Although projects always carry risk, too many projects run late or exceed their original budgets by eye-watering amounts. This book is a comprehensive guide to the procedures needed to ensure that projects will be delivered on time, to specification and within budget. Eight expert contributors have combined their considerable talents to explain all aspects of project control from project conception to completion in an informative text, liberally supported where necessary by clear illustrations. This handbook will benefit all project practitioners, including project managers and those…mehr
Although projects always carry risk, too many projects run late or exceed their original budgets by eye-watering amounts. This book is a comprehensive guide to the procedures needed to ensure that projects will be delivered on time, to specification and within budget.
Eight expert contributors have combined their considerable talents to explain all aspects of project control from project conception to completion in an informative text, liberally supported where necessary by clear illustrations.
This handbook will benefit all project practitioners, including project managers and those working in project management offices. It will also provide an invaluable guide for students studying for higher degrees in project management and its associated disciplines.
Produktdetails
Produktdetails
Project and Programme Management Practitioner Handbooks
Dennis Lock began his career as an electronics engineer in a research laboratory, but has since served many years in project and administration management in the heavy machine tool and non-ferrous mining industries. Dennis has also carried out successful consultancy assignments in Europe and the United States, and was for eight years an external lecturer in project management to master's degree students at two British universities. He is a fellow of the Association for Project Management and a member of the Chartered Management Institute. As a best-selling author, he has written or edited well over 50 books, many published in multiple languages. Shane Forth is a Fellow of the Association for Project Management and the Association of Cost Engineers with over 40 years' experience in the oil, gas, nuclear power and other industries. As 'GO FORTH' he provides consultancy services to help organizations develop the skills of their project management people. Shane sits on working groups and lectures at universities and events. For his MSc he won the Stephen Wearne Award for best overall performance. He also won APM's Geoffrey Trimble Award for best master's post-graduate dissertation. Shane has been honoured twice by the Engineering Construction Industry Training Board (including a national award for individual leadership and significant contribution to training and development).
Inhaltsangabe
PART I: GETTING STARTED 1 Project fundamentals 2 Introducing project controls 3 Project authorization 4 Control principles 5 Essential coding structures PART II: PROJECT ORGANIZATION 6 Organization structures 7 More complex organizations 8 The project management office PART III: COST CONTROL 9 Introduction to cost accounting 10 Introduction to cost estimating 11 Cost estimating for construction 12 Cost estimating accuracy 13 Project cost accounting and control 1 14 Project cost accounting and control 2 PART IV: SCHEDULING 15 Basic planning methods 16 Critical path planning 17 Accelerating the project 18 Scheduling project resources 1 19 Scheduling project resources 2 20 Project schedule technical integrity 21 Controlling project manufacturing 22 More specialized scheduling PART V: RISK MANAGEMENT 23 Introduction to risk management 24 Qualitative risk management 25 Quantitative risk management 26 Useful risk management tools PART VI: PURCHASING AND CONTRACTS 27 Controlling purchasing 28 Project contracts PART VII: MONITORING AND MEASURING FOR CONTROL 29 The integrated project baseline 30 Reviewing the integrated project baseline 31 Managing progress 32 Controlling changes 33 Performance measurement and analysis 34 Forecasts and corrective actions PART VIII: INFORMATION AND COMMUNICATIONS 35 Communications and documentation 36 Controlling archives 37 Meetings 38 Giving controls high visibility PART IX: ASSURANCE AND GOVERNANCE 39 Project reviews and audits 40 Governance of controls PART X: PEOPLE 41 Managing project people 42 Performance improvement methods 43 Managing yourself and your career PART XI: CASE EXAMPLES Case A: The Herbert-Ingersoll tragedy Case B: The Channel Tunnel project Case C: Losing and regaining control
PART I: GETTING STARTED 1 Project fundamentals 2 Introducing project controls 3 Project authorization 4 Control principles 5 Essential coding structures PART II: PROJECT ORGANIZATION 6 Organization structures 7 More complex organizations 8 The project management office PART III: COST CONTROL 9 Introduction to cost accounting 10 Introduction to cost estimating 11 Cost estimating for construction 12 Cost estimating accuracy 13 Project cost accounting and control 1 14 Project cost accounting and control 2 PART IV: SCHEDULING 15 Basic planning methods 16 Critical path planning 17 Accelerating the project 18 Scheduling project resources 1 19 Scheduling project resources 2 20 Project schedule technical integrity 21 Controlling project manufacturing 22 More specialized scheduling PART V: RISK MANAGEMENT 23 Introduction to risk management 24 Qualitative risk management 25 Quantitative risk management 26 Useful risk management tools PART VI: PURCHASING AND CONTRACTS 27 Controlling purchasing 28 Project contracts PART VII: MONITORING AND MEASURING FOR CONTROL 29 The integrated project baseline 30 Reviewing the integrated project baseline 31 Managing progress 32 Controlling changes 33 Performance measurement and analysis 34 Forecasts and corrective actions PART VIII: INFORMATION AND COMMUNICATIONS 35 Communications and documentation 36 Controlling archives 37 Meetings 38 Giving controls high visibility PART IX: ASSURANCE AND GOVERNANCE 39 Project reviews and audits 40 Governance of controls PART X: PEOPLE 41 Managing project people 42 Performance improvement methods 43 Managing yourself and your career PART XI: CASE EXAMPLES Case A: The Herbert-Ingersoll tragedy Case B: The Channel Tunnel project Case C: Losing and regaining control
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