Project management: a managerial approach
Jack Meredith offers readers an insight into human behaviour, knowledge of organisational issues and quantitative methods needed to do project management. He emphasises the challenges they'll face including planning, negotiating, budgeting, communicating and scheduling.
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ
Wiley
2010
|
| Ausgabe: | 7. ed., internat. student version |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | Jack Meredith offers readers an insight into human behaviour, knowledge of organisational issues and quantitative methods needed to do project management. He emphasises the challenges they'll face including planning, negotiating, budgeting, communicating and scheduling. |
| Beschreibung: | XV, 587 S. Ill., graph. Darst. 1 CD-ROM (12 cm) |
| ISBN: | 9780470400265 |
Internformat
MARC
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| 245 | 1 | 0 | |a Project management |b a managerial approach |c Jack R. Meredith ; Samuel J. Mantel |
| 250 | |a 7. ed., internat. student version | ||
| 264 | 1 | |a Hoboken, NJ |b Wiley |c 2010 | |
| 300 | |a XV, 587 S. |b Ill., graph. Darst. |e 1 CD-ROM (12 cm) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 520 | |a Jack Meredith offers readers an insight into human behaviour, knowledge of organisational issues and quantitative methods needed to do project management. He emphasises the challenges they'll face including planning, negotiating, budgeting, communicating and scheduling. | ||
| 630 | 0 | 4 | |a Crystal ball (Computer file) |
| 630 | 0 | 4 | |a Microsoft Project |
| 650 | 7 | |a Project Management (PM) |2 pmcsg | |
| 650 | 4 | |a Project management | |
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| 700 | 1 | |a Mantel, Samuel J. |e Verfasser |0 (DE-588)170657019 |4 aut | |
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Datensatz im Suchindex
| _version_ | 1804139118619262976 |
|---|---|
| adam_text | Contents
CHAPTER
1
The World of Projects
1
1.1
The Definition of a Project
9
1.2
Why Project Management?
12
1.3
The Project Life Cycle
14
1.4
The Structure of This Text
18
PROJECT MANAGEMENT IN PRACTICE
The Olympic Torch Relay Project
12
Demolishing San Francisco s Bridges Safely
19
DIRECTED READING: Lessons for an Accidental Profession
26
PROJECT INITIATION
35
CHAPTER
2
Selecting Projects Strategically
37
2.1
Project Management Maturity
39
2.2
Project Selection and Criteria of Choice
40
2.3
The Nature of Project Selection Models
42
2.4
Types of Project Selection Models
44
2.5
Analysis under Uncertainty
—
The Management of Risk
58
2.6
Comments on the Information Base for Selection
70
2.7
Project Portfolio Process
72
2.8
Project Proposals
80
PROJECT MANAGEMENT IN PRACTICE
Implementing Strategy Through Project Management Tools
39
Virtual Project Team Strategy
50
Simulating the Failure of California s Levees
61
Using a Project Portfolio to Achieve
100%
On-Time Delivery
at
Décor
Cabinets
73
CASE: Pan
Europa
Foods
S.A. 88
DIRECTED READING: From Experience:
Linking Projects to Strategy
96
Xl
xii CONTENTS
CHAPTER
3
The Role of the Project Manager
107
3.1
Project Management and the Project Manager
109
3.2
Special Demands on the Project Manager
115
3.3
Selecting the Project Manager
127
3.4
Problems of Cultural Differences
130
3.5
Impact of Institutional Environments
134
3.6
Multicultural Communications and Managerial Behavior
140
PROJECT MANAGEMENT IN PRACTICE
Churchill as a Project Manager
114
A Surprise Director of Storm Logistics for Katrina
116
Channel Tunnel
124
Why Project Managers Need to Have Local Knowledge
133
Project Management in Brazil during Unstable Times
137
CASE: The National Jazz Hall of Fame
150
DIRECTED READING: What It Takes to Be a Good
Project Manager
157
CHAPTER
4
Working and Partnering with Others
161
4.1
The Nature of Negotiation
164
4.2
Partnering, Chartering, and Scope Change
165
4.3
Conflict and the Project Life Cycle
169
4.4
Some Requirements and Principles of Negotiation
176
PROJECT MANAGEMENT IN PRACTICE
Selling New Area Codes to Consumers Who Don t Want Them
162
Consideration of Waste During Project Implementation
175
Tactical Negotiations
178
DIRECTED READING: Methods of Resolving
Interpersonal Conflict
183
CHAPTER
5
The Role of Projects in the Organization
189
5.1
The Project as Part of the Functional Organization
191
5.2
Pure Project Organization
194
5.3
The Matrix Organization
196
5.4
Mixed Organizational Systems
201
5.5
Choosing an Organizational Form
202
5.6
Two Special Cases
—
Risk Management and The Project Office
205
5.7
The Project Team
213
5.8
Human Factors and the Project Team
217
PROJECT MANAGEMENT IN PRACTICE
Managing Risk in a Competitive Environment
193
Trinatronic, Inc.
