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Project Management in Perspective [Mīkstie vāki]

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  • Formāts: Paperback / softback, 448 pages, height x width x depth: 241x169x24 mm, weight: 696 g, Figures, graphs
  • Izdošanas datums: 01-Nov-2011
  • Izdevniecība: Oxford University Press Southern Africa
  • ISBN-10: 0195993144
  • ISBN-13: 9780195993141
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Project Management in PerspectivePalielināt
  • Formāts: Paperback / softback, 448 pages, height x width x depth: 241x169x24 mm, weight: 696 g, Figures, graphs
  • Izdošanas datums: 01-Nov-2011
  • Izdevniecība: Oxford University Press Southern Africa
  • ISBN-10: 0195993144
  • ISBN-13: 9780195993141
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780195993141.html
Keywords:
Project Management in Perspective is an accessible text suitable for students who do not have work experience yet and are introduced to the subject for the first time. The fundamentals of project management remain the same regardless of the industry but it is in the processes and application where the differences are highlighted, and this textbook is written from a business perspective.
Part I Nature and content of project management
1(84)
1 Introduction to project management
2(31)
1.1 Definition of a project
3(11)
1.1.1 Projects, megaprojects, programmes and portfolios
4(1)
1.1.2 Project attributes
5(1)
1.1.3 Project management constraints
6(1)
1.1.4 The project life cycle/s
7(2)
1.1.5 Stakeholders
9(1)
1.1.6 Risk
10(1)
1.1.7 Characteristics of projects
10(3)
1.1.8 Factors/variables common to all types of projects
13(1)
1.2 A historical perspective of project management
14(1)
1.2.1 Project management from the 20th Century to present day
15(1)
1.3 The multi-disciplinary approach to project management
15(2)
1.3.1 The relationship between project management and general management
16(1)
1.4 The project management knowledge base
17(1)
1.5 Project management methodologies
17(1)
1.6 Project management integration
18(2)
1.6.1 Processes and activities of project management integration
19(1)
1.6.2 Project management integration
19(1)
1.7 Global project management
20(2)
1.7.1 Characteristics of global projects
20(1)
1.7.2 Factors contributing to the growth of project management
21(1)
1.8 The future of project management
22(11)
2 Project selection through strategic alignment
33(24)
2.1 The importance of organisational strategy for the management of projects
34(4)
2.1.1 The importance of strategy
34(2)
2.1.2 Defining strategic management
36(1)
2.1.3 Strategic drift
37(1)
2.2 Projects and organisational strategy
38(6)
2.2.1 Strategic direction and projects
38(3)
2.2.2 Emergent strategies and projects
41(2)
2.2.3 Projects and portfolio management
43(1)
2.3 Drivers of projects
44(1)
2.3.1 Internal drivers of projects
44(1)
2.3.2 External drivers of projects
45(1)
2.4 Project selection
45(12)
2.4.1 Quantitative models: Profitability
46(1)
2.4.2 Quantitative models: Scoring
47(1)
2.4.3 Qualitative models
48(1)
2.4.4 Choosing a project selection model
49(8)
3 Project capability: Structure, culture and roles
57(28)
3.1 Overview of classical organisational structure theories
58(12)
3.1.1 Functional-organisational structure
59(2)
3.1.2 Process-orientated organisational structure
61(3)
3.1.3 Project-organisational structure
64(2)
3.1.4 The matrix-organisational structure
66(2)
3.1.5 The virtual organisation
68(2)
3.2 Project structures of the future
70(2)
3.2.1 The new organisational dynamics
70(2)
3.2.2 Managing the dynamic project
72(1)
3.3 Creativity and project culture
72(4)
3.3.1 The undiscovered in project culture
73(1)
3.3.2 Team behaviour and learning in projects
74(1)
3.3.3 Creativity in projects
74(2)
3.4 Roles in the project team
76(2)
3.4.1 Questioning the classic project paradigm
76(1)
3.4.2 New roles in the dynamic project team
76(2)
3.5 Managing the uncertain
78(7)
Part II Project management process
85(140)
4 Project initiation and definition
86(25)
4.1 Project initiation
87(5)
4.1.1 Project commissioning from external customers
88(3)
4.1.2 Project commissioning from internal customers
91(1)
4.2 Project definition
92(7)
4.2.1 Clarifying the project objective
92(1)
4.2.2 Project scope
93(2)
4.2.3 Project schedule
95(1)
4.2.4 Project cost
96(3)
4.3 Statement of work (SOW)
99(1)
4.4 Work breakdown structures (WBS)
100(5)
4.4.1 Definition of activities
101(1)
4.4.2 Assigning tasks or activities
101(1)
4.4.3 Financial resource allocation
101(4)
