A forward looking approach to project management: tools, trends, and the impact of disruptive technologies
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Singapore
Springer
2017
|
| Schriftenreihe: | Lecture notes in management and industrial engineering
|
| Schlagworte: | |
| Online-Zugang: | BTU01 FAB01 FAW01 FHA01 FHI01 FHN01 FHR01 FKE01 FLA01 FRO01 FWS01 FWS02 TUM01 UBY01 Volltext Inhaltsverzeichnis |
| Beschreibung: | 1 Online-Ressource (xxx, 401 Seiten) Illustrationen, Diagramme |
| ISBN: | 9789811007828 |
| ISSN: | 2198-0772 |
| DOI: | 10.1007/978-981-10-0782-8 |
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Datensatz im Suchindex
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| adam_text | Nikhil Gurjar
A Forward Looking
Approach to Project
Management
Tools, Trends, and the Impact
of Disruptive Technologies
4^ Springer
Contents
Part I A Reality Check
1 Introduction 3
1 1 Introduction 4
1 2 How Project Management Evolved 4
121 PMBoK® as a Guidance Versus PMBoK®
as a Standard 4
122 Navigating Through the Layers 5
1 3 How Are These Methods Different? 6
131 The Micro-Drill Effect 6
132 Characterizing the Change 6
1 4 Types of Project Environments 7
141 What Is the Business Issue? 8
142 Limitations of Existing Attempts 8
143 Refining the Business Issue 9
144 An Alternative Framework 9
1 5 Types of Projects 13
151 Cardinal Questions 13
152 Conventional Thinking on Types 14
153 Why Is Classification Not Useable? 16
154 An Alternate View 17
1 6 The Distinction Between the Two Approaches 19
161 Advantages of Stereotyping 20
162 Disadvantages of Stereotyping 20
1 7 Key Takeaways 21
2 Basic Misconceptions in Projects 23
2 1 Hello World! 23
211 Drawing the Line Between Projects
and Operations 24
212 Similarities Between Projects and Operations 25
XV
XVI
Contents
2 2 Projects in Business 27
2 3 Project Approvals are Complex Financial Decisions 29
231 Cost-Benefit Analysis 30
232 Appraise the Investment 31
233 Recap of Basic Financial Management Concepts 33
24A More Balanced Perspective of Project Evaluation 38
2 5 Key Takeaways 40
3 A Quick Honest Beginning! 41
3 1 All’s Well! 41
3 2 Caselet 1 42
3 3 Caselet 2 42
3 4 Caselet 3 42
3 5 Caselet 4 42
3 6 Real Life Cases: As Narrated by a Project Manager-1 43
3 7 Real Life Cases: As Narrated by a Project Manager-2 44
3 8 Real Life Cases: As Narrated by a Project Manager-3 44
381 Case 1 44
382 Case 2 44
Part II Reviewing Projects: First Level
4 The Systems View of Management-1 47
4 1 Introduction 47
4 2 An Example Framework 49
4 3 The Project Management Context 51
4 4 Project Phase 51
4 5 Project Life Cycle 51
4 6 Types of Project Life Cycles 53
461 SDLC: The Linear Model 54
462 The Incremental Model 57
463A Quick Simulation 58
464 Rapid Application Development 61
47A Generic Treatment 62
48A Popular Issue 69
4 9 Key Takeaways 70
5 The Systems View of Management-II 71
5 1 The Project Organization 71
511 The Structural Frame 71
512 The Human Resource Frame 72
513 The Political Frame 72
514 The Symbolic Frame 73
5 2 Project Organization: Types of Structural Frames 73
5 3 Functional Organization 73
5 4 Projectized Organizations 74
Contents xvii
5 5 Matrix Organizations 75
5 6 Demystifying the Structural Frame 76
5 7 The Biological Entrepreneurial Model 78
571 Understanding the Biological Component 79
572A Quick View of the Model 80
5 8 Key Takeaways 81
6 Basic Mantras of Project Management 83
61A Serious Note to Begin with! 83
6 2 Wits of Experience! 84
6 3 Formal Project Management 85
6 4 Project Stakeholders 86
6 5 The First Mantra 87
6 6 Project Scope Management 88
6 7 The Second Mantra 90
6 8 Project Plan and Schedule Management 90
681 Two Problems to Avoid 92
6 9 The Third Mantra 93
6 10 Project Costing 93
6 10 1 The Pseudo Management Problem 94
6 11 The Fourth Mantra 96
6 12 Project Quality 96
6 12 1 Quality: An Ignored Concept 97
6 13 The Fifth Mantra 98
6 14 Project Communication Management 98
6 14 1 Pitfalls of Improper Communication