204
Risk Analysis vs. Budget/Schedule Requirements in Australia
206
A Project Management Office Success for the Transportation
Security Administration
210
The Empire Uses Floating Multidisciplinary Teams
216
South African Repair Success through Teamwork
221
CONTENTS XIII
CASE: Oilwell Cable Company, Inc.
227
DIRECTED READING: The Virtual Project: Managing Tomorrow s
Team Today
230
PROJECT PLANNING
237
CHAPTER
6
Planning the Work Activities
239
6.1
Initial Project Coordination and the Project Plan
242
6.2
Systems Integration
251
6.3
The Action Plan
252
6.4
The Work Breakdown Structure and Linear Responsibility Chart
261
6.5
Interface Coordination through Integration Management
267
PROJECT MANAGEMENT IN PRACTICE
Beagle
2
Mars Probe a Planning Failure
240
Child Support Software a Victim of Scope Creep
244
Timetable Scheduling and Operational
Plan Generation for London Underground
246
Minnesota DOT Project Planning
250
Disaster Project Planning in Iceland
260
CASE: A Project Management and Control System for
Capital Projects
277
DIRECTED READING: Planning for Crises
in Project Management
286
CHAPTER
7
Project Costs and Budgets
293
7.1
Estimating Project Budgets
294
7.2
Improving the Process of Cost Estimation
305
PROJECT MANAGEMENT IN PRACTICE
Pathfinder Mission to Mars
—
on a Shoestring
294
Managing Costs at Massachusetts Neighborhood Health Plan
300
Completing the Limerick Nuclear Facility Under Budget
306
The Emanon Aircraft Corporation
313
CASE: Automotive Builders, Inc.: The Stanhope Project
322
DIRECTED READING: Three Perceptions of Project Cost
327
CHAPTER
8
Project Activity Scheduling
333
8.1
Background
333
8.2
Network Techniques: PERT (ADM) and CPM (PDM)
337
8.3
Risk Analysis Using Simulation with Crystal Ball®
365
8.4
Using these Tools
371
PROJECT MANAGEMENT IN PRACTICE
Production Scheduling
335
Enterprise Conference Scheduling and Collaboration
362
CASE: The Sharon Construction Corporation
381
XIV CONTENTS
CHAPTER
9
Allocating Resources to the Project
383
9.1
Critical Path Method—Crashing a Project
385
9.2
The Resource Allocation Problem
392
9.3
Resource Loading
394
9.4
Resource Leveling
397
9.5
Constrained Resource Scheduling
402
9.6
Multiproject Scheduling and Resource Allocation
408
9.7
Goldratt s Critical Chain
415
PROJECT MANAGEMENT IN PRACTICE
Expediting Los Angeles Freeway Repairs after the Earthquake
384
Architectural Associates, Inc.
387
Benefit/Cost Analysis Saves Chicago s Deep Tunnel Project
393
Benefits of Resource Constraining at Pennsylvania Electric
407
CASE:
D.U.
Singer Hospital Products Corp.
