Efnisyfirlit

• Front Matter
  • THE WILEY GUIDE TO PROJECT CONTROL: PREFACE AND INTRODUCTION
    • Project Management
      • PROJECT MANAGEMENT: “On time, in budget, to scope” execution/delivery
    • The Management of Projects
    • Structure of The Wiley Guide to Project Control
    • About the Authors
      • Peter Harpum
      • Stephen Simister
      • Asbjørn Rolstadås
      • Larry Leach
      • Daniel Brandon
      • Stephen Ward
      • Chris Chapman
      • Martina Huemann
      • James Young
      • Martin Powell
    • References
• CHAPTER ONE PROJECT CONTROL
  • Introduction
  • Project Control and Systems Theory
    • The Basic Open System
  • The Open System Model Applied to Project Control
    • FIGURE 1.1 THE BASIC SYSTEMS MODEL.
    • FIGURE 1.2 THE PROJECT AS A SYSTEM.
    • FIGURE 1.3 THE HIERARCHICAL NATURE OF PROJECT CONTROL SYSTEMS.
  • Defining the Project Objectives
    • FIGURE 1.4 THE PROJECT CONTROL PROCESS.
    • FIGURE 1.5 MECHANISM FOR ACHIEVING STRATEGIC CHANGE.
  • Planning the Project
    • Defining the Deliverables
      • FIGURE 1.6 EASE OF CHANGE COMPARED TO COST OF CHANGE OVER THE PROJECT LIFE CYCLE.
    • Defining the Work Packages
    • Estimating the Work
      • FIGURE 1.7 THE COST CUBE MATRIX.
    • Scheduling the Work Packages
      • FIGURE 1.8 ACTIVITY-ON-THE-ARROW NETWORK.
      • FIGURE 1.9 ACTIVITY-ON-THE-NODE NETWORK.
    • Managing Resource Availability
  • Budgeting
    • Earned Value Analysis
      • FIGURE 1.10 EARNED VALUE ANALYSIS PRESENTED GRAPHICALLY.
    • Key Performance Indicators
    • Critical Success Factors
  • Performance Measurement and Control Action
  • Summary
  • References
  • Suggested Further Reading
• CHAPTER TWO TIME AND COST
  • Scheduling Representation
    • FIGURE 2.1 EXAMPLE OF A GANTT CHART.
    • Network Representation
      • FIGURE 2.2 EXAMPLE OF AN AOA NETWORK.
      • FIGURE 2.3 EXAMPLE OF AN AON NETWORK.
      • TABLE 2.1 DATA DEFINING STRUCTURE OF NETWORK IN FIGURES 2.2 AND 2.3.
    • Constructing the Network
  • CPM Networks
    • FIGURE 2.4 CPM CALCULATIONS FOR AN AOA NETWORK.
    • TABLE 2.2 ACTIVITY DURATIONS FOR NETWORK IN FIGURE 2.4.
    • TABLE 2.3 CALCULATION OF ACTIVITY TIMES FOR NETWORK IN FIGURE 2.4.
    • FIGURE 2.5 CPM CALCULATIONS FOR AN AON NETWORK.
    • Precedence Networks
      • FIGURE 2.6 PRECEDENCE RELATIONSHIPS BETWEEN TWO ACTIVITIES.
    • PERT Networks
      • TABLE 2.4 DURATION ESTIMATES FOR A PERT NETWORK.
      • FIGURE 2.7 EXAMPLE OF A PERT NETWORK CALCULATION.
    • Monte Carlo Simulation
    • Resource Constraints
      • FIGURE 2.8 THE TRAPEZOIDAL METHOD.
      • FIGURE 2.9 TIME/COST TRADE-OFF.
  • Cost Management
    • The Cost Estimate
      • FIGURE 2.10 CALCULATION OF ESTIMATE CONTINGENCIES.
