The Essentials of Project Management

The Essentials of Project Management

by Dennis Lock

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Product Details

ISBN-13: 9781351789745
Publisher: Taylor & Francis
Publication date: 01/12/2018
Series: Routledge Revivals
Sold by: Barnes & Noble
Format: NOOK Book
Pages: 270
File size: 7 MB

About the Author

Dennis Lock is a freelance writer who specializes in project management. His exceptionally wide industrial experience has included sub miniature electronics, defence systems, heavy engineering and international mining, with a progression of successful management positions in all of those industries. He has fulfilled consultancy assignments in Britain and overseas and in recent years has taught project management to masters degree students as an external lecturer at two British universities. Of over 50 books that he has written or edited, almost all have been published by Gower.

Table of Contents

List of figuresix
Prefacexiii
Acknowledgementsxv
1Introduction1
Projects
Project management processes
Project objectives
The time / cost relationship
Balancing time, cost and quality
The Association for Project Management
2Definition11
The customer's project specification
Project scope
Using checklists
The contractor's initial design specification
Specification of production methods
Construction specification
Specifications for product development projects
Developing the project specification
Projects which are difficult or impossible to define
Reference
3Organization31
Effective organization and communications
Project teams versus functional group or matrix organizations
Functional matrix organizations
Variations of the matrix organization
Project team organization
Which type of organization is best?
The hybrid option
Organizations with more than one project manager
The project manager himself
Project services groups
4Work breakdown and coding55
Family tree hierarchy
Work breakdown structures for large projects
Coding systems
Benefits of a logical coding system
Choosing a coding system
5Cost estimating69
Cost format
Estimating accuracy
Classification of estimates according to confidence
Standard tables
Profit vulnerability
Compiling the task list
Documentation
Collecting departmental estimates
Manufacturing estimates with no drawings
Personal estimating characteristics
Estimates for material and equipment costs
Below-the-line costs
Reviewing the cost estimates
6Planning91
Bar charts
Critical path networks
The different network notation systems
Critical path networks using arrow diagrams
Precedence diagrams
Case study: the gantry project
Planning the furniture project by critical path network
Level of detail in network diagrams
Should a large network be broken down into smaller networks?
Interface activities
Milestones
Is the predicted timescale too long?
Early consideration of resource constraints
7Scheduling123
Resource scheduling
The role of network analysis in resource scheduling
Introducing the garage project
Garage project network planning
Float
Garage project resource scheduling
Computer reports for the garage project
Conclusions
Reference
8Implementation147
Project authorization
Preliminary organization of the project
Project design standards and procedures
Choice of planning and control procedures
Physical preparations and organization
Getting work started
Detailed planning and work instructions
Drawing and purchase control schedules
9Purchasing165
Listing and specifying the goods
Early ordering of long-lead items
Supplier selection
Ordering
Expediting
Goods receipt
Shortages
Procedures for assuring quality and progress
Vendors' documents
Shipping, port and customs formalities
10Cost management183
A checklist of cost management factors
Cost budgets
Purchased materials, equipment and services
Milestone analysis
A simple performance analysis method for design engineering
An outline of earned value analysis
Effect of modifications on earned value analysis
The project ledger concept
Predicting profitability for a project
Post-mortem
11Changes209
Classification of changes
Authorization arrangements
Registration and progressing
Formal procedures for external change requests
Formal procedure for internal change requests
Design freeze
The interchangeability rule
Emergency modifications
12Managing progress225
Project progressing as a closed loop control system
Progress monitoring and schedule updating
When the news is bad
Corrective measures
Progress meetings
Project progress reports
Project closure
Select bibliography243
Index247

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