This volume discusses strategic and operational issues in executing projects. It provides both quantitative and qualitative treatment on key areas of project management, and addresses issues of scheduling, procurement, quality, risk and communications management. The beneficiaries of this volume will primarily be university students in Engineering and Business Management disciplines. The book also extends practical insights and will be useful to professionals working in manufacturing and service industries.
Author(s): Jitesh J. Thakkar
Series: Management and Industrial Engineering
Publisher: Springer
Year: 2022
Language: English
Pages: 426
City: Singapore
Preface
Acknowledgements
Contents
About the Author
1 Project Complexities and Scope
1.1 Project and Project Management
1.2 Classification of the Projects
1.3 Difference Between Project and Project Management
1.4 Time–Cost–Performance (T-C-P) Relationship in Project Management
1.5 Project Life Cycle Management
1.6 Project Management S-Curve and Its Practical Relevance
1.7 Role of Project Manager, Project Leader, and Project Engineer
1.8 Key Characteristics for Becoming a Successful Project Manager
1.9 Project Management in Services Versus Manufacturing Sector
1.10 Project Organizations: Key Characteristics
1.11 PMBOK Knowledge Areas
1.12 Key PMBOK Terminologies
2 Project Organization
2.1 Organizational Structure: Issues and Characteristics
2.2 Impact of Organizational Structure on Efficiency
2.3 Relationship Between Organizational Structure and Project Management
2.4 Types of Organizational Structures
2.5 Organizational Structure and Conflict Resolution
2.6 Impact of Organizational Structure on Teamwork and Decision-Making
2.6.1 Impact of Organizational Structure on Teamwork
2.6.2 Impact of Organizational Structure on Decision-Making in the Project
2.7 Selection of Organizational Structure for New Product Development Project
3 Project Selection
3.1 Importance of Project Selection
3.2 Project Appraisal
3.3 Project Selection: Illustrative Example
3.4 Multi-criteria Decision Making (MCDM) for Project Selection
3.4.1 Technique for Order Preference Using Similarity to Ideal Solution (TOPSIS)
3.4.2 Elimination Et Choice Translating Reality (ELECTRE)
3.4.3 Analytical Hierarchy Process (AHP)
3.5 Financial Appraisal of Projects
3.6 Capital Budgeting
4 Project Planning and Representation
4.1 Project Planning
4.2 Work Breakdown Structure (WBS)
4.3 Work Breakdown Structure (WBS): Illustrative Examples
4.4 Phases in Project Planning
4.5 Project Network Representation: Activity on Arc (A-O-A) and Activity on Node (A-O-N)
4.6 Consistency and Redundancy in Project Network
4.7 Methods for Checking Consistency in Project Network
4.7.1 Topological Ordering
4.7.2 Fulkerson Rule
4.7.3 Marimont Procedure
4.7.4 Matrix Squaring Method
4.8 Illustrative Application of Project Network Consistency Methods
4.9 Redundancy Checking in Project Network
4.9.1 Redundancy Checking for Project Network Presented in Table 4.3
4.9.2 Redundancy Checking for Project Network Presented in Table 4.5
5 Project Scheduling
5.1 Importance of Project Scheduling
5.2 Project Scheduling and Work Breakdown Structure (WBS)
5.3 Components of Project Scheduling
5.4 Critical Path
5.5 Project Scheduling with Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT)
5.6 Critical Path Determination: Path Enumeration Method
5.7 Project Scheduling with CPM: Illustrative Example
5.8 Project Scheduling with PERT: Illustrative Example
5.9 Graphical Evaluation and Review Technique (GERT)
5.10 Errors in PERT
6 Project Scheduling with Exact Distribution Method (EDM), Chance-Constrained Programming (CCP), and Simulation
6.1 Chance-Constrained Programming (CCP) and Simulation in Project Scheduling
6.2 Error in PERT and PERT Optimism
6.3 Exact Distribution Method for Project Scheduling Under Uncertainty: Illustrative Example
6.4 Steps Involved in Chance-Constrained-Based Project Scheduling
6.5 Steps Involved in Project Simulation
6.6 Illustrative Example: Chance-Constrained Programming (CCP) for Project Scheduling
6.7 Illustrative Example: Monte Carlo Simulation for Project Scheduling
7 Project Scheduling with Theory of Constraints (TOC) and Critical Chain Project Management (CCPM)
7.1 Theory of Constraints (TOC) and Critical Chain Project Management (CCPM)
7.1.1 What Are the Problems with Traditional Methods (CPM and PERT) of Project Scheduling?
7.1.2 Key Issues in the Application of TOC and CCPM
7.2 Key Terminologies and Principles of TOC
7.3 Principles of Critical Chain Project Management (CCPM)
7.4 Differences in TOC and CCPM
7.5 Numerical Application of TOC
8 Project Time–Cost Trade-Off
8.1 Cost Considerations in Project
8.2 Time–Cost Trade-Off in Project Management
8.3 Step-By-Step Procedure of the Heuristic Used for Time–Cost Trade-Off
8.4 Time–Cost Trade-Off: Illustrative Example 1
8.5 Time–Cost Trade-Off: Illustrative Example 2
9 Project Resource Allocation
9.1 Importance of Resource Allocation and Leveling in Project Management
9.2 Types of Resources in Project
9.3 Heuristics Used in Resource Leveling
9.4 Weist’s Heuristics for Resource Leveling
9.5 Resource Leveling: Illustrative Example
10 Project Monitoring and Control
10.1 Importance of Project Monitoring and Control
10.2 Earned Value Analysis (EVA)
10.3 Role of IT in Project Monitoring and Control
10.4 Earned Value Analysis: Illustrative Example
11 Project Risk Control and Management
11.1 Importance of Project Risk Management
11.2 Phases of Risk Management
11.3 Types of Risks
11.3.1 Internal Risk Factors
11.3.2 External Risk Factors
11.4 Risk Monitoring
11.5 Stakeholders in Project Team
12 Project Procurement and Contracts Management
12.1 Issues in Project Procurement Management
12.2 Phases in Project Procurement Management
12.3 Importance of Contracts in Project Management
12.4 Types of Contracts
12.5 Balancing Contractor’s Risk with Different Types of Contracts
12.6 Popular Tools and Techniques in Project Procurement Analysis
12.7 Selection of Type of Contract Under Risk and Uncertainty
12.8 Requirements for the Formal Acceptance and Closure of the Contract
12.9 Make or Buy Decision
12.10 Opportunism in Project Procurement
12.11 Monitoring of Contract Performance Cycle
13 Project Quality Management
13.1 Definitions of Quality and Relevance for a Project
13.2 Importance of Quality for the Project
13.3 Deming’s Principles with Its Relevance for a Project
13.4 Juran’s Trilogy with Its Relevance for a Project
13.5 Total Quality Management (TQM) and Its Relevance in Project Management
13.6 Six Sigma-DMAIC for Project Management
14 Human Issues in Project Management
14.1 Importance of Human Resource in Project
14.2 Whole-Brain (HDBI Profile) Model
14.3 Group Maturation Process
14.4 Role of Motivation in Project Management
14.5 Leadership and Importance for Project Management
14.6 Leadership Theories/Models for Project Management
14.7 Personal Mastery: Must for Project Leaders
14.8 Time Management in Managing Projects
15 Project Communication Management
15.1 Importance of Project Communication
15.2 Opportunism of the Players and Communication in Project Management
15.3 Models of Communication and Relevance for Project Management
15.4 Strategies to Improve Communication in Project
16 Project Closure and Termination
16.1 Importance of Project Closure and Termination
16.2 Steps Involved in Project Termination Process
Index
