Project management: a strategic managerial approach
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken NJ
Wiley
[2022]
|
| Ausgabe: | Eleventh edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xii, 522, I-10 Seiten Illustrationen, Diagramme |
| ISBN: | 9781119803836 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | Brief Contents PREFACE 1 V PART III: PROJECT EXECUTION 10 Projects in Contemporary Organizations Monitoring and Information Systems і 399 11 Project Control 433 12 Project Auditing 13 Project Closure and Benefits PART I: PROJECT INITIATION 2 Project Strategy and Selection 3 The Project Manager 4 Managing for Stakeholders AUTHOR INDEX and Resolving Conflicts SUBJECT INDEX 5 468 37 83 Realization U9 499 1-1 1-3 The Project in the Organizational Please visit http://www.wiley.com/college/meredith Structure for Appendices. 148 APPENDIX A Probability and Statistics (Online) APPENDIX В Solutions to Selected Problems PART II: PROJECT PLANNING 6 Activity Planning: Traditional and Agile (Online) 193 APPENDIX C 7 Budgeting and Risk Management 8 Scheduling 9 Resource Allocation 297 239 (Online) APPENDIX D 356 Technological Forecasting Creativity and Idea Generation (Online) IX
Contents 1 3 The Project Manager 83 Projects in Contemporary Organizations 1 1.1 The Definition of a “Project” 1.2 Why Project Management? 1.3 The Project Life Cycle 1.4 Agile Project Management 3.1 Manager 2 Э 16 21 A Unique Method for Traveler-Tracking at Copenhagen Airport 5 The Smart-Grid Revolution Starts in Boulder, Colorado 7 The Olympic Torch Relay Project 8 Turning London’s Waste Dump into the 2012 Olympics Stadium 19 PART I: PROJECT INITIATION Special Demands on the Project Manager 3.3 Attributes of Effective Project Managers 3.4 Problems of Cultural Differences 90 98 105 The Project Management Career Path at AT T 89 Shanghai Unlucky with Passengers 96 Growing Stress at Twitter 104 Success at Energo by Integrating Two Diverse Cultures 108 CASES: Two Emergency Projects and PMs 114 READING: JugglingAct 117 Chapter 3 Appendix: Primer on Effective Time Management (Online) 4 Managing for Stakeholders 2 Project Strategy and 2.1 84 3.2 PROJECT MANAGEMENT IN PRACTICE 1.5 The Structure of this Text 26 PROJECT MANAGEMENT IN PRACTICE Selection Project Management and the Project and Resolving Conflicts 119 37 Organizational Project Management and Governance 38 2.2 Project Selection Models 2.3 Project Portfolio Management (PPM) 43 57 4.1 Identifying and Analyzing Stakeholders 4.2 Conflicts and the Project Life Cycle 4.3 Dealing with Conflicts 4.4 4.5 The Nature of Negotiation 130 Partnering, Chartering, and Scope Change 121 124 128 133 PROJECT MANAGEMENT IN PRACTICE PROJECT MANAGEMENT IN PRACTICE Beagle 2 Mars Probe—A Planning Failure 38 Taipei 101: Refitted as World’s Tallest
Sustainable Building 47 Using a Project Portfolio to Achieve 100 Percent On-Time Delivery at Decor Cabinet Company 59 Implementing Strategy through Projects at Blue Cross/Blue Shield 61 CASE: MDCM, Inc. (B): Strategic IT Portfolio Management 72 READING: From Experience: Linking Projects to Strategy 74 Agile Project to Create Website Following Earthquake 121 Stakeholder Involvement at Nemours Children’s Hospital 124 A Consensus Feasibility Study for Montreal’s Archipel Dam 129 Quickly Building a Kindergarten through Negotiation 132 CASE 4.1: Winds of Change in Klickitat County: The Harvest Wind Project 139 CASE 4.2: Negotiation in Action—The Quad Sensor Project 145 READING: Roll Call 146 x
CONTENTS 5 The Project in the Organizational Structure 5.1 Projects in a Functional Organization 5.2 5.3 5.4 148 150 7 Budgeting and Risk Management 239 7.1 Estimating Project Budgets Projects in a Projectized Organization 153 Projects in a Matrixed Organization 155 7.2 Better Cost Estimating and Bidding 7.3 Project Risk Management Projects in Composite Organizational Structures 7.4 Quantitative Risk Assessment 161 5.5 5.6 Selecting a Project Form 162 The Project Management Office 5.7 The Project Team Methodologies 240 251 261 271 PROJECT MANAGEMENT IN PRACTICE 163 172 5.8 Human Factors and the Project Team PROJECT MANAGEMENT IN PRACTICE 177 Reorganizing