Project Management A Managerial Approach (Record no. 2856)
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| 000 -LEADER | |
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| fixed length control field | 09195nam a2200217Ia 4500 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190723155340.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 140801s2000 xx 000 0 und d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9780471298298 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.404 MER-P |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | jack R Meredith |
| 245 ## - TITLE STATEMENT | |
| Title | Project Management A Managerial Approach |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 4th |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Name of publisher, distributor, etc | John Willey & sons |
| Date of publication, distribution, etc | 2000 |
| 500 ## - GENERAL NOTE | |
| General note | TABLE OF CONTENTS<br/>1 Projects in Contemporary Organizations 1<br/><br/>1.1 The Definition of a “Project” 2<br/><br/>1.2 Why Project Management? 9<br/><br/>1.3 The Project Life Cycle 16<br/><br/>1.4 The Structure of This Text 21<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>A Unique Method for Traveler-Tracking at Copenhagen Airport 5<br/><br/>The Smart-Grid Revolution Starts in Boulder, Colorado 7<br/><br/>The Olympic Torch Relay Project 8<br/><br/>Turning London’s Waste Dump into the 2012 Olympics Stadium 19<br/><br/>PART I: PROJECT INITIATION<br/><br/>2 Strategic Management and Project Selection 28<br/><br/>2.1 Organizational Project Management and Governance 29<br/><br/>2.2 Project Selection Models 33<br/><br/>2.3 Project Portfolio Management (PPM) 47<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Taipei 101: Refitted as World’s Tallest Sustainable Building 37<br/><br/>Using a Project Portfolio to Achieve 100 percent On-Time Delivery at Decor Cabinet Company 49<br/><br/>Implementing Strategy through Projects at Blue Cross/ Blue Shield 50<br/><br/>CASE: Pan-Europa Foods S.A. 61<br/><br/>READING: From Experience: Linking Projects To Strategy 68<br/><br/>3 The Project Manager 77<br/><br/>3.1 Project Management and the Project Manager 78<br/><br/>3.2 Special Demands on the Project Manager 84<br/><br/>3.3 Attributes of Effective Project Managers 94<br/><br/>3.4 Problems of Cultural Differences 101<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>The Project Management Career Path at AT&T 83<br/><br/>A Surprise “Director of Storm Logistics” for Katrina 85<br/><br/>Shanghai Unlucky with Passengers 90<br/><br/>The Wreckmaster at a New York Subway Accident 92<br/><br/>Lawrence Gamache, Wreckmaster 94<br/><br/>Growing Stress at Twitter 101<br/><br/>Success at Energo by Integrating Two Diverse Cultures 104<br/><br/>CASE: The National Jazz Hall of Fame 110<br/><br/>READING: Juggling Act 116<br/><br/>Chapter 3 Appendix: Primer on Effective Time Management (online)<br/><br/>4 Managing Conflict and the Art of Negotiation 118<br/><br/>4.1 Identifying and Analyzing Stakeholders 120<br/><br/>4.2 Conflict and the Project Life Cycle 122<br/><br/>4.3 Dealing with Conflict 129<br/><br/>4.4 The Nature of Negotiation 130<br/><br/>4.5 Partnering, Chartering, and Scope Change 131<br/><br/>4.6 Some Requirements and Principles of Negotiation 135<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Quickly Building a Kindergarten through Negotiation 120<br/><br/>Stakeholder Involvement at Nemours Children’s Hospital 123<br/><br/>A Consensus Feasibility Study for Montreal’s Archipel Dam 128<br/><br/>CASE: Negotiation in Action—The Quad Sensor Project 140<br/><br/>READING: Power of Persuasion 142<br/><br/>5 The Project in the Organizational Structure 145<br/><br/>5.1 Projects in a Functional Organization 147<br/><br/>5.2 Projects in a Projectized Organization 151<br/><br/>5.3 Projects in a Matrixed Organization 153<br/><br/>5.4 Projects in Composite Organizational Structures 