4.5 Handover to project planning for network planning and scheduling
105(6)
5 Project planning: Part 1
111(27)
5.1 A planning model
112(2)
5.2 Identify the activities
114(1)
5.3 Sequence the activities
115(5)
5.4 Estimate activity duration and resource requirements
120(2)
5.4.1 Macroestimating (top-down) and microestimating (bottom-up)
120(2)
5.5 Develop the preliminary schedule
122(6)
5.6 Preliminary risk assessment and response plan
128(10)
5.6.1 Scope
128(1)
5.6.2 Quality
129(1)
5.6.3 Timescale
129(2)
5.6.4 Risks
131(7)
6 Project planning: Part II
138(32)
6.1 Develop the resource-constrained schedule
139(21)
6.1.1 Time-constrained projects: smoothing resource demand
142(3)
6.1.2 Resource-constrained scheduling
145(15)
6.2 Assess the project's risks and iterate as required
160(1)
6.3 Documenting, baselining and maintaining the project plan
160(3)
6.4 Planning for project closure
163(7)
7 Project execution, monitoring and control: Understanding Earned Value Management
170(31)
7.1 Project execution
171(1)
7.2 Project monitoring and control
172(3)
7.2.1 Cost estimation
172(2)
7.2.2 EVM in perspective
174(1)
7.3 Understanding the key terms used in EVM
175(3)
7.4 Depicting EVM graphically
178(1)
7.5 How EVM works
179(7)
7.6 Extending EVM: the notion of Earned Schedule (ES)
186(1)
7.7 EVM and risk
187(3)
7.8 Configuration management and change control
190(1)
7.9 The ethics of execution, monitoring and control
191(10)
8 Project closure
201(24)
8.1 Project closure activities
202(9)
8.1.1 Planning for project closure
206(1)
8.1.2 Project Closure Report
206(2)
8.1.3 The need for a clear end to a project
208(2)
8.1.4 Premature closure of projects
210(1)
8.2 Project handover
211(1)
8.3 Benefits realisation
211(2)
8.4 Follow-on actions and recommendations
213(1)
8.5 Formal signoff and final acceptance
213(1)
8.6 Project evaluation
214(11)
8.6.1 Post-project assessment
215(1)
8.6.2 Team performance assessment
216(1)
8.6.3 Sharing project lessons learned
216(9)
Part III Project integration/principles
225(108)
9 Project risk management
226(26)
9.1 What is a project risk?
227(1)
9.1.1 Defining project risk
227(1)
9.1.2 Project risks are both threats and opportunities
228(1)
9.2 Project risk management cycle
228(1)
9.3 Step 1: Initiation
229(2)
9.3.1 Confirm project objectives
229(1)
9.3.2 Define risk thresholds
229(1)
9.3.3 Identify project risk management stakeholders and agree upon their responsibilities
230(1)
9.3.4 Document and agree upon project governance from a risk perspective
230(1)
9.4 Step 2: Risk identification
231(3)
9.4.1 Sources of project risk
231(1)
9.4.2 The structure of project risk
232(1)
9.4.3 The project risk description
233(1)
9.5 Step 3: Risk assessment
234(3)
9.5.1 Uncertainty is represented by probability
234(1)
9.5.2 Effect on project objectives is represented by impact
234(1)
9.5.3 Probability and impact combined represent exposure
234(2)
9.5.4 Allocate the risk owner
236(1)
9.6 Step 4: Risk response strategy selection
237(3)
9.6.1 Different objectives to threats and opportunities
237(1)
9.6.2 Types of project risk response strategies
237(2)
9.6.3 Choosing the most appropriate strategy
239(1)
9.7 Step 5: Risk response action planning
240(3)
9.7.1 Reactive risk responses
240(1)
9.7.2 Proactive risk responses
240(1)
9.7.3 Planning risk response actions
241(1)
9.7.4 Predicting the results of risk response actions
241(2)
9.8 Step 6: Risk response execution
243(1)
9.9 Step 7: Risk monitoring, control and review
243(1)
9.10 Project risk reporting
244(1)
9.11 Ongoing research
245(7)
10 Stakeholder management
252(23)
10.1 Defining the stakeholder
253(1)
10.2 The stakeholder management process
254(9)
10.2.1 Step 1: Identify the stakeholders
254(4)
10.2.2 Step 2: Analyse stakeholder relationships
258(2)
10.2.3 Step 3: Develop the stakeholder strategy
260(2)
10.2.4 Step 4: Engage and communicate
262(1)
10.3 Conflict management and negotiation
263(12)
11 Project communication
275(30)
11.1 The structure of project communication
276(1)
11.2 The importance of communication in project management
277(1)
11.3 Communication foundations
278(3)
11.3.1 NLP communication model
279(1)
11.3.2 The essence of communication
279(1)
11.3.3 Language is shared, meaning is not
280(1)
11.4 Meetings
281(4)
11.4.1 Types of project meetings
281(2)
11.4.2 Enhancing meeting effectiveness
283(2)
11.5 Project documents
285(5)
11.5.1 Project management documents: an overview
286(1)
11.5.2 Managing project documents
287(3)
11.6 Applied communication skills
290(4)
11.6.1 Building rapport
290(1)
11.6.2 Reflective listening