for Project Management at Prévost Car 153 Software Firm Yunio Avoids Complex Technologies 160 Trinatronic, Inc. 164 A Project Management Office Success for the Transportation Security Administration 167 Convention Security: Project Success through Budget Recovery 169 South African Repair Success through Teamwork 178 CASE: Acorn Industries 185 READING: Four Steps to a Stronger PMO 188 6 Activity Planning: Traditional and Agile 193 6.1 6.2 Traditional Project Activity Planning Agile Project Planning 213 6.3 Coordination through Integration Pathfinder Mission to Mars—on a Shoestring 241 The Emanon Aircraft Corporation 260 Facebook Risks Interruption to Move a Terabyte 270 Ignoring Risk Contrasted with Recognizing Risk in Two Industries 274 Simulating the Failure of California’s Levees 275 CASE: Fuddruckers and the Crystal Coast Music Festival 291 READING: Building Resiliency 294 8 Scheduling 297 8.1 Background 8.2 Network
Techniques: PERT and CPM 297 8.3 Risk Analysis Using Simulation with Crystal 8.4 Ball® 328 Using these Tools 299 338 8.5 Scheduling with Scrum 339 PROJECT MANAGEMENT IN PRACTICE PART II: PROJECT PLANNING Management X¡ 195 221 PROJECT MANAGEMENT IN PRACTICE Child Support Software a Victim of Scope Creep 200 Using Agile to Integrate Two Gas Pipeline Systems 215 The Current State of Agile Project Management 216 An Acquisition Failure Questions Recommended Practice 222 CASE: Heublein: Planning a Project Management and Control System 228 READING: The Evolution of Agile 236 Massachusetts’ Instant Bridges 298 Election Returns within Three Hours 306 Hosting the Annual Project Management Institute Symposium 326 Designing and Deliveringa Rush Vehicle for War 337 CASE: NutriStar Energy, Inc. 351 READING: Without Further Delay 353 9 Resource Allocation 356 9.1 Critical Path Method—Crashing a Project 9.2 9.3 9.4 The Resource Allocation Problem 9.5 Constrained Resource Scheduling 364 Resource Loading 366 Resource Leveling 370 374 9.6 Goldratt’s Critical Chain 380 PROJECT MANAGEMENT IN PRACTICE Expediting Los Angeles Freeway Repairs after the Earthquake 357 357
ХІІ CONTENTS Thirty Days to Rescue 365 Benefits of Resource Constraining at Pennsylvania 12 Project Auditing Electric 379 Architectural Associates, Inc. 386 CASE: D. U. Singer Hospital Products Corp. 392 READING: Let the Games Begin-Now 395 12.1 Purposes of Evaluation—Goals of the System 469 12.2 The Project Audit 12.3 468 472 The Project Audit Life Cycle 479 12.4 Some Essentials of an Audit/Evaluation PART III: PROJECT EXECUTION 12.5 399 10.1 The Planning-Monitoring-Controlling 10.2 Cycle 400 Information Needs and Reporting 10.3 Earned Value Analysis 404 409 10.4 Agile Tools for Tracking Project Progress PROJECT MANAGEMENT IN PRACTICE 421 Using Project Management Software to Schedule the Olympic Games 401 Managing Costs at Massachusetts’ Neighborhood Health Plan 405 Using Earned Value to Monitor Governmental Archiving and Records Costs 415 Success through Earned Value at Texas Instruments 420 CASE: The Project Manager/Customer Interface 428 READING: Raise the Red Flags 431 11 Project Control 485 PROJECT MANAGEMENT IN PRACTICE 10 Monitoring and Information Systems Measurement 483 470 Risk Analysis vs. Budget/Schedule Requirements in Australia 470 Lessons from Auditing 110 Client/Server and Open Systems Projects 473 Regaining Control of Nuclear Fusion 475 Auditing a Troubled Project at Atlantic States Chemical Laboratories 480 CASE: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 490 READING: An Assessment of Postproject Reviews 493 13 Project Closure and Benefits Realization 13.1 499 The Varieties of Project Closure 13.2 When to Close a Project