158<br/><br/>5.5 Selecting a Project Form 159<br/><br/>5.6 The Project Management Office 160<br/><br/>5.7 The Project Team 169<br/><br/>5.8 Human Factors and the Project Team 171<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Reorganizing for Project Management at Prevost Car 150<br/><br/>Software Firm Yunio Avoids Complex Technologies 157<br/><br/>Trinatronic, Inc. 161<br/><br/>A Project Management Office Success for the Transportation Security Administration 164<br/><br/>South African Repair Success through Teamwork 172<br/><br/>CASE: Acorn Industries 180<br/><br/>READING: Four Steps to A Stronger PMO 184<br/><br/>PART II: PROJECT PLANNING<br/><br/>6 Activity Planning: Traditional and Agile 187<br/><br/>6.1 Traditional Project Activity Planning 189<br/><br/>6.2 Agile Project Planning 208<br/><br/>6.3 Coordination Through Integration Management 214<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Beagle 2 Mars Probe a Planning Failure 188<br/><br/>Child Support Software a Victim of Scope Creep 194<br/><br/>Agile Project to Create Website Following Earthquake 211<br/><br/>Using Agile to Integrate Two Gas Pipeline Systems 212<br/><br/>The Current State of Agile Project Management 213<br/><br/>Trying to Install a Wind Farm in the Middle of the North Sea 215<br/><br/>An Acquisition Failure Questions Recommended Practice 216<br/><br/>CASE: Heublein: Planning a Project Management and Control System 222<br/><br/>READING: The Evolution of Agile 230<br/><br/>7 Budgeting and Risk Management 233<br/><br/>7.1 Estimating Project Budgets 234<br/><br/>7.2 Better Cost Estimating and Bidding 246<br/><br/>7.3 Project Risk Management 256<br/><br/>7.4 Quantitative Risk Assessment<br/><br/>Methodologies 266<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Pathfinder Mission to Mars—on a Shoestring 235<br/><br/>Convention Security: Project Success through Budget Recovery 238<br/><br/>Managing Costs at Massachusetts’ Neighborhood Health Plan 240<br/><br/>Habitat for Humanity Wins a Big One 244<br/><br/>The Emanon Aircraft Corporation 255<br/><br/>Risk Analysis vs. Budget/Schedule Requirements in Australia 258<br/><br/>Facebook Risks Interruption to Move a Terabyte 265<br/><br/>Ignoring Risk Contrasted with Recognizing Risk in Two Industries 269<br/><br/>Simulating the Failure of California’s Levees 270<br/><br/>CASE: Fuddruckers and the Crystal Coast Music Festival 286<br/><br/>READING: Building Resiliency 289<br/><br/>8 Scheduling 291<br/><br/>8.1 Background 291<br/><br/>8.2 Network Techniques: PERT and CPM 293<br/><br/>8.3 Risk Analysis Using Simulation with Crystal Ball® 322<br/><br/>8.4 Using These Tools 332<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Massachusetts’ Instant Bridges 293<br/><br/>Election Returns within Three Hours 300<br/><br/>Hosting the Annual Project Management Institute Symposium 320<br/><br/>Designing and Delivering a Rush Vehicle for War 331<br/><br/>CASE: NutriStar Energy, Inc. 342<br/><br/>READING: Without Further Delay 345<br/><br/>9 Resource Allocation 348<br/><br/>9.1 Critical Path Method—Crashing a Project 349<br/><br/>9.2 The Resource Allocation Problem 356<br/><br/>9.3 Resource Loading 359<br/><br/>9.4 Resource Leveling 362<br/><br/>9.5 Constrained Resource Scheduling 366<br/><br/>9.6 Goldratt’s Critical Chain 372<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Expediting Los Angeles Freeway Repairs after the Earthquake 349<br/><br/>Thirty Days to Rescue 357<br/><br/>Benefits of Resource Constraining at Pennsylvania Electric 371<br/><br/>Architectural Associates, Inc. 378<br/><br/>CASE: D. U. Singer Hospital Products Corp. 384<br/><br/>READING: Let The Games Begin—Now 387<br/><br/>PART III: PROJECT EXECUTION<br/><br/>10 Monitoring and Information Systems 389<br/><br/>10.1 The Planning–Monitoring–Controlling Cycle 390<br/><br/>10.2 Information Needs and Reporting 394<br/><br/>10.3 Earned Value Analysis 398<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Using