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(Wcs Asia) Project Management Project Management 10_Asia
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• One of the major changes in this edition has been the introduction of Organizational Project Management in Chapter 2, including the strategic issue of governance, especially for mega-projects, as they are now called. We describe the internal stakeholders involved in each of the four phases of a project and their roles and responsibilities and conclude this discussion with a public sector example.
• Due to the increased length of Chapter 2, we cut out some of the quantitative project selection material, rewrote an example to focus on project selection, and moved the last section on Project Bids and RFPs into the section Better Cost Estimating and Bidding in Chapter 7.
• Two significant changes are the addition of a major section on Agile project management in Chapter 6 and a new Reading on the Evolution of Agile.
• Due to the increased length of Chapter 6, we moved the issues of risk planning to Chapter 7 to join the existing section there on risk simulation. Chapter 7 also has a new reading on resilience, risk, and agility.
• Chapter 7 also has a new Case on Fuddruckers project budgeting.
• We enhanced the existing case in Chapter 8, now titled Nutristar Energy, Inc.
• A new follow-on case was written for Chapter 11 based on the Chapter 10 case: The Project Manager/Customer Interface (B).
• A new section on Benefit Realization· was added in Chapter 13 to close the project in accordance with the concepts of organizational project management.
• With all the aforementioned changes, we added some new questions and moved summary items, questions, glossary items, exercises, and bibliography entries, to their new chapters.
• To supplement the new material, we added new references to the bibliography and deleted most of the older references before 1990, except for a few classics.
• In the Excel spreadsheet examples, we replaced the algebraic calculations with Excel functions.
• Finally, we updated the Dilbert cartoons.
• Due to the increased length of Chapter 2, we cut out some of the quantitative project selection material, rewrote an example to focus on project selection, and moved the last section on Project Bids and RFPs into the section Better Cost Estimating and Bidding in Chapter 7.
• Two significant changes are the addition of a major section on Agile project management in Chapter 6 and a new Reading on the Evolution of Agile.
• Due to the increased length of Chapter 6, we moved the issues of risk planning to Chapter 7 to join the existing section there on risk simulation. Chapter 7 also has a new reading on resilience, risk, and agility.
• Chapter 7 also has a new Case on Fuddruckers project budgeting.
• We enhanced the existing case in Chapter 8, now titled Nutristar Energy, Inc.
• A new follow-on case was written for Chapter 11 based on the Chapter 10 case: The Project Manager/Customer Interface (B).
• A new section on Benefit Realization· was added in Chapter 13 to close the project in accordance with the concepts of organizational project management.
• With all the aforementioned changes, we added some new questions and moved summary items, questions, glossary items, exercises, and bibliography entries, to their new chapters.
• To supplement the new material, we added new references to the bibliography and deleted most of the older references before 1990, except for a few classics.
• In the Excel spreadsheet examples, we replaced the algebraic calculations with Excel functions.
• Finally, we updated the Dilbert cartoons.
作者簡介
Jack R. Meredith is an American engineer, organizational theorist, management consultant and Professor of Management at Wake Forest University, known for his work on project management.
Samuel J. Mantel Jr.
Scott M. Shafer
Samuel J. Mantel Jr.
Scott M. Shafer
目次
1 Projects in Contemporary Organizations
PART I: PROJECT INITIATION
2 Strategic Management and Project Selection
3 The Project Manager
4 Managing Conflict and the Art of Negotiation
5 The Project in the Organizational Structure
PART II: PROJECT PLANNING
6 Activity Planning: Traditional and Agile
7 Budgeting and Risk Management
8 Scheduling
9 Resource Allocation
PART III: PROJECT EXECUTION
10 Monitoring and Information Systems
11 Project Control
12 Project Auditing
13 Project Closure and Benefits Realization
APPENDIX A Probability and Statistics (online)
APPENDIX B Answers to Even-Numbered Problems (online)
APPENDIX C Technological Forecasting (online)
APPENDIX D Creativity and Idea Generation (online)
PART I: PROJECT INITIATION
2 Strategic Management and Project Selection
3 The Project Manager
4 Managing Conflict and the Art of Negotiation
5 The Project in the Organizational Structure
PART II: PROJECT PLANNING
6 Activity Planning: Traditional and Agile
7 Budgeting and Risk Management
8 Scheduling
9 Resource Allocation
PART III: PROJECT EXECUTION
10 Monitoring and Information Systems
11 Project Control
12 Project Auditing
13 Project Closure and Benefits Realization
APPENDIX A Probability and Statistics (online)
APPENDIX B Answers to Even-Numbered Problems (online)
APPENDIX C Technological Forecasting (online)
APPENDIX D Creativity and Idea Generation (online)
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