290(2)
11.6.3 Holding people accountable points scoring
292(1)
11.6.4 Questions a project manager should ask
293(1)
11.6.5 Questions a project manager should not ask
294(1)
11.6.6 Developing your project communication skills
294(1)
11.7 Preparing a project communication plan
294(1)
11.8 The future of project communication
295(10)
12 People management for projects
305(28)
12.1 Human resources and project team design
306(4)
12.1.1 Enacting business strategy through people
307(1)
12.1.2 How human resourcing and goal alignment enable strategy realisation
307(1)
12.1.3 The difference between managing people in operational environments versus project environments
307(2)
12.1.4 The influence of systems thinking (elements and relationships) on team design
309(1)
12.2 Critical path management of the project team
310(2)
12.2.1 The impact of project size on critical path activities
311(1)
12.3 Team role-based profiling and development phasing
312(2)
12.3.1 The development phases of individuals
312(1)
12.3.2 The development phases of project teams
313(1)
12.4 Building project teams that perform
314(1)
12.5 Motivating project teams to perform
315(2)
12.6 The role of workshops in promoting team performance
317(2)
12.6.1 The project workshop approach
317(1)
12.6.2 Participative planning techniques
317(2)
12.7 The role of the project office in managing performance teams
319(3)
12.7.1 The project office in overcoming matrix management problems
319(1)
12.7.2 Alternative approaches/structures for running organisational projects
320(1)
12.7.3 The project office as a strategy enabler
320(1)
12.7.4 The project manager's role in the project office
321(1)
12.7.5 The project administrator's role in the project office
321(1)
12.7.6 Managing contractors through the project office
321(1)
12.7.7 Managing the project office
321(1)
12.8 Managing outsourced teams
322(1)
12.9 Virtual and global project teams
323(2)
12.9.1 The power of technology in organising without organisations
323(1)
12.9.2 Managing people working on virtual project teams
324(1)
12.10 Cultural influences of managing project teams
325(8)
Part IV Contemporary issues
333(87)
13 Change management
334(27)
13.1 Defining change and change management
335(2)
13.1.1 Defining change
335(1)
13.1.2 Defining change management
336(1)
13.2 Organisational change
337(1)
13.3 Classification of different types of change
338(2)
13.3.1 Developmental change
338(1)
13.3.2 Transitional change
339(1)
13.3.3 Transformational change
339(1)
13.4 The planned change management process
340(3)
13.4.1 Phase 1: Establishing the need for change
340(1)
13.4.2 Phase 2: Situational diagnoses and analysis
341(1)
13.4.3 Phase 3: Planning the change
341(1)
13.4.4 Phase 4: Implementing change
342(1)
13.4.5 Phase 5: Establishing feedback and evaluating change
343(1)
13.5 Role players in the change intervention
343(4)
13.5.1 Internal role players
344(2)
13.5.2 External role players
346(1)
13.6 Change psychology and human behaviour
347(4)
13.6.1 Reaction to change
347(1)
13.6.2 Resistance to change
348(1)
13.6.3 Overcoming resistance to change
349(2)
13.7 Change communication
351(2)
13.7.1 A communication strategy for change
351(2)
13.8 Change success
353(8)
14 Leadership
361(31)
14.1 Defining leadership
362(2)
14.2 Differentiating between a manager and a leader
364(3)
14.2.1 The project manager
365(1)
14.2.2 Integrating project management and leadership
366(1)
14.3 The project manager as a leader
367(5)
14.3.1 Leadership traits theory
368(1)
14.3.2 Leadership behaviour and contemporary leadership approaches
369(3)
14.3.3 The situational approach to leadership
372(1)
14.4 Leadership within a project context
372(8)
14.4.1 Project management leadership skills
375(1)
14.4.2 Project leader vs project manager
376(1)
14.4.3 Dynamic or successful project leaders
377(2)
14.4.4 Team leadership
379(1)
14.5 Team leader's skills
380(2)
14.5.1 Leadership qualities and behaviour
381(1)
14.6 Change leadership
382(10)
15 Programme and portfolio management
392(28)
15.1 Programme management
397(9)
15.1.1 The programme lifecycle
399(2)
15.1.2 Advantages of programme management
401(2)
15.1.3 The programme manager
403(2)
15.1.4 The programme management office
405(1)
15.2 Portfolio management
406(14)
15.2.1 Portfolio management described
406(1)
15.2.2 The portfolio management process
407(3)
15.2.3 Advantages of portfolio management
410(1)
15.2.4 The portfolio manager
411(1)
15.2.5 The portfolio management office
411(9)
Glossary 420(2)
Index 422
Theuns Oosthuizen and Rob Venter are well-respected in their field.