Project Management Software to Schedule the Olympic Games 391<br/><br/>Using Earned Value to Monitor Governmental Archiving and Records Costs 404<br/><br/>Success through Earned Value at Texas Instruments 410<br/><br/>CASE: The Project Manager/Customer Interface 415<br/><br/>READING: Raise The Red Flags 418<br/><br/>11 Project Control 421<br/><br/>11.1 The Fundamental Purposes of Control 425<br/><br/>11.2 Three Types of Control Processes 427<br/><br/>11.3 The Design of Control Systems 436<br/><br/>11.4 Control of Change and Scope Creep 442<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Regaining Control of Nuclear Fusion 424<br/><br/>Extensive Controls for San Francisco’s Metro Turnback Project 427<br/><br/>Tracking Scope Creep: A Project Manager Responds 439<br/><br/>Major Scope Creep in Boston’s “Big Dig” 444<br/><br/>Better Control of Development Projects at Johnson Controls 445<br/><br/>CASE: The Project Manager/Customer Interface (B) 451<br/><br/>READING: Ford Motor Co.: Electrical/Electronic Systems Engineering 453<br/><br/>12 Project Auditing 459<br/><br/>12.1 Purposes of Evaluation—Goals of the System 460<br/><br/>12.2 The Project Audit 463<br/><br/>12.3 The Project Audit Life Cycle 469<br/><br/>12.4 Some Essentials of an Audit/Evaluation 472<br/><br/>12.5 Measurement 474<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Lessons from Auditing 110 Client/Server and Open Systems Projects 463<br/><br/>Auditing a Troubled Project at Atlantic States Chemical Laboratories 469<br/><br/>CASE: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 479<br/><br/>READING: An Assessment of Postproject Reviews 482<br/><br/>13 Project Closure and Benefits Realization 488<br/><br/>13.1 The Varieties of Project Closure 489<br/><br/>13.2 When to Close a Project 492<br/><br/>13.3 The Closure Process 497<br/><br/>13.4 The Final Report—A Project History 503<br/><br/>13.5 Benefits Realization 505<br/><br/>13.6 Afterword 507<br/><br/>PROJECT MANAGEMENT IN PRACTICE<br/><br/>Nucor’s Approach to Closure by Addition 491<br/><br/>Twelve Hospital Handoff Projects 493<br/><br/>Terminating the Superconducting Super Collider Project 497<br/><br/>When You Have to Kill a Project 503<br/><br/>AUTHOR INDEX 511<br/><br/>SUBJECT INDEX 513<br/><br/>APPENDIX A Probability and Statistics (online)<br/><br/>APPENDIX B Answers to Even-Numbered Problems (online)<br/><br/>APPENDIX C Technological Forecasting (online)<br/><br/>APPENDIX D Creativity and Idea Generation (online) |
| 700 ## - ADDED ENTRY--PERSONAL NAME | |
| Personal name | jack R Meredith |
| 700 ## - ADDED ENTRY--PERSONAL NAME | |
| Personal name | jack R Meredith |
| 700 ## - ADDED ENTRY--PERSONAL NAME | |
| Personal name | jack R Meredith |
| 856 ## - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://books.google.co.in/books?id=xGRtQetWjNsC&printsec=frontcover&dq=Project+Management+A+Managerial+Approach&hl=en&sa=X&ved=0ahUKEwjLsN6o48rjAhURjeYKHfkUD2MQ6AEIKDAA#v=onepage&q=Project%20Management%20A%20Managerial%20Approach&f=false">https://books.google.co.in/books?id=xGRtQetWjNsC&printsec=frontcover&dq=Project+Management+A+Managerial+Approach&hl=en&sa=X&ved=0ahUKEwjLsN6o48rjAhURjeYKHfkUD2MQ6AEIKDAA#v=onepage&q=Project%20Management%20A%20Managerial%20Approach&f=false</a> |
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| Source of classification or shelving scheme | Dewey Decimal Classification |
| Koha item type | Books |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Home library | Current library | Shelving location | Date acquired | Cost, normal purchase price | Total Checkouts | Full call number | Barcode | Date last seen | Date checked out | Price effective from | Koha item type |
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| Dewey Decimal Classification | Amity Central Library | Amity Central Library | ABS | 06/06/2011 | 362.00 | 1 | 658.404 MER-P | 1554ABS | 09/05/2016 | 02/03/2016 | 06/06/2011 | Books |