    • Estimating Techniques
    • Cost Control
  • Summary
    • TABLE 2.5 THE SIX STEPS OF COST CONTROL.
    • TABLE 2.6 EXAMPLE OF A COST CONTROL FORM.
  • References
• CHAPTER THREE CRITICAL CHAIN PROJECT MANAGEMENT
  • Any Project Worth Doing Is Worth Doing Fast!
  • Single Project Critical Chain Project Management
    • Identify the Constraint
    • Exploit the Constraint
      • FIGURE 3.1 EXAMPLE CRITICAL PATH SCHEDULE.
      • FIGURE 3.2 RESOURCE-LEVELED CRITICAL PATH.
      • FIGURE 3.3 CRITICAL CHAIN FOR EXAMPLE PROJECT.
      • FIGURE 3.4 ACTIVITY TIME PROBABILITY DISTRIBUTION.
    • Subordinate to the Constraint
      • FIGURE 3.5 CCPM EARNED VALUE.
    • Buffer Management
      • FIGURE 3.6 TRACKING BUFFER INCURSION VS. TIME.
  • What Is Different about CCPM?
  • Multiple-Project Critical Chain
    • FIGURE 3.7 COMPARISON OF MULTITASKING AND PROJECT SEQUENCING.
  • Organization-Wide Implementation of CCPM
    • TABLE 3.1 BEHAVIOR CHANGES SENIOR MANAGEMENT MUST MAKE.
    • TABLE 3.2 BEHAVIOR CHANGES RESOURCE MANAGERS MUST MAKE.
    • TABLE 3.3 BEHAVIOR CHANGES PROJECT MANAGERS MUST MAKE.
    • TABLE 3.4 BEHAVIOR CHANGES PERFORMING RESOURCES MUST MAKE.
    • TABLE 3.5 BEHAVIOR CHANGES SUBCONTRACTORS MUST MAKE.
    • TABLE 3.6 BEHAVIOR CHANGES PROJECT CUSTOMERS SHOULD MAKE.
  • Software
    • CCPM+
    • Concerto
    • Sciforma PS8
  • Summary
  • References
• CHAPTER FOUR PROJECT PERFORMANCE MEASUREMENT
  • Project Performance and Feedback Control Systems
  • What to Measure and Control
    • FIGURE 4.1 PMI PROCESS GROUP AND KNOWLEDGE AREAS.
    • FIGURE 4.2 THE GENERIC CONTROL CYCLE.
  • Earned Value Analysis (EVA)—Time and Cost Control within Scope
    • FIGURE 4.3 THE PROJECT COST CURVE.
    • FIGURE 4.4 COMPARISON OF ACTUAL (TRIANGLE) VERSUS PLANNED COSTS (DIAMOND).
    • FIGURE 4.5 GRAPHICAL DEPICTION OF EARNED VALUE.
    • FIGURE 4.6 A GANTT CHART SHOWING SCHEDULE DATA.
  • Success Criteria and Success Factors
    • FIGURE 4.7 AN EARNED VALUE SPREADSHEET FOR MULTIPLE PROJECTS.
    • FIGURE 4.8 A GENERALIZATION OF LIM AND MOHAMED'S TWO TYPES OF SUCCESS CRITERIA.
    • FIGURE 4.9 LIM AND MOHAMED'S RELATIONSHIP BETWEEN FACTORS AND CRITERIA.
    • FIGURE 4.10 DELONE AND MCLEAN'S TAXONOMY OF SUCCESS CRITERIA AND FACTORS.
  • Balancing Time/Cost with Satisfaction
  • Balanced Scorecard (BSC) Approach
    • FIGURE 4.11 THE GROWTH IN INTANGIBLE ASSETS IN U.S. COMPANIES SINCE THE 1980S.
    • FIGURE 4.12 THE FOUR MEASUREMENT PERSPECTIVES OF THE BSC APPROACH.
    • FIGURE 4.13 THE WATERFALL RELATION BETWEEN THE BCS MEASURES.
