645
15.6
Variance and Earned Value
647
15.7
The Cost Baseline
666
15.8
Justifying the Costs
668
15.9
The Cost Overran Dilemma
671
15.10
Recording Material Costs Using Earned Value Measurement
672
15.11
The Material Accounting Criterion
675
15.12
Material Variances: Price and Usage
676
15.13
Summary Variances
677
15.14
Status Reporting
678
15.15
Cost Control Problems
685
Contents
XV
15.16
Studying Tips for the PMI® Project Management Certification Exam
686
Problems
689
Case Studies
The Bathtub Period
708
Franklin Electronics
709
Trouble in Paradise
711
16
TRADE-OFF ANALYSIS IN A PROJECT ENVIRONMENT
715
16.0
Introduction
715
16.1
Methodology for Trade-off Analysis
718
16.2
Contracts: Their Influence on Projects
735
16.3
Industry Trade-off Preferences
736
16.4
Conclusion
739
16.5
Studying Tips for the PMI® Project Management Certification Exam
739
17
RISK MANAGEMENT
741
17.0
Introduction
741
17.1
Definition of Risk
743
17.2
Tolerance for Risk
745
17.3
Definition of Risk Management
746
17.4
Certainty, Risk, and Uncertainty
747
17.5
Risk Management Process
753
17.6
Plan Risk Management
753
17.7
Risk Identification
755
17.8
Risk Analysis
761
17.9
Qualitative Risk Analysis
766
17.10
Quantitative Risk Analysis
771
17.11
Probability Distributions and the Monte Carlo Process
772
17.12
Plan Risk Response
782
17.13
Monitoring and Control Risks
788
17.14
Some Implementation Considerations
788
17.15
The Use of Lessons Learned
790
17.16
Dependencies between Risks
793
17.17
The Impact of Risk Handling Measures
798
17.18
Risk and Concurrent Engineering
801
17.19
Studying Tips for the PMI® Project Management Certification Exam
804
Problems
808
Case Studies
Teloxy Engineering (A)
815
Teloxy Engineering (B
) 815
XVi
CONTENTS
18
LEARNING CURVES
817
18.0
Introduction
817
18.1
General Theory
818
18.2
The Learning Curve Concept
818
18.3
Graphic Representation
820
18.4
Key Words Associated with Learning Curves
822
18.5
The Cumulative Average Curve
822
18.6
Sources of Experience
824
18.7
Developing Slope Measures
827
18.8
Unit Costs and Use of Midpoints
828
18.9
Selection of Learning Curves
829
18.10
Follow-on Orders
830
18.11
Manufacturing Breaks
830
18.12
Learning Curve Limitations
832
18.13
Prices and Experience
832
18.14
Competitive Weapon
835
18.15
Studying Tips for the PMI® Project Management Certification Exam
835
Problems
836
19
CONTRACT MANAGEMENT
839
19.0
Introduction
839
19.1
Procurement
840
19.2
Plan Procurement
842
19.3
Conducting the Procurements
845
19.4
Conduct Procurements: Request Seller Responses
847
19.5
Conduct Procurements: Select Sellers
847
19.6
Types of Contracts
851
19.7
Incentive Contracts
855
19.8
Contract Type versus Risk
858
19.9
Contract Administration Cycle
859
19.10
Contract Closure
862
19.11
Using a Checklist
863
19.12
Proposal-Contractual Interaction
864
19.13
Summary
867
19.14
Studying Tips for the PMI® Project Management Certification Exam
868
20
QUALITY MANAGEMENT
873
20.0
Introduction
874
20.1
Definition of Quality
875
20.2
The Quality Movement
877
20.3
Comparison of the Quality Pioneers
880
20.4
The Taguchi Approach
881
Contents
XVII
20.5 The Malcolm Baldrige National
Quality Award
884
20.6 ISO 9000 885
20.7
Quality
Management
Concepts
887
20.8
The Cost of Quality
890
20.9
The Seven Quality Control Tools
893
20.10
Process Capability (CP)
910
20.11
Acceptance Sampling
912
20.12
Implementing Six Sigma
912
20.13
Lean Six Sigma and DMAIC
914
20.14
Quality Leadership
915
20.15
Responsibility for Quality
916
20.16
Quality Circles
916
20.17
Just-in-Time Manufacturing (JIT)
917
20.18
Total Quality Management (TQM)
919
20.19
Studying Tips for the PMI® Project Management Certification Exam
923
21
MODERN DEVELOPMENTS PROJECT MANAGEMENT
927
21.0
Introduction
927
21.1
The Project Management Maturity Model (PMMM)
928
21.2
Developing Effective Procedural Documentation
932
21.3
Project Management Methodologies
936
21.4
Continuous Improvement
937
21.5
Capacity Planning
942
21.6
Competency Models
943
21.7
Managing Multiple Projects
945
21.8
End-of-Phase Review Meetings
947
22
THE BUSINESS OF SCOPE CHANGES
949
22.0
Introduction
949
22.1
Need for Business Knowledge
951
22.2
Timing of Scope Changes
952
22.3
Business Need for a Scope Change
953
22.4
Rationale for Not Approving a Scope Change
954
23
THE PROJECT OFFICE
955
23.0
Introduction
955
23.1
Present-Day Project Office
956
23.2
Implementation Risks
957
23.3
Types of Project Offices
958
23.4
Networking Project Management Offices
959
23.5
Project Management Information Systems
959
23.6
Dissemination of Information
961
23.7
Mentoring
962
CONTENTS
23.8 Development
of
Standards and Templates 963
23.9
Project
Management
