Tonchia Industrial Project Management

International Standards and Best Practices for Engineering and Construction Contracting
2. Auflage 2018
ISBN: 978-3-662-56328-1
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 342 Seiten

Reihe: Management for Professionals

This book describes the principles and techniques in Project Management as applied to Engineering & Construction Contracts (ECC), conforming with relevant international standards (PMI - IPMA - ISO 21500), and pursuing a fully company-wide, process-based, multi-project approach.Uniquely, the book combines Project Management fundamentals with international contracting practices, which shape the planning, design and construction of large and complex works (such as plants, machinery, infrastructures and buildings) worldwide. The rigorous academic approach is mixed with the managerial contributions of Danieli, one of the world's top three suppliers of plants and equipment to the metals industry.The book has been updated to reflect the PMBOK 6th edition (September 2017), presents best practices in PM from around the globe, and addresses new trends in PM such as Agile, SCRUM, etc. Lastly, a dedicated section covers the professional use of the reference software Microsoft Project.


Stefano Tonchia, Ph.D., is Full Professor of Innovation & Project Management at the University of Udine, Italy. Formerly he was the Dean of the Project Management School of Alenia Aeronautica, the Italian Aeronautics Company. He has written several articles in international journals, and published several international books (including 'Process Management for the Extended Enterprise' in 2004 and 'Performance Measurement' in 2008, both published by Springer). He works jointly with major international institutions and leading companies.    

Autoren/Hrsg.