13.3 The Closure Process 500 503 508 13.4 The Project Plan Report—A Project History 13.5 Benefits Realization 13.6 Afterword 515 517 518 PROJECT MANAGEMENT IN PRACTICE 433 11.1 The Fundamental Purposes of Control 436 11.2 Three Types of Control Processes 438 11.3 The Design of Control Systems 11.4 Control of Change and Scope Creep 448 455 PROJECT MANAGEMENT IN PRACTICE Major Scope Creep in Boston’s “Big Dig” 436 Extensive Controls for San Francisco’s Metro Turnback Project 439 Tracking Scope Creep: A Project Manager Responds 451 Better Control of Development Projects at Johnson Controls 457 CASE: The Project Manager/Customer Interface (B) 464 READING: Delivery Dilemma: Here’s Howto Choose the Right Approach for a Project 465 Nucor’s Approach to Closure by Addition 502 Twelve Hospital Handoff Projects 504 Terminating the Superconducting Super Collider Project 509 When You Have to Kill a Project 515 AUTHOR INDEX 1-1 SUBJECT INDEX 1-3 Please visit http://www.wiley.com/college/meredith for Appendices. APPENDIX A APPENDIX в APPENDIX c APPENDIX D Probability and Statistics (Online) Solutions to Selected Problems (Online) Technological Forecasting (Online) Creativity and Idea Generation (Online)
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| adam_txt |
Brief Contents PREFACE 1 V PART III: PROJECT EXECUTION 10 Projects in Contemporary Organizations Monitoring and Information Systems і 399 11 Project Control 433 12 Project Auditing 13 Project Closure and Benefits PART I: PROJECT INITIATION 2 Project Strategy and Selection 3 The Project Manager 4 Managing for Stakeholders AUTHOR INDEX and Resolving Conflicts SUBJECT INDEX 5 468 37 83 Realization U9 499 1-1 1-3 The Project in the Organizational Please visit http://www.wiley.com/college/meredith Structure for Appendices. 148 APPENDIX A Probability and Statistics (Online) APPENDIX В Solutions to Selected Problems PART II: PROJECT PLANNING 6 Activity Planning: Traditional and Agile (Online) 193 APPENDIX C 7 Budgeting and Risk Management 8 Scheduling 9 Resource Allocation 297 239 (Online) APPENDIX D 356 Technological Forecasting Creativity and Idea Generation (Online) IX
Contents 1 3 The Project Manager 83 Projects in Contemporary Organizations 1 1.1 The Definition of a “Project” 1.2 Why Project Management? 1.3 The Project Life Cycle 1.4 Agile Project Management 3.1 Manager 2 Э 16 21 A Unique Method for Traveler-Tracking at Copenhagen Airport 5 The Smart-Grid Revolution Starts in Boulder, Colorado 7 The Olympic Torch Relay Project 8 Turning London’s Waste Dump into the 2012 Olympics Stadium 19 PART I: PROJECT INITIATION Special Demands on the Project Manager 3.3 Attributes of Effective Project Managers 3.4 Problems of Cultural Differences 90 98 105 The Project Management Career Path at AT T 89 Shanghai Unlucky with Passengers 96 Growing Stress at Twitter 104 Success at Energo by Integrating Two Diverse Cultures 108 CASES: Two Emergency Projects and PMs 114 READING: JugglingAct 117 Chapter 3 Appendix: Primer on Effective Time Management (Online) 4 Managing for Stakeholders 2 Project Strategy and 2.1 84 3.2 PROJECT MANAGEMENT IN PRACTICE 1.5 The Structure of this Text 26 PROJECT MANAGEMENT IN PRACTICE Selection Project Management and the Project and Resolving Conflicts 119 37 Organizational Project Management and Governance 38 2.2 Project Selection Models 2.3 Project Portfolio Management (PPM) 43 57 4.1 Identifying and Analyzing Stakeholders 4.2 Conflicts and the Project Life Cycle 4.3 Dealing with Conflicts 4.4 4.5 The Nature of Negotiation 130 Partnering, Chartering, and Scope Change 121 124 128 133 PROJECT MANAGEMENT IN PRACTICE PROJECT MANAGEMENT IN PRACTICE Beagle 2 Mars Probe—A Planning Failure 38 Taipei 101: Refitted as World’s Tallest
Sustainable Building 47 Using a Project Portfolio to Achieve 100 Percent On-Time Delivery at Decor Cabinet Company 59 Implementing Strategy through Projects at Blue Cross/Blue Shield 61 CASE: MDCM, Inc. (B): Strategic IT Portfolio Management 72 READING: From Experience: Linking Projects to Strategy 74 Agile Project to Create Website Following Earthquake 121 Stakeholder Involvement at Nemours Children’s Hospital 124 A Consensus Feasibility Study for Montreal’s Archipel Dam 129 Quickly Building a Kindergarten through Negotiation 132 CASE 4.1: Winds of Change in Klickitat County: The Harvest Wind Project 139 CASE 4.2: Negotiation in Action—The Quad Sensor Project 145 READING: Roll Call 146 x