428
PROJECT EXECUTION
433
CHAPTER
10
Information Requirements for the Project
435
10.1
The Planning-Monitoring-Controlling Cycle
436
10.2
Information Needs and Reporting
444
10.3
Earned Value Analysis
450
10.4
Computerized PMIS (Project Management Information Systems)
462
PROJECT MANAGEMENT IN PRACTICE
Using Project Management Software to Schedule the Olympic Games
436
Drug Counseling Program
442
Tracking Scope Creep: A Project Manager Responds
445
Success through Earned Value at Texas Instruments
460
CASE: The Project Manager/Customer Interface
470
CHAPTER
11
Controlling Project Execution
475
11.1
The Fundamental Purposes of Control
477
11.2
Three Types of Control Processes
479
11.3
The Design of Control Systems
488
11.4
Control: A Primary Function of Management
496
11.5
Control of Change and Scope Creep
501
PROJECT MANAGEMENT IN PRACTICE
Delhi Metro
480
Schedule and Cost Control for Australia s New Parliament House
494
Major Scope Creep in Boston s Big Dig
502
Better Control of Development Projects at Johnson Controls
505
CASE: Peerless Laser Processors
510
DIRECTED READING: Controlling Projects According to Plan
515
CONTENTS
XV
CHAPTER
12
Evaluating the Project
521
12.1
Purposes of Evaluation
—
Goals of the System
522
12.2
The Project Audit
524
12.3
Construction and Use of the Audit Report
528
12.4
The Project Audit Life Cycle
530
12.5
Some Essentials of an Audit/Evaluation
533
12.6
Measurement
536
PROJECT MANAGEMENT IN PRACTICE
Lessons from Auditing
110
Client/Server and Open Systems Projects
525
Auditing a Troubled Project at Atlantic States Chemical Laboratories
531
CASE: Theater High Altitude Area Defense (THAAD): Five Failures and
Counting (B)
541
DIRECTED READING: An Assessment of Postproject Reviews
544
CHAPTER
13
Completing the Project
551
13.1
The Varieties of Project Termination
552
13.2
When to Terminate a Project
555
13.3
The Termination Process
561
13.4
The Final Report—A Project History
566
13.5
A Final Note
568
PROJECT MANAGEMENT IN PRACTICE
Project Termination Practices in Indian Industry
554
Terminating the Superconducting Super Collider Project
560
Photo Credits
573
Name Index
575
Subject Index
580
Please visit http://www.wiley.com/go/global/meredithforAppendices.
A: Probability and Statistics and Appendix B: Answers to the Even-
Numbered Problems.
|
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| spelling | Meredith, Jack R. 1939- Verfasser (DE-588)170525767 aut Project management a managerial approach Jack R. Meredith ; Samuel J. Mantel 7. ed., internat. student version Hoboken, NJ Wiley 2010 XV, 587 S. Ill., graph. Darst. 1 CD-ROM (12 cm) txt rdacontent n rdamedia nc rdacarrier Jack Meredith offers readers an insight into human behaviour, knowledge of organisational issues and quantitative methods needed to do project management. He emphasises the challenges they'll face including planning, negotiating, budgeting, communicating and scheduling. Crystal ball (Computer file) Microsoft Project Project Management (PM) pmcsg Project management Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 Mantel, Samuel J. Verfasser (DE-588)170657019 aut Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017556327&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Meredith, Jack R. 1939- Mantel, Samuel J. Project management a managerial approach Crystal ball (Computer file) Microsoft Project Project Management (PM) pmcsg Project management Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Project management a managerial approach |
| title_auth | Project management a managerial approach |
| title_exact_search | Project management a managerial approach |
| title_full | Project management a managerial approach Jack R. Meredith ; Samuel J. Mantel |
| title_fullStr | Project management a managerial approach Jack R. Meredith ; Samuel J. Mantel |
| title_full_unstemmed | Project management a managerial approach Jack R. Meredith ; Samuel J. Mantel |
| title_short | Project management |
| title_sort | project management a managerial approach |
| title_sub | a managerial approach |
| topic | Crystal ball (Computer file) Microsoft Project Project Management (PM) pmcsg Project management Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Crystal ball (Computer file) Microsoft Project Project Management (PM) Project management Projektmanagement |
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