Project Management: The Managerial Process
Námskeið
- T-305-PRMA Verkefnastjórnun
- T-803 Verkefnastjórnun og stefnumarkandi áætlunargerð
- BF VER3003 Verkefnastjórnun, áætlanagerð og fjármál í verkefnum
- VIÐ506G Inngangur að verkefnastjórnun
Lýsing:
Project Management, 8e provides a holistic and realistic approach to Project Management that combines the human aspect and culture of an organization with the tools and methods used It covers concepts and skills used to propose, plan secure resources, budget and lead project teams to successful completion of projects. this text is not only on how the management process works, but also, and more importantly, on why it works.
It’s not intended to specialize by industry type or project scope, rather it is written for the individual who will be required to manage a variety of projects in a variety of organizational settings. 8e was written for a broad range of audiences including, project managers, students, analysts and Project Management Institute Members preparing for certification exams. The digital component, Connect, now has enhanced algorithmic problems, Application Based Activities, SmartBook 2.
Annað
- Höfundur: Erik Larson, Clifford F. Gray
- Útgáfa:8
- Útgáfudagur: 2020-05-01
- Engar takmarkanir á útprentun
- Engar takmarkanir afritun
- Format:ePub
- ISBN 13: 9781260579567
- Print ISBN: 9781260570434
- ISBN 10: 1260579565
Efnisyfirlit
- Cover
- Connect
- Title
- Copyright
- About the Authors
- Dedication
- Preface
- Guided Tour
- Note to Student
- Brief Contents
- Contents
- Project Management
- Chapter 1 Modern Project Management
- 1.1 What Is a Project?
- What a Project Is Not
- Program versus Project
- The Project Life Cycle
- The Project Manager
- Being Part of a Project Team
- 1.2 Agile Project Management
- 1.3 Current Drivers of Project Management
- Compression of the Product Life Cycle
- Knowledge Explosion
- Triple Bottom Line (Planet, People, Profit)
- Increased Customer Focus
- Small Projects Represent Big Problems
- 1.4 Project Management Today: A Socio-Technical Approach
- Summary
- 1.1 What Is a Project?
- Chapter 2 Organization Strategy and Project Selection
- 2.1 Why Project Managers Need to Understand Strategy
- 2.2 The Strategic Management Process: An Overview
- Four Activities of the Strategic Management Process
- 2.3 The Need for a Project Priority System
- Problem 1: The Implementation Gap
- Problem 2: Organization Politics
- Problem 3: Resource Conflicts and Multitasking
- 2.4 Project Classification
- 2.5 Phase Gate Model
- 2.6 Selection Criteria
- Financial Criteria
- Nonfinancial Criteria
- Two Multi-Criteria Selection Models
- 2.7 Applying a Selection Model
- Project Classification
- Sources and Solicitation of Project Proposals
- Ranking Proposals and Selection of Projects
- 2.8 Managing the Portfolio System
- Senior Management Input
- Governance Team Responsibilities
- Balancing the Portfolio for Risks and Types of Projects
- Summary
- Chapter 3 Organization: Structure and Culture
- 3.1 Project Management Structures
- Organizing Projects within the Functional Organization
- Organizing Projects as Dedicated Teams
- Organizing Projects within a Matrix Arrangement
- Different Matrix Forms
- 3.2 Project Management Office (PMO)
- 3.3 What Is the Right Project Management Structure?
- Organization Considerations
- Project Considerations
- 3.4 Organizational Culture
- What Is Organizational Culture?