CONTENTS 5 The Project in the Organizational Structure 5.1 Projects in a Functional Organization 5.2 5.3 5.4 148 150 7 Budgeting and Risk Management 239 7.1 Estimating Project Budgets Projects in a Projectized Organization 153 Projects in a Matrixed Organization 155 7.2 Better Cost Estimating and Bidding 7.3 Project Risk Management Projects in Composite Organizational Structures 7.4 Quantitative Risk Assessment 161 5.5 5.6 Selecting a Project Form 162 The Project Management Office 5.7 The Project Team Methodologies 240 251 261 271 PROJECT MANAGEMENT IN PRACTICE 163 172 5.8 Human Factors and the Project Team PROJECT MANAGEMENT IN PRACTICE 177 Reorganizing for Project Management at Prévost Car 153 Software Firm Yunio Avoids Complex Technologies 160 Trinatronic, Inc. 164 A Project Management Office Success for the Transportation Security Administration 167 Convention Security: Project Success through Budget Recovery 169 South African Repair Success through Teamwork 178 CASE: Acorn Industries 185 READING: Four Steps to a Stronger PMO 188 6 Activity Planning: Traditional and Agile 193 6.1 6.2 Traditional Project Activity Planning Agile Project Planning 213 6.3 Coordination through Integration Pathfinder Mission to Mars—on a Shoestring 241 The Emanon Aircraft Corporation 260 Facebook Risks Interruption to Move a Terabyte 270 Ignoring Risk Contrasted with Recognizing Risk in Two Industries 274 Simulating the Failure of California’s Levees 275 CASE: Fuddruckers and the Crystal Coast Music Festival 291 READING: Building Resiliency 294 8 Scheduling 297 8.1 Background 8.2 Network
Techniques: PERT and CPM 297 8.3 Risk Analysis Using Simulation with Crystal 8.4 Ball® 328 Using these Tools 299 338 8.5 Scheduling with Scrum 339 PROJECT MANAGEMENT IN PRACTICE PART II: PROJECT PLANNING Management X¡ 195 221 PROJECT MANAGEMENT IN PRACTICE Child Support Software a Victim of Scope Creep 200 Using Agile to Integrate Two Gas Pipeline Systems 215 The Current State of Agile Project Management 216 An Acquisition Failure Questions Recommended Practice 222 CASE: Heublein: Planning a Project Management and Control System 228 READING: The Evolution of Agile 236 Massachusetts’ Instant Bridges 298 Election Returns within Three Hours 306 Hosting the Annual Project Management Institute Symposium 326 Designing and Deliveringa Rush Vehicle for War 337 CASE: NutriStar Energy, Inc. 351 READING: Without Further Delay 353 9 Resource Allocation 356 9.1 Critical Path Method—Crashing a Project 9.2 9.3 9.4 The Resource Allocation Problem 9.5 Constrained Resource Scheduling 364 Resource Loading 366 Resource Leveling 370 374 9.6 Goldratt’s Critical Chain 380 PROJECT MANAGEMENT IN PRACTICE Expediting Los Angeles Freeway Repairs after the Earthquake 357 357
ХІІ CONTENTS Thirty Days to Rescue 365 Benefits of Resource Constraining at Pennsylvania 12 Project Auditing Electric 379 Architectural Associates, Inc. 386 CASE: D. U. Singer Hospital Products Corp. 392 READING: Let the Games Begin-Now 395 12.1 Purposes of Evaluation—Goals of the System 469 12.2 The Project Audit 12.3 468 472 The Project Audit Life Cycle 479 12.4 Some Essentials of an Audit/Evaluation PART III: PROJECT EXECUTION 12.5 399 10.1 The Planning-Monitoring-Controlling 10.2 Cycle 400 Information Needs and Reporting 10.3 Earned Value Analysis 404 409 10.4 Agile Tools for Tracking Project Progress PROJECT MANAGEMENT IN PRACTICE 421 Using Project Management Software to Schedule the Olympic Games 401 Managing Costs at Massachusetts’ Neighborhood Health Plan 405 Using Earned Value to Monitor Governmental Archiving and Records Costs 415 Success through Earned Value at Texas Instruments 420 CASE: The Project Manager/Customer Interface 428 READING: Raise the Red Flags 431 11 Project Control 485 PROJECT MANAGEMENT IN PRACTICE 10 Monitoring and Information Systems Measurement 483 470 Risk Analysis vs. Budget/Schedule Requirements in Australia 470 Lessons from Auditing 110 Client/Server and Open Systems Projects 473 Regaining Control of Nuclear Fusion 475 Auditing a Troubled Project at Atlantic States Chemical Laboratories 480 CASE: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 490 READING: An Assessment of Postproject Reviews 493 13 Project Closure and Benefits Realization 13.1 499 The Varieties of Project Closure 13.2 When to Close a Project