Management 99
6 15 The Sixth Mantra 99
6 16 Key Takeaways 100
Part m Management and Business Review
7 Second Level Review-1 103
7 1 Reengineering the Processes 104
7 2 Project Management Tools 104
721 So, What Is a Tool? 105
722 Some Popular Tools 105
7 3 Mantras for Project Management Tools 106
7 4 Understanding the Management Context 107
75A Sample Case 107
751A Look at Potential Maneuvers 108
752 More Information to Decide Better! Ill
7 6 Factoring Additional Information in the Sample Case 116
761 Devising a Good Framework for the Decision 118
762 The Modeling Approach 119
763A Few Points to Ponder 122
xviii Contents
7 7 Understanding Critical Paths 124
7 8 Three Point Estimation 126
7 9 Key Takeaways 128
8 Second Level Review-II 129
8 1 Reporting 129
811A Sample Case Demonstration 130
812 Important Aspects of Reporting 133
813 The Most Common Mistake in Reporting 135
814 Defining Metrics 135
8 2 Earned Value Analysis 137
821A Sample Case 138
822 Problems with EVA 140
8 3 Key Takeaways 144
9 Second Level Review-Ill 145
9 1 The Many Forms of Truth 145
911 Introduction 146
912 Approaches to Understanding the Truth 146
913 Parameter 1: Culture 147
914 Parameter 2: The Dilemma of Choices 147
915 Parameter 3: The Corporate Direction 148
916 Integrating the Parameters 149
917 The Way Ahead 150
9 2 The Race Between Cost and Time 150
921A Sample Case 151
9 3 Important Concepts on Integration 153
931 The Strategic Time-Window 153
932 The Opportunity Cost 155
9 4 Key Takeaways 157
Part IV Active Project Risk Management
10 Basics Mantras of Risk Management 161
10 1 A Taste of Practice! 162
10 1 1 The First Mantra of Risk Management 163
10 2 Some Basic Checks to Start 163
10 3 Prioritizing Risks 164
10 3 1 The First Fundamental Analysis 165
10 3 2 The Second Mantra of Risk Management 166
10 4 Controlling Risks 167
10 4 1 The Third Mantra of Risk Management 168
10 5 Classifying Risks 168
10 5 1 The Fourth Mantra of Risk Management 168
10 6 Re-visiting Rankings 170
10 6 1 The Fifth Mantra of Risk Management 171
Contents
xix
10 7 Risk Hierarchy 171
10 7 1 The Sixth Mantra of Risk Management 172
10 8 Key Takeaways 172
XI How Risky Is Your Risk Management? 173
11 1 Introduction 173
11 2 What Is Risk? 173
11 3 Phases in Risk Management 175
11 4 Risk I: The Numerical Perspective 175
11 5 Risk II: The Extremes Perspective 175
11 6 Risk HE: The Measurement Perspective 176
11 7 Risk IY: Method of Capture 176
11 8 Risk V: Periodicity 177
11 9 Risk VI: Control System 177
11 10 Risk VII: Quality of Information 178
11 11 Risk VIE: Spread of Analysis 179
11 12 Risk IX: The Transition 179
11 13 Key Takeaways 179
12 Project Management in R amp;D 181
12 1 Introduction 181
12 2 Misconceptions in R amp;D 181
12 3 Challenges and Market Responses 182
12 4 Key Takeaways 183
13 Tools in Risk Management 185
13 1 A Brief History 186
13 2 Critical Issues 186
13 3 The Decision Tree 187
13 3 1 The Conventions 187
13 3 2 More Information 188
13 4 The Utility Function 189
13 4 1 An Application 189
13 5 Incorporating the Procrastinator Manager! 190
13 5 1 Two Quick Mantras 191
13 6 Some Strategies for Decision Trees 191
13 6 1 Risk-Averse Organizations 191
13 6 2 Ready-to-Jump! 192
13 63A Better Balance 192
13 7 Game Theory 193
13 8 Basic Game Theory 193
13 9 The Schedule Chicken 194
13 9 1 Another Variation of Game Theory 196
13 92A Crazier Situation! 197
13 10 Key Takeaways 197
XX
Contents
14 Risk Parameters 199
14 1 Introduction 199
14 2 Revisiting the Perspectives Involved 200
14 21A Sample Case 201
14 3 Scenario Planning in Risks 203
14 31A Quick Recap on Fundamentals of Scenarios 204
14 3 2 Two Phenomena to Be Wary of 206
14 4 The Last-Mile Phenomenon 208
14 5 Control Risk Through Meetings 211
14 6 Revisiting Utility Functions 213
14 6 1 Threshold Methods 213
14 6 2 Combining Parameters 216
14 7 Micro-planning 217
14 71A Formal Definition 218
14 7 2 Criteria to Adopt Micro-planning 218
14 8 Key Takeaways 219
Part V Project Planning and Scheduling
