Project Management Tools and Techniques: A Practical Guide

1. Auflage 2013
ISBN: 978-1-4665-1562-8
Verlag: CRC PR INC

Buch, Englisch, 466 Seiten, Format (B × H): 157 mm x 236 mm, Gewicht: 816 g

A combination of art and skill that results in the balancing of project objectives against restraints of time, budget, and quality, effective project management requires skill and experience as well as many tools and techniques. Project Management Tools and Techniques: A Practical Guide describes these tools and techniques and how to use them, giving students the strong foundation they need to develop the skills and experience needed for a successful career in project management.
The first five sections discuss a typical project life cycle, and beginning with an introduction to project management in terms of the role it plays in the organization and how a business case drives the process. From this starting point, the various planning and control-oriented techniques described evolve this process through the life cycle from scope development to completion. The final section closes the discussion with a group of more contemporary topics labeled "advanced." These are essential tools that need to be in wide use but are still evolving in practice. Most of the chapters supply sample questions and exercises to help with a review of the material.
Each of the authors has extensive real-world experience in her or his respective professional areas with a combined experience of about 100 years. They have selected topics based on their valuation of the tool and its project management value. They present the material in such a way that the concepts can be applied to any project. Once this material is mastered, students will have a good overview regarding the basic planning and control actions required by a project manager. Also, this book will make a great reference guide that can be used by project managers and team members for years to come.

Autoren/Hrsg.

Carstens, Deborah Sater

Richardson, Gary L.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement

Inhaltsverzeichnis

ROLE OF THE PROJECTLearning objectivesOverviewReferenceRole of the ProjectIntroductionSection I—Role of the ProjectSection II—Project Formulation Using Tools and TechniquesSection III—Developing Project ScopeSection IV—Tools and Techniques for Developing the Project PlanSection V—Project ExecutionSection VI—Advanced Tools and TechniquesAppendices SectionSummaryReferencesProject Management in a NutshellIntroductionMethodologyProject Requirements DefinitionWorkshopsBrainstormingUnderstanding the Project Business CaseProject ranking matrixHow to Evaluate and Prioritize IT Project ProposalsQuality ManagementMicrosoft Project 2010ChallengingReferencesPower and PoliticsRoot Cause of Power and PoliticsOrganizational StructuresSummaryReferencesPROJECT FORMULATION USING TOOLS AND TECHNIQUESLearning ObjectivesOverviewPicking the right projectsIntroductionNonfinancial Decision ModelsSummaryReferencesGaining support for a projectManagement ApproachProject ManagerStakeholdersProject SponsorProject CharterSummaryReferencesSection III: Developing project scopeDefining a ProjectScope Planning and DefinitionStaffing and Team ManagementSummaryReferencesDeveloping the work breakdown structureIntroductionDefining project work unitsRole and structure of the project WBSWBS decomposition mechanicsSample WBSWBS numbering schemeWBS structure model comparisonWBS dictionaryOther WBS viewsProject templatesProject scope baselineWBS design exerciseSummaryReferencesActivity estimatingIntroductionCost EstimatingAn Estimate for Digging a HoleDefinitional ProcessEstimate CreationEstimating ComponentsEstimating ChecklistSummaryReferencesTOOLS AND TECHNIQUES FOR DEVELOPING THE PROJECT PLANLearning ObjectivesOverviewModel Schedule and Cost ViewChapter SequenceCreating the Project ScheduleIntroductionWork ActivitiesSequencing ActivitiesSoftware ModelingPredecessor Relationship CodesWork Unit ResourcesEstimating Activity DurationsDeveloping the Project ScheduleMSP Schedule Generation Mechanics (Stage One)Sample First Cut Schedule ProblemResults for the First Cut PlanCritical PathSummarySupplementary Technical ReferenceReferencesCreating the Project BudgetIntroductionKey TermsCost Allocation Mechanics ExampleBudget OverrunsCost AccuracyCost Capture ProcessResource ComponentsResource PoolResource AnalysisPool Project Example ProblemDealing with Murphy’s LawVariability SourcesThe Total Project BudgetSummaryPractice ExerciseReferencesIntroduction to RiskRisk ManagementFormal Risk LegislationProject Risk ManagementRisk IdentificationRisk RegisterSummaryReferencesCreating a Viable Project PlanPlan Tweaking StrategiesSummaryReferencesFinalizing the Project PlanReviewing the Project Plan ComponentsWBS Control StructureReserve FundsBudget Structure and FormatManagement Control StructureBudget CategoriesProject RepositoryFinal Project Plan FormatCommunicating The PlanPlanning Stage CloseReferencesPROJECT EXECUTIONKey Performance IndicatorsEarned ValueStatus TrackingInfluencing Project OutcomesIntegrated Change Control and Scope ManagementResource LevelingSummaryKey Performance IndicatorsIntroduction to KPIsDeveloping KPIs and KPQsMetrics, Measures, Critical Success Factors, and KPIsSelecting KPIsAnalytical Hierarchy ProcessKPIs as Individual Performance MeasuresData CollectionKPI GraphicsSummaryReferencesChapter 15 Earned Value ManagementIntroductionBasic EV PrinciplesEV FrameworkEV NotationEV Core Status FormulasGantt Bar ExampleCritical RatioPerformance Evaluation and Forecasting ParametersMSP MechanicsUsing a Spreadsheet Plan to Calculate EV ParametersEV Earning RulesLabor Efficiency and Rate AnalysisEarned ScheduleEV Work Unit Component InterpretationProject Operational Data RepositorySummaryReferencesOther Earned Value Reference Sources for Further ReadingProject Tracking StatusIntroductionStatus reportsIssue logProject Plan CommunicationsProject Statistics and BaseliningText-Based ReportsVisual Reports: ExcelVisual Reports: VisioSummaryReferencesTechniques to Influence the Project OutcomeIntroductionScope ManagementProject ManagementSchedule ManagementSummaryReferencesIntegrated Change ControlIntroductionCRs and change boardsCM in ICCICC processICC costsSummaryReferencesResource LevelingIntroduction to resource levelingManaging resource levelingResource leveling reallocation examplesSummaryReferencesADVANCED TOOLS AND TECHNIQUESVariable Time AnalysisSimulation ModelingRisk MechanicsTeam ToolsEnterprise PMOSummaryVariable Time Project PlanningIntroductionPERT History and TheoryPERT MechanicsProject Schedule Range QuantificationTriangular DistributionsUsing Macros for CalculationSummaryReferencesSimulation ModelingIntroduction to Simulation ModelingMonte CarloExecuting the ModelSummaryReferencesRisk MechanicsRisk ManagementRisk AnalysisRisk Response PlanningRisk Monitoring and ControlSummaryReferencesTeam Tools: RAM Charts and Staffing ProfileOrganizational DefinitionRoles and Responsibilities MatrixTracking Tools and TechniquesProject Close-OutSummaryReferencesEnterprise Project Management OfficeIntroductionProject, Program, and Portfolio ManagementPrioritize Projects to Align with Strategic PlansMoving to the Enterprise Project Management Office (or the Rough Road Going from Point "A" to Point "B")SummaryReferencesAppendix A: MS Project Lab Assignment: A Life Cycle ViewAppendix B: MSP 2010 CommandsAppendix C: TemplatesAppendix D: MS Project Add-In UtilitiesAppendix E: Variable Time MacroAppendix F: Text Support SystemsIndex