13.3 The Closure Process 500 503 508 13.4 The Project Plan Report—A Project History 13.5 Benefits Realization 13.6 Afterword 515 517 518 PROJECT MANAGEMENT IN PRACTICE 433 11.1 The Fundamental Purposes of Control 436 11.2 Three Types of Control Processes 438 11.3 The Design of Control Systems 11.4 Control of Change and Scope Creep 448 455 PROJECT MANAGEMENT IN PRACTICE Major Scope Creep in Boston’s “Big Dig” 436 Extensive Controls for San Francisco’s Metro Turnback Project 439 Tracking Scope Creep: A Project Manager Responds 451 Better Control of Development Projects at Johnson Controls 457 CASE: The Project Manager/Customer Interface (B) 464 READING: Delivery Dilemma: Here’s Howto Choose the Right Approach for a Project 465 Nucor’s Approach to Closure by Addition 502 Twelve Hospital Handoff Projects 504 Terminating the Superconducting Super Collider Project 509 When You Have to Kill a Project 515 AUTHOR INDEX 1-1 SUBJECT INDEX 1-3 Please visit http://www.wiley.com/college/meredith for Appendices. APPENDIX A APPENDIX в APPENDIX c APPENDIX D Probability and Statistics (Online) Solutions to Selected Problems (Online) Technological Forecasting (Online) Creativity and Idea Generation (Online) |
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| illustrated | Illustrated |
| index_date | 2024-07-03T18:50:04Z |
| indexdate | 2024-07-10T09:18:20Z |
| institution | BVB |
| isbn | 9781119803836 |
| language | English |
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| publisher | Wiley |
| record_format | marc |
| spelling | Meredith, Jack R. 1939- Verfasser (DE-588)170525767 aut Project management a strategic managerial approach Jack R. Meredith (Broyhill Distiguished Scholar and Chair in Operations, Emeritus, Wake Forest University), Scott M. Shafer (Professor of Management, Wake Forest University) Eleventh edition Hoboken NJ Wiley [2022] xii, 522, I-10 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Projektmanagement (DE-588)4047441-0 gnd rswk-swf Business, Accounting & Vocational: Textbooks & Study Guides Projektmanagement (DE-588)4047441-0 s 1\p DE-604 Shafer, Scott M. 1962- Verfasser (DE-588)1102255009 aut Mantel, Samuel J. Verfasser (DE-588)170657019 aut Erscheint auch als Online-Ausgabe, EPUB 978-1-119-80381-2 Erscheint auch als Online-Ausgabe, PDF 978-1-119-80392-8 Erscheint auch als Online-Ausgabe 978-1-119-80393-5 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033035708&sequence=000001&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 | Meredith, Jack R. 1939- Shafer, Scott M. 1962- Mantel, Samuel J. Project management a strategic managerial approach Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Project management a strategic managerial approach |
| title_auth | Project management a strategic managerial approach |
| title_exact_search | Project management a strategic managerial approach |
| title_exact_search_txtP | Project management a strategic managerial approach |
| title_full | Project management a strategic managerial approach Jack R. Meredith (Broyhill Distiguished Scholar and Chair in Operations, Emeritus, Wake Forest University), Scott M. Shafer (Professor of Management, Wake Forest University) |
| title_fullStr | Project management a strategic managerial approach Jack R. Meredith (Broyhill Distiguished Scholar and Chair in Operations, Emeritus, Wake Forest University), Scott M. Shafer (Professor of Management, Wake Forest University) |
| title_full_unstemmed | Project management a strategic managerial approach Jack R. Meredith (Broyhill Distiguished Scholar and Chair in Operations, Emeritus, Wake Forest University), Scott M. Shafer (Professor of Management, Wake Forest University) |
| title_short | Project management |
| title_sort | project management a strategic managerial approach |
| title_sub | a strategic managerial approach |
| topic | Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Projektmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033035708&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT meredithjackr projectmanagementastrategicmanagerialapproach AT shaferscottm projectmanagementastrategicmanagerialapproach AT mantelsamuelj projectmanagementastrategicmanagerialapproach |