Project management : processes, methodologies, and economics / Avraham Shtub, Jonathan F. Bard, Shlomo Globerson.

Format:

Book

Author/Creator:

Shtub, Avraham.

Contributor:

Bard, Jonathan F.

Globerson, Shlomo, 1941-

Anne and Joseph Trachtman Memorial Book Fund.

Language:

English

Subjects (All):

Engineering--Management.

Engineering.

Project management.

Physical Description:

xx, 668 pages : illustrations ; 24 cm

Edition:

Second edition.

Place of Publication:

Upper Saddle River, NJ : Pearson Prentice Hall, [2005]

Summary:

Centering on theory and practice, this book presents tools and techniques most suited for modern project management. From budgeting to scheduling and control, the authors show the relationship between project planning and implementation. Expands analytic techniques using the latest standard software. Contains fundamental concepts in project management. Builds case studies with continuing compounded information. " > For those interested in learning more about project management and as a reference for managers, engineers and technology experts.

Contents:

1.2 Relationship Between Projects and Other Production Systems 2

1.3 Characteristics of Projects 4

1.4 Project Manager 14

1.5 Components, Concepts, and Terminology 17

1.6 Movement to Project-Based Work 24

1.7 Life Cycle of a Project: Strategic and Tactical Issues 25

1.8 Factors that Affect the Success of a Project 28

1.9 About the Book: Purpose and Structure 30

Appendix 1A Engineering Versus Management 41

2 Process Approach to Project Management 45

2.2 Project Management Processes 51

2.3 Project Integration Management 52

2.4 Project Scope Management 56

2.5 Project Time Management 58

2.6 Project Cost Management 60

2.7 Project Quality Management 61

2.8 Project Human Resource Management 62

2.9 Project Communications Management 63

2.10 Project Risk Management 65

2.11 Project Procurement Management 67

2.12 The Learning Organization and Continuous Improvement 70

2.13 Organizational Project Management Maturity Model 72

3 Engineering Economic Analysis 75

3.2 Compound Interest Formulas 78

3.3 Comparison of Alternatives 87

3.4 Equivalent Worth Methods 91

3.5 Sensitivity and Breakeven Analysis 105

3.6 Effect of Tax and Depreciation on Investment Decisions 108

3.7 Utility Theory 119

4 Life-Cycle Costing 147

4.1 Need for Life-Cycle Cost Analysis 147

4.2 Uncertainties in Life-Cycle Cost Models 150

4.3 Classification of Cost Components 153

4.4 Developing the LCC Model 160

4.5 Using the Life-Cycle Cost Model 167

5 Project Screening and Selection 173

5.1 Components of the Evaluation Process 173

5.2 Dynamics of Project Selection 175

5.3 Checklists and Scoring Models 177

5.4 Benefit-Cost Analysis 180

5.5 Cost-Effectiveness Analysis 188

5.6 Issues Related to Risk 191

5.7 Decision Trees 203

5.8 Real Options 216

Appendix 5A Bayes' Theorem for Discrete Outcomes 231

6 Multiple Criteria Methods for Evaluation 233

6.2 Framework for Evaluation and Selection 233

6.3 Multiattribute Utility Theory 236

6.4 Analytic Hierarchy Process 242

6.5 Group Decision Making 250

Appendix 6A Comparison of Multiattribute Utility Theory with the Analytic Hierarchy Process: Case Study 261

7 Scope and Organizational Structure of a Project 279

7.2 Organizational Structures 280

7.3 Organizational Breakdown Structure of Projects 289

7.4 Project Scope 298

7.5 Combining the Organizational and Work Breakdown Structures 308

7.6 Management of Human Resources 311

8 Management of Product, Process, and Support Design 329

8.1 Design of Products, Services, and Systems 329

8.2 Role of the Project Manager 333

8.3 Importance of Time and the Use of Teams 334

8.4 Supporting Tools 344

8.5 Quality Management 360

9 Project Scheduling 377

9.2 Estimating the Duration of Project Activities 383

9.3 Effect of Learning 393

9.4 Precedence Relations Among Activities 395

9.5 Gantt Chart 397

9.6 Activity-on-Arrow Network Approach for Critical Path Method Analysis 401

9.7 Activity-on-Node Network Approach for Critical Path Method Analysis 413

9.8 Precedence Diagramming with Lead-Lag Relationships 416

9.9 Linear Programming Approach for Critical Path Method Analysis 422

9.10 Aggregating Activities in the Network 424

9.11 Dealing with Uncertainty 425

9.12 Critique of PERT and CPM Assumptions 434

9.13 Critical Chain Process 436

9.14 Scheduling Conflicts 437

Appendix 9A Least-Squares Regression Analysis 450

Appendix 9B Learning Curve Tables 452

Appendix 9C Normal Distribution Function 455

10 Resource Management 457

10.1 Effect of Resources on Project Planning 457

10.2 Classification of Resources Used in Projects 458

10.3 Resource Leveling Subject to Project Due-Date Constraints 461

10.4 Resource Allocation Subject to Resource Availability Constraints 465

10.5 Priority Rules for Resource Allocation 469

10.6 Critical Chain: Project Management by Constraints 472

10.7 Mathematical Models for Resource Allocation 472

10.8 Projects Performed in Parallel 475

Appendix 10A Estimating Peak Resource Requirements 484

11 Project Budget 487

11.2 Project Budget and Organizational Goals 489

11.3 Preparing the Budget 491

11.4 Techniques for Managing the Budget 494

11.5 Presenting the Budget 505

11.6 Project Execution: Consuming the Budget 507

11.7 Important Points in the Budgeting Process 508

12 Project Control 517

12.2 Common Forms of Project Control 520

12.3 Integrating the OBS and WBS with Cost and Schedule Control 523

12.4 Reporting Progress 537

12.5 Updating Cost and Schedule Estimates 538

12.6 Technological Control: Quality and Configuration 541

12.7 Line of Balance 541

12.8 Overhead Control 546

Appendix 12A Example of a Work Breakdown Structure 554

Appendix 12B Department of Energy Cost/Schedule Control Systems Criteria 556

13 Research and Development Projects 561

13.2 Risk Factors 563

13.3 Managing Technology 567

13.4 Strategic R&D Planning 572

13.5 Parallel Funding: Dealing with Uncertainty 576

13.6 Managing the R&D Portfolio 580

Appendix 13A Portfolio Management Case Study 595

14 Computer Support for Project Management 601

14.2 Use of Computers in Project Management 602

14.3 Criteria for Software Selection 617

14.4 Software Selection Process 622

14.5 Software Implementation 628

14.6 Project Management Software Vendors 630

Appendix 14A PMI Software Evaluation Checklist 634

15 Project Termination 645

15.2 When to Terminate a Project 646

15.3 Planning for Project Termination 650

15.4 Implementing Project Termination 655

15.5 Final Report 655.

Notes:

Includes bibliographical references and index.

Local Notes:

Acquired for the Penn Libraries with assistance from the Anne and Joseph Trachtman Memorial Book Fund.

ISBN:

0130413313

OCLC:

56198576