  • Integrating EVA and Success Factors into BSC to Maximize Performance
    • FIGURE 4.14 THE POSITION OF EVA AND SUCCESS FACTORS IN THE BALANCED SCORECARD.
  • Summary
    • FIGURE 4.15 BALANCED SCORECARD EXAMPLE.
  • References
• CHAPTER FIVE QUALITATIVE AND QUANTITATIVE RISK MANAGEMENT
  • Definitions
  • The Rationale for Risk Management
    • The Recognition of Uncertainty
    • Justifiable Decision Making
    • Team Development
  • The Risk Management Process
    • Risk Strategy
    • Risk Identification
      • Risk Identification Methodology
      • Risk Identification Techniques
        • FIGURE 5.1 CAUSE, RISK, AND EFFECT.
    • Risk Analysis
      • FIGURE 5.2 EXAMPLE RISK REGISTER.
      • FIGURE 5.3 SCORING OF PROBABILITY AND IMPACT SCALES.
      • FIGURE 5.4 MATRIX OF PROBABILITY VERSUS IMPACT.
      • FIGURE 5.5 MATRIX OF PROBABILITY VERSUS IMPACT.
      • FIGURE 5.6 DECISION TREE.
      • FIGURE 5.7 COST-RISK ANALYSIS S CURVE.
    • Risk Response
      • FIGURE 5.8 SECONDARY RISKS.
    • Risk Control
  • Summary
  • References and Further Reading
• CHAPTER SIX MAKING RISK MANAGEMENT MORE EFFECTIVE
  • Why Is Analysis Being Undertaken?
    • FIGURE 6.1 RISK-EFFICIENT OPTIONS.
  • What Is the Scope of Risks to Be Included in the Analysis?
    • Variability Associated with Estimates
    • Uncertainty about Assumptions Underlying Estimates
    • Uncertainty about Design and Logistics
    • Uncertainty about Objectives and Priorities
    • Uncertainty about Fundamental Relationships between Project Parties
  • Whichway Should Analysis Be Carried Out
    • Expose and Investigate Variability
    • Clarify Assumptions Underlying Estimates
    • Address Uncertainty about Fundamental Relationships, as well as Design and Logistics
    • Address Uncertainty about Objectives and Priorities
    • Constructively Simple Estimating
  • What Resources (Wherewithal) Are Required?
  • When Should Analysis Be Undertaken?
  • Who Wants the Risk Analysis, and Who Is to Undertake It?
    • Drivers of Participant Performance
    • Perceived Responsibilities
    • Capability and Experience
    • Motivation
  • Summary
  • References
• CHAPTER SEVEN IMPROVING QUALITY IN PROJECTS AND PROGRAMS
  • From Quality Control to Continuous Quality Improvement
    • Quality Control Based on Statistics
    • The Deming Approach
    • Japanese Approach to Quality
      • FIGURE 7.1 PDCA CYCLE BY DEMING.
    • Total Quality Management and Continuous Quality Improvement
      • TABLE 7.1 TRADITIONAL MANAGERS IN COMPARISON WITH PROCESS MANAGERS.
  • Overview on Quality Management Methods in the Project-Oriented Company
    • Certification
    • Accreditation
    • Excellence Model
    • Benchmarking
    • Audit and Review
    • Evaluation
    • Coaching and Consulting
    • Application of Quality Management Methods in the Project-Oriented Company
  • Quality Standards for Projects and Programs
    • Product and process quality in projects and programs
    • Standards as Basis for Quality in Projects and Programs
      • FIGURE 7.2 TYPES OF PROJECTS IN A CHEMICAL COMPANY.
      • FIGURE 7.3 EXAMPLE: STANDARD PROJECT PLAN: WBS LABORATORY DEVELOPMENT.
      • TABLE 7.2 GUIDELINES FOR THE MANAGEMENT OF PROJECTS AND PROGRAMS.