Tonchia, Stefano

Inhaltsverzeichnis

1;Foreword;6
2;Contents;8
3;About the Author;12
4;Part I: Project Management: Fundamentals and Perspectives;13
4.1;1: Introduction;14
4.2;2: The International Standards of Project Management;18
4.2.1;2.1 Project Management for Business Results;18
4.2.2;2.2 PM International References;20
4.2.3;2.3 PM as an International Standard: PMBOK and ISO 21500;22
4.2.4;2.4 New Perspectives on Project Management;24
4.2.5;2.5 Agile Project Management;26
4.3;3: The Project Management Process;32
4.3.1;3.1 Project Management: A Process-Based Approach;32
4.3.2;3.2 Operations Management and Project Management;35
4.3.3;3.3 Types of Projects;39
4.3.4;3.4 Managing Innovation;39
4.3.5;References;42
5;Part II: Engineering and Construction Projects;43
5.1;4: Management of Contract Work;44
5.1.1;4.1 Legal Aspects and Contract Administration;44
5.1.2;4.2 Types of Contract Work;45
5.1.3;4.3 The Life Cycle of Contract Work Orders;48
5.1.4;4.4 The Organization of ETO/ECC Companies;51
5.1.5;4.5 From Engineering to Manufacturing and Construction;53
5.2;5: Product Design;58
5.2.1;5.1 Delivering a New Product;58
5.2.2;5.2 The Stages of NPD;59
5.2.3;5.3 Managing NPD;62
5.2.4;5.4 Platform Management;66
5.2.5;References;70
5.3;6: Service Design;71
5.3.1;6.1 The Quality of Service;71
5.3.2;6.2 Designing Service Content;73
5.3.3;6.3 Designing Service Delivery;74
5.3.4;6.4 Process-Based Service Improvement;75
5.3.5;References;78
6;Part III: Project Scope and Structuring;79
6.1;7: Managing a Project;80
6.1.1;7.1 Project Charter;80
6.1.2;7.2 Project Scope;81
6.1.3;7.3 Breakdown Structures: WBS;82
6.1.4;7.4 Project Planning and Control;86
6.2;8: Project Strategy Management;88
6.2.1;8.1 Strategic Planning;88
6.2.2;8.2 Project Management Strategies;90
6.2.3;8.3 Project Management Performances;94
6.2.4;References;98
6.3;9: Project Quality Management;100
6.3.1;9.1 Designing with the Customers;100
6.3.2;9.2 Designing with the Suppliers;104
6.3.3;9.3 Design for Manufacturability;107
6.3.4;9.4 Reducing Variety;109
6.3.5;9.5 Simultaneous Engineering;115
6.3.6;9.6 Reverse Engineering;116
6.3.7;References;119
7;Part IV: Managing Project´s Variables;121
7.1;10: Project Time Management;122
7.1.1;10.1 Time Representation: Gantt Chart and Network Diagram;122
7.1.2;10.2 Network Techniques: CPM, MPM, PERT, GERT, VERT;126
7.1.3;10.3 CPM: Activity Scheduling and Float Analysis;129
7.1.4;References;134
7.2;11: Project Organization and Resource Management;135
7.2.1;11.1 Company-Wide Project Management;135
7.2.2;11.2 Organizational Structures for Project Management;136
7.2.3;11.3 The Role of Project Manager;141
7.2.4;11.4 The Profession of Project Manager;144
7.2.5;11.5 Project´s Work Loading;145
7.2.6;References;146
7.3;12: Project Communication;147
7.3.1;12.1 Communication Management;147
7.3.2;12.2 Project Leadership;148
7.3.3;12.3 Project Teamworking;149
7.3.4;12.4 Definition of Responsibilities;151
7.3.5;12.5 Meeting Management and Project Reporting;153
7.3.6;12.6 Conflict Management;155
7.4;13: Project Cost Management and Finance;157
7.4.1;13.1 Types of Project Costs;157
7.4.2;13.2 Cost Estimating and Project Budget Calculation;158
7.4.3;13.3 Cost Budgeting: Budget Breakdown Structure, Baseline, Cost Accounts;162
7.4.4;13.4 Cost Control and Variance Analysis;165
7.4.5;13.5 Capital Budgeting: Analysis and Evaluation of an Investment Project;168
7.4.6;13.6 Project Financing;171
7.4.7;Reference;174
8;Part V: From Single to Multi-Project Management;175
8.1;14: Portfolio Management;176
8.1.1;14.1 Managing Project Portfolio;176
8.1.2;14.2 The Project Management Office (PMO);178
8.1.3;14.3 The ``3R´´ Matrix;179
8.1.4;14.4 PMI Standard for Portfolio Management;180
8.2;15: Program Management;182
8.2.1;15.1 Definition of Program Management;182
8.2.2;15.2 Evolution of Program Management;183
8.2.3;15.3 Modern Program Management Relationships;184
8.2.4;15.4 The Aviano 2000 Experience;187
8.2.5;15.5 Program Office;190
8.2.6;15.6 The Future of Program Management;191
8.3;16: Project Risk Management;192
8.3.1;16.1 Managing the Risk;192
8.3.2;16.2 RM Standards and Certifications;195
8.3.3;16.3 PMI Risk Management Professional (RMP);196
9;Part VI: International Contracting;198
9.1;17: From Bidding to Project Launching;199
9.1.1;17.1 The Commercial Phase;199
9.1.2;17.2 Offshore Technical Phase;211
9.1.3;17.3 Analysis of Commercial Offer;213
9.1.4;17.4 Technical Specification Analysis;217
9.1.5;17.5 Project Planning;222
9.1.6;17.6 Risk Process;234
9.1.7;17.7 Risk Evaluation;238
9.2;18: Project Execution;243
9.2.1;18.1 Project Manager Role;243
9.2.2;18.2 Project Monitoring;248
9.2.3;18.3 Onshore Phase;253
9.2.4;18.4 Contract Closing;265
9.2.5;18.5 Risk Monitoring;267
10;Annex: How to Use Microsoft Project Effectively;270
10.1;A.1 An Introduction;270
10.1.1;A.1.1 What Is Microsoft Project?;270
10.1.2;A.1.2 Versions of Microsoft Project;271
10.1.3;A.1.3 Features and Navigation;272
10.1.4;A.1.4 Enterprise Project Management;272
10.2;A.2 Project Set-Up and Basics;272
10.2.1;A.2.1 Project Options;272
10.2.2;A.2.2 Project Information;275
10.3;A.3 Scenario;276
10.4;A.4 Building Initial Schedule and WBS;276
10.4.1;A.4.1 Setting Up Tasks and Building WBS in MS Project;279
10.4.2;A.4.2 Instructions;279
10.4.3;A.4.3 Assigning WBS Codes;281
10.5;A.5 Entering Estimates;282
10.5.1;A.5.1 Work, Duration and Units;282
10.5.2;A.5.2 Task Types;282
10.5.3;A.5.3 Instructions;283
10.6;A.6 Setting Up the Dependencies;286
10.6.1;A.6.1 Types of Dependencies;286
10.6.2;A.6.2 Lead or Lag;287
10.6.3;A.6.3 Instructions;287
10.7;A.7 Setting the Constraints;290
10.7.1;A.7.1 Instructions;290
10.8;A.8 Assigning Resources;292
10.8.1;A.8.1 Instructions;292
10.9;A.9 Optimizing and Finalizing the Schedule Model;296
10.9.1;A.9.1 Identifying the Critical Path in MS Project;296
10.9.2;A.9.2 Instructions;297
10.9.3;A.9.3 Setting Baseline;300
10.9.4;A.9.4 Instructions;301
10.10;A.10 Tracking and Managing Schedule;304
10.10.1;A.10.1 Set Project Status Date;304
10.10.2;A.10.2 Update Task Progress;304
10.10.3;A.10.3 Reschedule Incomplete Work;306
10.10.4;A.10.4 Reviewing Variances;307
10.11;A.11 Reporting;309
10.12;A.12 Project Portfolio Management with Project Online;311
10.12.1;A.12.1 Centralized Project Repository;311
10.12.2;A.12.2 Business Drivers;311
10.12.3;A.12.3 Business Driver Prioritization;314
10.12.4;A.12.4 Project Rating Against Business Drivers;316
10.12.5;A.12.5 Setting Up the Portfolio Analysis;317
10.13;A.13 Earned Value Management;328
10.13.1;A.13.1 Basic Elements Required to Conduct an EVM Analysis;328
10.13.2;A.13.2 An Example;330
10.13.3;A.13.3 Earned Value S Curves;335
10.13.4;A.13.4 Accessing the S Curve Reports in MS Project;335
10.14;A.14 Using Task Usage and Resource Usage Views;338
10.14.1;A.14.1 Accessing the Usage Views;338
10.14.2;A.14.2 Adding Additional Fields to the Usage Views;341
10.14.3;A.14.3 Advantages of the Usage Views;341
11;Web Sites;342