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parametric estimating methods, 44-45
paraphrasing, 242
Pareto charts, 211
passive acceptance of risk, 195, 200-201
payback point, 20-22
PDCA (Plan-Do-Check-Act cycle), 206
percent complete, 235
percent spent, 235
performance budget, see operating budget
performance measurement system
cost budgeting and, 64-69
nature of, 64-65
operating budget and, 60-62
personality types, 244-247, 248
personal sphere of change, 165
person-based power, 150
PERT analysis, 51-54, 100-105, 118, 120, 185
phase, work breakdown structure (WBS) by, 34-36
Plan-Do-Check-Act cycle (PDCA), 206
planned cash flows, 65-69
planned value (PV), 62-63
planning phase of project management, 7
planning phase of projects, 2, 5-7
Polaris Missile program, 100
Porter, Lyman, 147-149
position-based power, 150
positive stakeholders, 13
power, types of, 149-150
precedence network diagrams, 83, 85-86, 89
predecessor activity, 94, 97
predecessor-successor network diagrams, 83, 85-86
present value of money, 69, 70-72, 218-220
production costs, 209
production work, projects versus, 1-2
productivity factors, 46-49
defined, 46-47
in estimating total project cost, 47-49
importance of, 47-48
product success criteria, 28
profit, 55-56
progress payments, 18
project baselines, 10-11
project charter, 6, 14-15
defined, 14
essential parts, 14
scope statement, 26-27
project estimates, 42-59
analogous estimating methods, 44-45
bottom-up, 44, 60-62
budget, 44-45
cost improvement curve, 57-59
definitive, 44-45, 60-62
estimated cost versus selling price, 54-56
law of diminishing returns, 56-57
life cycle cost in, 3, 50-51, 54, 139
nature of, 42-45
order of magnitude, 44-45
parametric estimating methods, 44-45
PERT analysis for, 51-54
pitfalls of, 42-43
productivity factors in, 46-49
range of possible values, 43-44
statistical cost estimating, 51-54
terms used in estimating, 45-46
top-down, 44
utilization factors in, 46-49
project expeditors, 163
project implementation, 164
project justification, 15, 16-23
approximations, 18
break-even point, 18-20, 21-22
intangible results, 17
internal rate of return (IRR), 22-23, 24
monetary, 17
payback point, 20-22
period of time for, 51, 54
sources of funds, 17-18
tangible qualitative results, 17
project life cycle, 5-8
phases of, 5-8
rate of spending and, 6, 8
project management
change process and, 168-170
dangers of, 8
general management practices in, 4-5
impact on projects, 164-165
leadership approaches to, 130-131
popularity of, 2
process of, 5
quality management and, 205-206
as strategic perspective, 4
Project Management Institute (PMI), 1, 5, 62, 63, 176, 207, 218-219
project management triangle, 8-10
project managers, 9-10
communication skills of, 237, 247-249
construction of work breakdown structure (WBS), 31, 32-36
control of direction of project, 27
functional, 9-10, 48, 159, 160, 163
in project charter, 6, 14-15, 26-27
in pure project organization, 154-156
team leader skills of, 137-138
project-oriented organization, see matrix organization
projects, 1-13
defined, 1, 2-4
phases of, 2
production work versus, 1
reasons for, 3-5
project success criteria, 27-28
project teams, 135-137
defined, 135
job enlargement/enrichment, 138-139
matrix structure, 130-131, 136, 150, 151, 153, 158-164
ownership and, 136-137, 139
relationship with stakeholders, 7, 8
team leader skills, 137-138
team role structure, 139-142
pure project organization, 154-156
pure risk, 174
Putting Total Quality Management to Work (Sashkin and Kiser), 205
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