    • Quality Management in Projects and Programs
    • Quality of Processes as Basis for Product Quality
  • Quality Management in Engineering, Construction, and IT/IS Projects and Programs
    • FIGURE 7.4 WORK BREAKDOWN STRUCTURE OF AN INFRASTRUCTURE PROGRAM.
    • Quality Management is an Issue in All Types of Projects and Programs
    • Management Quality of Projects and Programs
  • Management Audits and Reviews of Projects and Programs
    • Differences between Management Audit and Review
    • PM Audit Criteria Depend on the PM Approach Used
      • TABLE 7.3 DIFFERENCES AND COMMONALTIES OF MANAGEMENT AUDIT AND REVIEW.
    • Adequate Times for PM Audits
    • PM Audit Process
    • Methods of PM Audits
      • FIGURE 7.5 PM AUDIT FOLLOW-UP AGREEMENT FORM.
      • FIGURE 7.6 AN EXAMPLE FOR A PM AUDIT CHECKLIST.
      • TABLE 7.4 STRUCTURE OF THE PM AUDIT REPORT.
    • Application of Adequate PM Audit Methods
    • PM Audit Organization and Roles
    • PM Audit Values and Limits
      • FIGURE 7.7 PM AUDIT SYSTEM.
  • The International Project Management Award
    • Project Excellence Model
      • FIGURE 7.8 PROJECT EXCELLENCE MODEL.
    • The Assessment Criteria
  • Process of Assessment and Methods
    • TABLE 7.5 CRITERIA: PROJECT OBJECTIVES.
    • TABLE 7.6 ASSESSMENT TABLE FOR PROJECT MANAGEMENT.
    • Limits of the Project Excellence Model
  • Quality Management in the Project-Oriented Company
    • TABLE 7.7A OVERVIEW OF QUALITY MANAGEMENT METHODS IN THE POC.
  • References and Further Reading
• CHAPTER EIGHT THE PROJECT MANAGEMENT SUPPORT OFFICE
  • The Need for a PMSO
  • Purpose
  • Structure
  • Mandate
    • FIGURE 8.1 LOCATIONS OF THE PMSO.
  • Sponsorship
  • Strategic PMSO
    • Business Unit/Functional PMSO
    • Project Office
  • Charging for PMSO Services
  • Responsibilities of the PMSO
    • FIGURE 8.2 RESPONSIBILITIES OF THE THREE LEVELS OF PMSO.
  • Portfolio, Program, and Project Support
    • Portfolio Management Support
    • Project Health Checks and Audits
    • Project Governance and Reviews
    • Reporting
    • Project Ramp-up Support and Project Rescue
  • Project Management within the Organization
  • Resource Planning
    • Communications
    • Benchmarking
  • Performance Measures and Metrics
    • FIGURE 8.3 EXAMPLES OF METRICS BY CLASSIFICATION.
  • Competency
    • Best-Practice Guidance
      • FIGURE 8.4 THE PROJECT MANAGEMENT KNOWLEDGE TRANSFER.
  • Generic Methodologies
    • FIGURE 8.5 A SAMPLE SEQUENCE OF A PROJECT MANAGEMENT METHODOLOGY.
    • Tailored Methodologies
      • FIGURE 8.6 A METHODOLOGY TRANSLATED INTO AN ORGANIZATIONAL CONTEXT.
    • Communities of Practice
      • FIGURE 8.7 COMMUNITIES OF PRACTICE.
  • Training and Building Capability
    • Coaches and Mentors
    • Knowledge Management
  • Systems and Tools
    • Definition of Systems and Tools
    • Data Standards and Templates
    • Systems and Tools Functionality
    • Portals
  • Measuring Success of the PMSO
    • FIGURE 8.8 PORTALS INTEGRATE DISPARATE SYSTEMS AND TOOLS.
    • Measures and Metrics
  • Summary
  • References
• Back Matter
  • INDEX

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