15 Basics of Scheduling 223
15 1 Reviewing Basics 224
15 2 Derive the Schedule 226
15 3 Slacks or Floats 229
15 4 Resources and Calendars 230
15 5 Resource Leveling 231
15 5 1 Strategies for Leveling 232
15 6 Despite All Said 233
15 7 A Quick Understanding of Relationships 235
15 8 Updating Schedules 238
15 9 Basic Schedule Analysis 239
15 9 1 Robustness 239
15 9 2 Variances in the Plan 241
15 9 3 Activity Assignments 242
15 9 4 Clear Activity Definition 243
15 10 Key Takeaways 244
16 Advanced Planning and Schedule Analysis 245
16 1 WBS and Its Link with the Project Plan 245
16 1 1 3D Project WBS 247
16 1 2 So, Where Is the Problem? 248
16 2 WBS Maturity Model 249
16 3 Multitasking in Projects 252
16 4 Establishing Successful Baselines 256
16 4 1 Some Myths About Baselines 256
16 4 2 Define the Baseline 257
16 4 3 Dimensions to Ensure a Successful Baseline 258
16 5 Key Takeaways 263
Contents
xxi
17 More Advanced Planning 265
17 1 Change in WBS and Baselines of a Project 266
17 2 Integration in Planning 270
17 3 Light Version of 4D Models 272
17 4 Complexity of Perspectives 276
17 5 Integrating Schedules with Logistics 281
17 6 Integrating Schedules as Schedules! 285
17 6 1 Retained Logic and Schedule Override 287
17 6 2 Selective Update of Contractor Schedules 289
17 7 Activity Versus Milestone-based Scheduling 290
17 71A Few Situations to Consider 291
17 7 2 Milestone-Based Management 293
17 7 3 Milestone Structure 294
17 7 4 Monitoring 295
17 7 5 Contract Types 295
17 76A Closing Remark on Activity Detailing 296
17 8 Critical Chain Project Management 296
17 81A Behavioral Genesis 297
17 8 2 Demystifying the Critical Chain 297
17 9 Key Takeaways 299
Part VI Project Procurement Management
18 Procurement: Commercial Risks Dimension 303
18 1 Pricing for Risks 304
18 2 Bidding Dimensions and Risk Management 305
18 3 Getting to Contract 306
18 3 1 Basic Contract Types: Cost Perspective 307
18 3 2 Contract Types: Supplier Perspective 309
18 3 3 Contract Types: Business Case Perspective 310
18 3 4 Innovations in Contracts 313
18 4 Key Takeaways 314
19 Account Management 317
19 1 Key Drivers 318
19 2 Communication Philosophy 319
19 3 Partnering or Engaging Principles 324
19 4 Posturing 328
19 5 More Dimensions 329
19 5 1 Content of Information 330
19 5 2 Network 330
19 6 A Case Study: Communication Leverage 331
19 7 Key Takeaways 340
xxii Contents
20 Public-Private Partnerships in Projects 341
20 1 Introducing PPP 342
20 2 A Better Understanding of PPP 344
20 2 1 Common Analogy 344
20 2 2 Another One 345
20 23A More Complex One 345
20 3 A Simplistic View 346
20 4 Why Is PPP So Important? 347
20 5 Key Dimensions and Challenges 348
20 5 1 Environmental Readiness Phase 349
20 5 2 Initiation Phase 353
20 5 3 The Realization Phase 354
20 5 4 Post-implementation Phase 356
20 6 Key Takeaways 357
21 Key Mantras in PPP Projects 359
21 1 The Experience Dimension 359
21 1 1 The First Mantra 361
21 2 Incentivizing a PPP Project 361
21 21A Case in Point 361
21 2 2 The Second Mantra 363
21 3 Unorthodox Views on Independent Contracting! 364
21 3 1 The Third Mantra 365
21 4 Ensuring Integration 366
21 4 1 Contrasting Philosophies 366
21 4 2 The Fourth Mantra 367
21 5 Curbing Corruption 368
21 5 1 The Fifth Mantra 368
21 6 Key Takeaways 369
Part VII Other Project Areas
22 People Dimensions 373
22 1 The 1-2-3 of HR 374
22 1 1 The Cardinal Question 375
22 1 2 Factor 1: The Individual Productivity
or Performance 375
22 1 3 Factor 2: The Group Productivity
or Performance 376
22 1 4 Factor 3: CTC as a Function of Performance 376
22 1 5 Factor 4: Attrition Rates 377
22 1 6 Factor 5: Cost of Replacing 377
22 1 7 Factor 6: Time to Replace and the Time
to Restore 377
22 1 8 Factor 7: Cost of Under-Performing 378
Contents xxiii
22 1 9 The Integration Model 378
22 1 10 Conclusion 378
22 2 HR in Projects: Attrition Management! 379
22 2 1 The HR Dilemma Revisited! 380
22 2 2 The Quick Business Test! 381
22 2 3 Need for Innovation 382