Benchmarking
963
23.10 Business
Case
Development 964
23.11
Customized
Training
(Related to Project
Management) 965
23.12
Managing Stakeholders
966
23.13
Continuous Improvement
967
23.14
Capacity Planning
967
23.15
Risks of Using a Project Office
968
24
MANAGING CRISIS PROJECTS
971
24.0
Introduction
971
24.1
Understanding Crisis Management
971
24.2
Ford versus Firetone
973
24.3
The Air France Concorde Crash
974
24.4
Intel and the Pentium Chip
975
24.5
The Russian Submarine Kursk
975
24.6
The Tylenol Poisonings
976
24.7
Nestlé s
Marketing of Infant Formula
979
24.8
The Space Shuttle Challeng
er
Disaster
981
24.9
The Space Shuttle Columbia Disaster
982
24.10
Victims versus Villains
983
24.11
Life-Cycle Phases
984
24.12
Project Management Implications
985
25
THE RISE, FALL, AND RESURRECTION OF
IRIDIUM:
A PROJECT MANAGEMENT PERSPECTIVE
987
25.0
Introduction
987
25.1
Naming the Project
Iridium 989
25.2
Obtaining Executive Support
990
25.3
Launching the Venture
990
25.4
The
Iridium
System
992
25.5
The Terrestial and Space-Based Network
992
25.6
Project Initiation: Developing the Business Case
993
25.7
The Hidden Business Case
995
25.8
Risk Management
995
25.9
The Collective Belief
997
25.10
The Exit Champion
997
25.11
Iridium s Infancy Years
999
25.12
Debt Financing
1001
25.13
The M-Star Project
1002
25.14
A New CEO
1003
25.15
Satellite Launches
1003
Contents
ХІХ
25.16 An Initial Public
Offering (IPO)
1004
25.17
Signing up Customers
1004
25.18
Indium s Rapid Ascent
1005
25.19
Indium s Rapid Descent
1007
25.20
The
Iridium
Flu
1012
25.21
Searching for a White Knight
1012
25.22
The Definition of Failure (October,
1999) 1012
25.23
The Satellite Deorbiting Plan
1013
25.24 Iridium
Is Rescued for
$25
Million
1014
25.25
Epilogue
1015
25.26
Shareholder Lawsuits
1015
25.27
The Bankruptcy Court Ruling
1016
25.28
Autopsy
1016
25.29
Financial Impact of the Bankruptcy
1018
25.30
What Really Went Wrong?
1018
25.31
Lessons Learned
1020
25.32
Conclusion
1023
Appendix A. Solutions to the Project Management Conflict Exercise
1025
Appendix B. Solution to Leadership Exercise
1031
Appendix C.
Dorale
Products Case Studies
1037
Appendix D. Solution to the
Dorale
Products Case Studies Answers
1049
Appendix E. Crosslisting of PMBOK® to the Text
1055
Author Index
1061
Subject Index
1065
|
| any_adam_object | 1 |
| author | Kerzner, Harold 1940- |
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| callnumber-first | H - Social Science |
| callnumber-label | HD69 |
| callnumber-raw | HD69.P75 |
| callnumber-search | HD69.P75 |
| callnumber-sort | HD 269 P75 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 360 |
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| dewey-full | 658.4/04 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/04 |
| dewey-search | 658.4/04 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 10. ed. |
| format | Book |
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| id | DE-604.BV035426235 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:34:59Z |
| institution | BVB |
| isbn | 9780470278703 |
| language | English |
| lccn | 2008049907 |
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| physical | XXIV, 1094 S. Ill., graph. Darst. |
| publishDate | 2009 |
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| publisher | Wiley |
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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 10. ed. Hoboken, NJ Wiley 2009 XXIV, 1094 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Project Management (PM) - Case studies pmcsg Project Management (PM) pmcsg Projectmanagement gtt Project management Projektmanagement (DE-588)4047441-0 gnd rswk-swf 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Projektmanagement (DE-588)4047441-0 s DE-604 Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017346691&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Kerzner, Harold 1940- Project management a systems approach to planning, scheduling, and controlling Project Management (PM) - Case studies pmcsg Project Management (PM) pmcsg Projectmanagement gtt Project management Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4522595-3 |
| 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_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 | Project Management (PM) - Case studies pmcsg Project Management (PM) pmcsg Projectmanagement gtt Project management Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Project Management (PM) - Case studies Project Management (PM) Projectmanagement Project management Projektmanagement Fallstudiensammlung |
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