Project Management

The linkages for integration include the process of selecting projects that best support the strategy of a particular organization and that in turn can be supported by the technical and managerial processes made available by the organization to bring projects to completion. The goals of prospective project managers are to understand the role of a project in their organizations, and to master the project management tools, techniques, and interpersonal skills necessary to orchestrate projects from start to finish. The role of projects in organizations is receiving increasing attention. Projects are becoming the major tool for implementing and achieving the strategic goals of the organization. In the wake of intense global competition, many organizations have reorganized around a philosophy of innovation, renewal, and organizational learning to survive. Readers will find the concepts and techniques discussed in the book to be immediately useful in new-project situations. Practicing project managers will find the text to be a valuable guide and reference when dealing with typical problems that arise in the course of a project. This book would be valuable asset for the reader to get comprehensive knowledge of project management. Enlightening feedback and suggestions are solicited.

Table of Contents:
1 Introduction 1 Conceptual Development of Project Management Historical Development of Project Management Types and Characteristics of Project Project Life Cycles Improved Project Life Cycle Associations Representing the Profession of Project Management Project Management Checklist Progress Reports Summary 2. The Project Task: Success or Failure 45 Defining the Project Task The Project Scope Factors for Project Success Ten Golden Rules of Successful Projects Project Management Failure Factors Project Success and Failure Measuring Project Success in the Construction Industry Project Management Triangle Identifying and Ranking the Stakeholders Benefits of Project Management Summary Case Study 3 The Project Costs: Estimating, Managing and Evaluating 87 Cost Estimating Classification of Cost Estimated Effort and Duration Estimating the Cost of a New Project Process to Estimate Effort Hours Approaches to Cost Estimation Types of Construction Cost Estimates The Cost Estimating Process Cost Estimating Formats Levels of Estimate Elements of a Cost Estimate Estimating Manufacturing Costs Reviewing Cost Estimate Cost Accounting project management and Cost Control Principles of Cost Control Project Control Variables Fixed and Variable Cost Control Earned Value Analysis and Cost Reporting Milestone Trend Analysis Earned Value Management Project Postmortem Summary Case Study 4. Project Planning 137 Components of Project Plan Project Planning Tips Project Planning Aids Project Planning Diagrams The PERT Chart Planning and Work Breakdown Structure (WBS) Product Descriptions Planning the Timescale Developing the Project Plan Project Planning a Step by Step Project Schedule Financial Appraisal and Business Plan Financial Appraisal Financial Appraisal of the Innovation Projects Project Tolerance and Reporting Paths Detailed Plan: Monitoring and Derivation Controlling Projects Summary Case Study 5. Project Management Process 169 Project Initiation Data Collection Project Control Project Closure Reasons for Closing Project Summary Case Study 6. Organizational Project Management 223 Project Organizational Structures Organizational Structures in Project Management Keys to Managing Multiple Projects Project Organization Chart Project Management Process by Developing a Good Methodology The Work Breakdown Structure Create Breakdown Structure Project Team and Teamwork Team Working Team Building Across Departments Anxieties of Team Members Team Building and Employee Motivation Techniques Encourage 'Ownership' of the Project Positive Factors Task Forces in Project Management Quality of Best Organisation Project Authorization and Authority Project Manager Project Engineer Systems Engineering Management Control in an Engineering Matrix Organization Project Office Support Strategic Implementation of a Project Support Office Organizational Change in ITs Project Key Areas for Managing Change Projects in Controlled Environments (PRINCE) How to Apply PRINCE 2: Engaging Senior Management in Your Projects PRINCE2 2009: What's Changed? PRINCE2 Goes from Strength to Strength Summary Case study 7. The Project Scheduling 281 Gantt Chart Network Analysis Float Project Plans: 10 Essential Elements Project Scheduling and Resource Levelling Project Schedule Critical Path Analysis Critical Path Analysis Using Arrow Diagrams Critical Path Analysis Using Precedence Diagram Notation Critical Chain Project Management Critical Path Networks in Practice Logic Network Logical Relationship Level of Effort Milestone Project Management Estimation of Task Durations, Cost and Schedule Considerations Selling and Negotiating Your Estimates Summary Case Study 8. Managing Multiple Projects: Programme, Portfolios and Progress 357 Programme Management Project Portfolio Management Distinguishing Portfolio, Programme and Project Management Change Portfolio Management Managing Small Projects Risk Management Line of Balance Programme Evaluation and Review Technique(PERT) Summary Case study 9. Project Risk Management 387 Risk-Management Activities as Applied to Project Management Rules of Project Risk Management Risk Management Options The Risky Business of Project Management Risk Management Process Insurance in Risk Management Summary Case Study Bibliography 423 Index 427

About the Author :
Thomas Erickson is an interaction designer and researcher whose approach to systems design is shaped by work in sociology, rhetoric, architecture, and urban design. He has contributed to the design of a number of products and authored about ten publications on topics ranging from personal electronic notebooks to pattern languages and virtual community. Originally trained as a cognitive psychologist at the University of California, San Diego, he spent five years at a startup company, nine years at Apple Research, and finally joined IBM in 1997 as a research staff member. His primary aim is to study and design systems that support network mediated group interaction.