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Project Management.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Project Management./
作者:	Lock, Dennis.
面頁冊數:	1 online resource (545 pages)
標題:	Project management.;Project Scope Management [Knowledge Area];Work Breakdown Structure (WBS) [Output/Input];Work breakdown structure. -
電子資源:	Click to View
ISBN:	9780754686347

Project Management.
Lock, Dennis.

Project Management. - 9th ed. - 1 online resource (545 pages)

Cover -- Contents -- List of Figures -- Acknowledgments -- Preface to Ninth Edition -- Chapter 1 Introduction to Project Management -- Brief history of project management -- Different types of projects -- Project life cycles and life histories -- Customers, clients, contractors and end users -- Associations representing the profession of project management -- References and further reading -- Chapter 2 Factors for Project Success or Failure -- Success or failure factors in relation to the initial project definition -- Factors for success or failure during the project fulfilment (execution) period -- Triangle of objectives and trade-offs between cost, performance and time -- Perceptions of project success or failure beyond the three primary objectives -- Identifying and ranking the stakeholders -- Benefits realization -- References and further reading -- Chapter 3 Defining the Project Task -- Importance of initial project definition -- Projects which are difficult or impossible to define -- Feasibility studies to improve early project definition -- Checklists -- Enquiries and proposals for new projects -- Defining the project scope -- Contractor's strategy and design specification -- Specifications for internally funded projects -- Developing and documenting the project specification -- Chapter 4 Estimating the Project Costs -- Introduction to cost estimating -- Classification of costs as direct or indirect -- Estimating accuracy -- Classification of estimates according to confidence -- Estimating accuracy in relation to prices and profits -- Version control of project cost estimates -- Top-down or bottom-up? -- Compiling the task list -- Level of detail in project cost estimating -- Estimating formats -- Estimating manufacturing costs -- Estimating project labour costs -- Personal estimating characteristics.

Dennis Lock's masterly exposition of the principles and practice of project management has been pre-eminent in its field for four decades. It explains the entire project management process in great detail, demonstrating techniques ranging from the simplest of charts to sophisticated computer applications. Everything is reinforced throughout with case examples and diagrams. The text has been completely restructured and largely rewritten for this ninth edition, so that the sequence now follows even more closely the life-cycle of a typical project from its earliest definition to final close-out. Case examples and diagrams have all been reviewed, updated, augmented or replaced.

ISBN: 9780754686347Subjects--Topical Terms:

1373961
Project management.;Project Scope Management [Knowledge Area];Work Breakdown Structure (WBS) [Output/Input];Work breakdown structure.
Index Terms--Genre/Form:

554714
Electronic books.

LC Class. No.: T56.8 .L6 2007

Dewey Class. No.: 658.404;658.5

Project Management.
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505 0 $a Cover -- Contents -- List of Figures -- Acknowledgments -- Preface to Ninth Edition -- Chapter 1 Introduction to Project Management -- Brief history of project management -- Different types of projects -- Project life cycles and life histories -- Customers, clients, contractors and end users -- Associations representing the profession of project management -- References and further reading -- Chapter 2 Factors for Project Success or Failure -- Success or failure factors in relation to the initial project definition -- Factors for success or failure during the project fulfilment (execution) period -- Triangle of objectives and trade-offs between cost, performance and time -- Perceptions of project success or failure beyond the three primary objectives -- Identifying and ranking the stakeholders -- Benefits realization -- References and further reading -- Chapter 3 Defining the Project Task -- Importance of initial project definition -- Projects which are difficult or impossible to define -- Feasibility studies to improve early project definition -- Checklists -- Enquiries and proposals for new projects -- Defining the project scope -- Contractor's strategy and design specification -- Specifications for internally funded projects -- Developing and documenting the project specification -- Chapter 4 Estimating the Project Costs -- Introduction to cost estimating -- Classification of costs as direct or indirect -- Estimating accuracy -- Classification of estimates according to confidence -- Estimating accuracy in relation to prices and profits -- Version control of project cost estimates -- Top-down or bottom-up? -- Compiling the task list -- Level of detail in project cost estimating -- Estimating formats -- Estimating manufacturing costs -- Estimating project labour costs -- Personal estimating characteristics.
505 8 $a Estimates for material and equipment costs -- Reviewing the cost estimates -- References and further reading -- Chapter 5 First Steps in Planning the Timescale -- General introduction to project planning -- What makes an ideal project plan? -- Museum project: a case example -- Distinction between planning and scheduling -- References and further reading -- Chapter 6 Financial Appraisal and the Business Plan -- Project feasibility analysis -- Different viewing platforms for the project investor and the project contractor -- Introduction to project financial appraisal methods -- Simple payback method -- Discounted cash flow -- How much confidence can we place in the data? -- Project funding -- References and further reading -- Chapter 7 Risk -- Introduction to project risk management -- Identifying the possible risks -- Risk appraisal and analysis -- Risk register -- Methods for dealing with risks -- Insurance -- Planning for a crisis -- References and further reading -- Chapter 8 Project Authorization -- Introduction to project authorization -- Project authorization criteria for the project owner -- Authorization documents issued by the project owner -- Project registration and numbering -- Project authorization in a contracting organization -- Authorizing work without a contract or customer's order -- References and further reading -- Chapter 9 Project Organization Structures -- Effective organization and communications -- Organization charts -- Emergence of project management in a developing company -- Project matrix organizations -- Project teams and task forces -- Organization of central administration functions -- Which type of project organization is best? -- Organizations with more than one project manager -- References and further reading -- Chapter 10 Organization of Management Change and IT Projects.
505 8 $a Special characteristics of management change projects -- Case example: the Coverite plc office relocation project -- PRINCE2™ -- References and further reading -- Chapter 11 Key People in the Organization -- Project manager -- Director of projects or programme manager -- Project engineer -- Project support office -- References and further reading -- Chapter 12 Work Breakdown and Coding -- WBS concept -- Coding systems -- Benefits of a logical coding system -- Choosing a coding system -- What happens when the customer says 'You shall use my coding system!'? -- References and further reading -- Chapter 13 Completing the Breakdown Structures -- Developing a project organization breakdown structure -- Relationship between the project WBS and OBS -- Introducing the cost breakdown structure -- References and further reading -- Chapter 14 Detailed Planning: An Introduction to Critical Path Networks -- Gantt charts: their advantages and limitations -- Background to critical path analysis -- Different network notation systems -- Critical path analysis using arrow diagrams -- Critical path analysis using precedence notation -- Case example: furniture project -- More complex network notation -- References and further reading -- Chapter 15 Detailed Planning: Critical Path Networks in Practice -- Developing the network logic -- Level of detail in network planning -- Interface events and activities -- Milestones -- Estimating task durations -- Is the predicted timescale too long? -- Case example: the museum project -- A case for drawing networks from right to left -- Network analysis as a management tool -- References and further reading -- Chapter 16 Principles of Resource Scheduling -- What are resources and which of them can be scheduled? -- Role of network analysis in resource scheduling -- Resource scheduling case example: the garage project.
505 8 $a Float (or slack) -- Two fundamental priority rules for resource scheduling -- Summary: the elements of a practicable schedule -- References and further reading -- Chapter 17 Scheduling People (and Other Reusable Resources) -- Choosing which resources to schedule -- Choice of resource units -- Rate-constant and non rate-constant usage of resources -- Specifying resource availability levels -- Using different calendars for resource scheduling -- Seven logical steps of project resource scheduling -- References and further reading -- Chapter 18 Scheduling Materials -- Manufactured parts and materials scheduling compared with general project scheduling -- Identifying and quantifying common parts for manufacturing projects -- Case example: a filing cabinet project -- Line of balance -- Computer solutions for scheduling manufacturing materials -- Using purchase control schedules to schedule equipment for capital projects -- References and further reading -- Chapter 19 Scheduling Cash Flows -- Cash flow scheduling in general -- Scheduling cash flows in different kinds of projects -- Using project management software to schedule cash outflows -- Using the computer to schedule cash inflows -- Conclusion -- Chapter 20 Computer Applications -- Choosing suitable software -- Special network logic required for computer applications -- Preparing for the first computer schedule -- Case example: the garage project -- Data entry errors -- Network plotting -- Time analysis of the garage project network -- Resource scheduling for the garage project -- Standard and customized output reports -- Updating the schedules and reports -- Chapter 21 Managing Project Start-up -- Preliminary organization of the project -- Correspondence and other documents -- Engineering standards and procedures -- Physical preparations and organization -- Getting work started.
505 8 $a Issuing detailed planning and work instructions -- Chapter 22 Aspects of Commercial Management -- Contracts -- Purchase orders -- Terms of trade used in international business (Incoterms 2000) -- Pricing a contact proposal -- Contract payment structures -- Timing of payments -- Financial viability of participating organizations -- References and further reading -- Chapter 23 Managing Procurement -- Purchasing cycle -- Roles in the purchasing organization for a large international project -- Purchase specification: defining what has to be bought -- Supplier selection -- Purchase requisition and order -- Expediting -- Special timing of orders and deliveries -- Purchase quantities -- Purchase order amendments -- Correlation between specification, enquiry, requisition and order numbers -- Project or stock purchasing? -- Marking and labelling goods before transit -- Goods receipt -- Stores administration -- Vendors' documents -- Materials management as a shared or common service -- References and further reading -- Chapter 24 Managing Progress -- Progress management as a closed-loop control system -- Management by' styles -- Updating schedules and records -- Collecting progress information -- Statistical checks -- Managing the progress and quality of bought-in materials and equipment -- Managing subcontractors and agency employees -- Routine priority allocation in manufacturing projects -- When the news is bad -- Corrective measures -- Immediate action orders -- Construction site organization and management -- Project meetings -- Progress reports -- References and further reading -- Chapter 25 Managing Changes -- Impact of changes in relation to the project life cycle -- Origin and classification of changes -- Authorization arrangements -- General administration -- Estimating the true cost of a change -- Forms and procedures.
505 8 $a Version control for modified drawings and specifications.
520 $a Dennis Lock's masterly exposition of the principles and practice of project management has been pre-eminent in its field for four decades. It explains the entire project management process in great detail, demonstrating techniques ranging from the simplest of charts to sophisticated computer applications. Everything is reinforced throughout with case examples and diagrams. The text has been completely restructured and largely rewritten for this ninth edition, so that the sequence now follows even more closely the life-cycle of a typical project from its earliest definition to final close-out. Case examples and diagrams have all been reviewed, updated, augmented or replaced.
588 $a Description based on publisher supplied metadata and other sources.
590 $a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2022. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
650 0 $a Project management.;Project Scope Management [Knowledge Area];Work Breakdown Structure (WBS) [Output/Input];Work breakdown structure. $3 1373961
655 4 $a Electronic books. $2 local $3 554714
776 0 8 $i Print version: $a Lock, Dennis $t Project Management $d Milton : Taylor & Francis Group,c2007 $z 9780566087721
797 2 $a ProQuest (Firm)
856 4 0 $u https://ebookcentral.proquest.com/lib/nfu/detail.action?docID=429780 $z Click to View