22 2 4 Environments Requiring Such Models 387
22 2 5 Preparing the Model 388
22 3 Key Takeaways 390
References 393
Index
|
| any_adam_object | 1 |
| author | Gurjar, Nikhil |
| author_facet | Gurjar, Nikhil |
| author_role | aut |
| author_sort | Gurjar, Nikhil |
| author_variant | n g ng |
| building | Verbundindex |
| bvnumber | BV043862118 |
| classification_tum | MAS 000 ELT 000 |
| collection | ZDB-2-ENG |
| ctrlnum | (ZDB-2-ENG)9789811007828 (OCoLC)958029199 (DE-599)BVBBV043862118 |
| dewey-full | 670 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 670 - Manufacturing |
| dewey-raw | 670 |
| dewey-search | 670 |
| dewey-sort | 3670 |
| dewey-tens | 670 - Manufacturing |
| discipline | Elektrotechnik Werkstoffwissenschaften / Fertigungstechnik Maschinenbau |
| doi_str_mv | 10.1007/978-981-10-0782-8 |
| format | Electronic eBook |
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| id | DE-604.BV043862118 |
| illustrated | Not Illustrated |
| indexdate | 2025-02-20T06:53:30Z |
| institution | BVB |
| isbn | 9789811007828 |
| issn | 2198-0772 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-029272192 |
| oclc_num | 958029199 |
| open_access_boolean | |
| owner | DE-859 DE-1046 DE-860 DE-898 DE-BY-UBR DE-706 DE-92 DE-1043 DE-91 DE-BY-TUM DE-634 DE-Aug4 DE-861 DE-863 DE-BY-FWS DE-862 DE-BY-FWS DE-573 |
| owner_facet | DE-859 DE-1046 DE-860 DE-898 DE-BY-UBR DE-706 DE-92 DE-1043 DE-91 DE-BY-TUM DE-634 DE-Aug4 DE-861 DE-863 DE-BY-FWS DE-862 DE-BY-FWS DE-573 |
| physical | 1 Online-Ressource (xxx, 401 Seiten) Illustrationen, Diagramme |
| psigel | ZDB-2-ENG ZDB-2-ENG_2017 |
| publishDate | 2017 |
| publishDateSearch | 2017 |
| publishDateSort | 2017 |
| publisher | Springer |
| record_format | marc |
| series2 | Lecture notes in management and industrial engineering |
| spellingShingle | Gurjar, Nikhil A forward looking approach to project management tools, trends, and the impact of disruptive technologies Engineering Project management Engineering / Vocational guidance Industrial engineering Production engineering Industrial and Production Engineering Project Management Job Careers in Science and Engineering Ingenieurwissenschaften |
| title | A forward looking approach to project management tools, trends, and the impact of disruptive technologies |
| title_auth | A forward looking approach to project management tools, trends, and the impact of disruptive technologies |
| title_exact_search | A forward looking approach to project management tools, trends, and the impact of disruptive technologies |
| title_full | A forward looking approach to project management tools, trends, and the impact of disruptive technologies Nikhil Gurjar |
| title_fullStr | A forward looking approach to project management tools, trends, and the impact of disruptive technologies Nikhil Gurjar |
| title_full_unstemmed | A forward looking approach to project management tools, trends, and the impact of disruptive technologies Nikhil Gurjar |
| title_short | A forward looking approach to project management |
| title_sort | a forward looking approach to project management tools trends and the impact of disruptive technologies |
| title_sub | tools, trends, and the impact of disruptive technologies |
| topic | Engineering Project management Engineering / Vocational guidance Industrial engineering Production engineering Industrial and Production Engineering Project Management Job Careers in Science and Engineering Ingenieurwissenschaften |
| topic_facet | Engineering Project management Engineering / Vocational guidance Industrial engineering Production engineering Industrial and Production Engineering Project Management Job Careers in Science and Engineering Ingenieurwissenschaften |
| url | https://doi.org/10.1007/978-981-10-0782-8 http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029272192&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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