- Identifying Cultural Characteristics
- 3.5 Implications of Organizational Culture for Organizing Projects
- Summary
- 3.1 Project Management Structures
- Chapter 4 Defining the Project
- 4.1 Step 1: Defining the Project Scope
- Employing a Project Scope Checklist
- 4.2 Step 2: Establishing Project Priorities
- 4.3 Step 3: Creating the Work Breakdown Structure
- Major Groupings in a WBS
- How a WBS Helps the Project Manager
- A Simple WBS Development
- 4.4 Step 4: Integrating the WBS with the Organization
- 4.5 Step 5: Coding the WBS for the Information System
- 4.6 Process Breakdown Structure
- 4.7 Responsibility Matrices
- 4.8 Project Communication Plan
- Summary
- 4.1 Step 1: Defining the Project Scope
- Chapter 5 Estimating Project Times and Costs
- 5.1 Factors Influencing the Quality of Estimates
- Planning Horizon
- Project Complexity
- People
- Project Structure and Organization
- Padding Estimates
- Organizational Culture
- Other Factors
- 5.2 Estimating Guidelines for Times, Costs, and Resources
- 5.3 Top-Down versus Bottom-Up Estimating
- 5.4 Methods for Estimating Project Times and Costs
- Top-Down Approaches for Estimating Project Times and Costs
- Bottom-Up Approaches for Estimating Project Times and Costs
- A Hybrid: Phase Estimating
- 5.5 Level of Detail
- 5.6 Types of Costs
- Direct Costs
- Direct Project Overhead Costs
- General and Administrative (G&A) Overhead Costs
- 5.7 Refining Estimates
- 5.8 Creating a Database for Estimating
- 5.9 Mega Projects: A Special Case
- Summary
- Appendix 5.1: Learning Curves for Estimating
- 5.1 Factors Influencing the Quality of Estimates
- Chapter 6 Developing a Project Schedule
- 6.1 Developing the Project Network
- 6.2 From Work Package to Network
- 6.3 Constructing a Project Network
- Terminology
- Basic Rules to Follow in Developing Project Networks
- 6.4 Activity-on-Node (AON) Fundamentals
- 6.5 Network Computation Process
- Forward Pass—Earliest Times
- Backward Pass—Latest Times
- Determining Slack (or Float)
- 6.6 Using the Forward and Backward Pass Information
- 6.7 Level of Detail for Activities
- 6.8 Practical Considerations
- Network Logic Errors
- Activity Numbering
- Use of Computers to Develop Networks
- Calendar Dates
- Multiple Starts and Multiple Projects
- 6.9 Extended Network Techniques to Come Closer to Reality
- Laddering
- Use of Lags to Reduce Schedule Detail and Project Duration
- An Example Using Lag Relationships—the Forward and Backward Pass
- Hammock Activities
- Summary
- Chapter 7 Managing Risk
- 7.1 Risk Management Process
- 7.2 Step 1: Risk Identification
- 7.3 Step 2: Risk Assessment
- Probability Analysis
- 7.4 Step 3: Risk Response Development
- Mitigating Risk
- Avoiding Risk
- Transferring Risk
- Escalating Risk
- Retaining Risk
- 7.5 Contingency Planning
- Technical Risks
- Schedule Risks
- Cost Risks
- Funding Risks
- 7.6 Opportunity Management
- 7.7 Contingency Funding and Time Buffers
- Contingency Reserves
- Management Reserves
- Time Buffers
- 7.8 Step 4: Risk Response Control
- 7.9 Change Control Management
- Summary
- Appendix 7.1: PERT and PERT Simulation
- Chapter 8 Scheduling Resources and Costs
- 8.1 Overview of the Resource Scheduling Problem
- 8.2 Types of Resource Constraints
- 8.3 Classification of a Scheduling Problem
- 8.4 Resource Allocation Methods
- Assumptions
- Time-Constrained Projects: Smoothing Resource Demand
- Resource-Constrained Projects
- 8.5 Computer Demonstration of Resource-Constrained Scheduling
- The Impacts of Resource-Constrained Scheduling
- 8.6 Splitting Activities
- 8.7 Benefits of Scheduling Resources
- 8.8 Assigning Project Work
- 8.9 Multiproject Resource Schedules
- 8.10 Using the Resource Schedule to Develop a Project Cost Baseline
- Why a Time-Phased Budget Baseline Is Needed
- Creating a Time-Phased Budget
- Summary
- Appendix 8.1: The Critical-Chain Approach
- Chapter 9 Reducing Project Duration
- 9.1 Rationale for Reducing Project Duration
- 9.2 Options for Accelerating Project Completion
- Options When Resources Are Not Constrained
- Options When Resources Are Constrained
- 9.3 Project Cost-Duration Graph
- Explanation of Project Costs
- 9.4 Constructing a Project Cost-Duration Graph
- Determining the Activities to Shorten
- A Simplified Example
- 9.5 Practical Considerations
- Using the Project Cost-Duration Graph
- Crash Times
- Linearity Assumption
- Choice of Activities to Crash Revisited
- Time Reduction Decisions and Sensitivity
- 9.6 What If Cost, Not Time, Is the Issue?
- Reduce Project Scope
- Have Owner Take on More Responsibility
- Outsource Project Activities or Even the Entire Project
- Brainstorm Cost Savings Options
- Summary
- Chapter 10 Being an Effective Project Manager
- 10.1 Managing versus Leading a Project
- 10.2 Engaging Project Stakeholders
- 10.3 Influence as Exchange
- Task-Related Currencies
- Position-Related Currencies
- Inspiration-Related Currencies
- Relationship-Related Currencies
- Personal-Related Currencies
- 10.4 Social Network Building
- Mapping Stakeholder Dependencies
- Management by Wandering Around (MBWA)
- Managing Upward Relations
- Leading by Example
- 10.5 Ethics and Project Management
- 10.6 Building Trust: The Key to Exercising Influence
- 10.7 Qualities of an Effective Project Manager
- Summary
- Chapter 11 Managing Project Teams
- 11.1 The Five-Stage Team Development Model
- 11.2 Situational Factors Affecting Team Development
- 11.3 Building High-Performance Project Teams
- Recruiting Project Members
- Conducting Project Meetings
- Establishing Team Norms
- Establishing a Team Identity
- Creating a Shared Vision
- Managing Project Reward Systems
- Orchestrating the Decision-Making Process
- Managing Conflict within the Project
- Rejuvenating the Project Team
- 11.4 Managing Virtual Project Teams
- 11.5 Project Team Pitfalls
- Groupthink
- Bureaucratic Bypass Syndrome
- Team Spirit Becomes Team Infatuation
- Summary
- Chapter 12 Outsourcing: Managing Interorganizational Relations
- 12.1 Outsourcing Project Work
- 12.2 Request for Proposal (RFP)
- Selection of Contractor from Bid Proposals
- 12.3 Best Practices in Outsourcing Project Work
- Well-Defined Requirements and Procedures
- Extensive Training and Team-Building Activities
- Well-Established Conflict Management Processes in Place
- Frequent Review and Status Updates
- Co-location When Needed
- Fair and Incentive-Laden Contracts
- Long-Term Outsourcing Relationships
- 12.4 The Art of Negotiating
- 1. Separate the People from the Problem
- 2. Focus on Interests, Not Positions
- 3. Invent Options for Mutual Gain
- 4. When Possible, Use Objective Criteria
- Dealing with Unreasonable People
- 12.5 A Note on Managing Customer Relations
- Summary
- Appendix 12.1: Contract Management
- Chapter 13 Progress and Performance Measurement and Evaluation
- 13.1 Structure of a Project Monitoring Information System
- What Data Are Collected?
- Collecting Data and Analysis
- Reports and Reporting
- 13.2 The Project Control Process
- Step 1: Setting a Baseline Plan
- Step 2: Measuring Progress and Performance
- Step 3: Comparing Plan against Actual
- Step 4: Taking Action
- 13.3 Monitoring Time Performance
- Tracking Gantt Chart
- Control Chart
- Milestone Schedules
- 13.4 Earned Value Management (EVM)
- The Need for Earned Value Management
- Percent Complete Rule
- What Costs Are Included in Baselines?
- Methods of Variance Analysis
- 13.5 Developing a Status Report: A Hypothetical Example
- Assumptions
- Baseline Development
- Development of the Status Report
- 13.6 Indexes to Monitor Progress
- Performance Indexes
- Project Percent Complete Indexes
- Software for Project Cost/Schedule Systems
- Additional Earned Value Rules
- 13.7 Forecasting Final Project Cost
- 13.8 Other Control Issues
- Technical Performance Measurement
- Scope Creep
- Baseline Changes
- The Costs and Problems of Data Acquisition
- Summary
- Appendix 13.1: The Application of Additional Earned Value Rules
- Appendix 13.2: Obtaining Project Performance Information from MS Project 2010 or 2016
- 13.1 Structure of a Project Monitoring Information System
- Chapter 14 Project Closure
- 14.1 Types of Project Closure
- 14.2 Wrap-up Closure Activities
- 14.3 Project Audits
- The Project Audit Process
- Project Retrospectives
- 14.4 Project Audits: The Big Picture
- Level 1: Ad Hoc Project Management
- Level 2: Formal Application of Project Management
- Level 3: Institutionalization of Project Management
- Level 4: Management of Project Management System
- Level 5: Optimization of Project Management System
- 14.5 Post-implementation Evaluation
- Team Evaluation
- Individual, Team Member, and Project Manager Performance Reviews
- Summary
- Appendix 14.1: Project Closeout Checklist
- Chapter 15 Agile Project Management
- 15.1 Traditional versus Agile Methods
- 15.2 Agile PM
- 15.3 Agile PM in Action: Scrum
- Roles and Responsibilities
- Scrum Meetings
- Product and Sprint Backlogs
- Sprint and Release Burndown Charts
- 15.4 Extreme Programming and Kanban
- Kanban
- 15.5 Applying Agile PM to Large Projects
- 15.6 Limitations and Concerns
- 15.7 Hybrid Models
- Summary
- Chapter 16 International Projects
- 16.1 Environmental Factors
- Legal/Political Factors
- Security
- Geography
- Economic Factors
- Infrastructure
- Culture
- 16.2 Project Site Selection
- 16.3 Cross-Cultural Considerations: A Closer Look
- Adjustments
- Working in Mexico
- Working in France
- Working in Saudi Arabia
- Working in China
- Working in the United States
- Summary Comments about Working in Different Cultures
- Culture Shock
- 16.4 Selection and Training for International Projects
- Summary
- 16.1 Environmental Factors
- Appendix One: Solutions to Selected Exercises
- Appendix Two: Computer Project Exercises
- Glossary
- Acronyms
- Project Management Equations
- Cross Reference of Project Management
- Socio-Technical Approach to Project Management
- Index
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- Gerð : 208
- Höfundur : 8676
- Útgáfuár : 2020
- Leyfi : 380