Project management : processes, methodologies, and economics / Avraham Shtub, Jonathan F. Bard, Shlomo Globerson.

By:

Shtub, Avraham

Contributor(s):

Material type: Text

TextPublication details: Upper Saddle River, NJ : Pearson Prentice Hall, c2005.Edition: 2nd edDescription: xx, 668 p. : ill. ; 24 cmISBN:

0130413313

Subject(s):

DDC classification:

658.404 SHT

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Standard Loan	Moylish Library Main Collection	658.404 SHT (Browse shelf(Opens below))	1	Available		39002100309302

Enhanced descriptions from Syndetics:

Centering on theory and practice, this book presents tools and techniques most suited for modern project management. From budgeting to scheduling and control, the authors show the relationship between project planning and implementation. Expands analytic techniques using the latest standard software. Contains fundamental concepts in project management. Builds case studies with continuing compounded information. For those interested in learning more about project management and as a reference for managers, engineers and technology experts.

Includes bibliographical references and index.

Table of contents provided by Syndetics

Nomenclature (p. xv)
Preface (p. xvii)
About the Authors (p. xx)
1 Introduction (p. 1)
1.1 Nature of Project Management (p. 1)
1.2 Relationship Between Projects and Other Production Systems (p. 2)
1.3 Characteristics of Projects (p. 4)
1.4 Project Manager (p. 14)
1.5 Components, Concepts, and Terminology (p. 17)
1.6 Movement to Project-Based Work (p. 24)
1.7 Life Cycle of a Project: Strategic and Tactical Issues (p. 25)
1.8 Factors that Affect the Success of a Project (p. 28)
1.9 About the Book: Purpose and Structure (p. 30)
Team Project (p. 34)
Discussion Questions (p. 37)
Exercises (p. 38)
Bibliography (p. 40)
Appendix 1A Engineering Versus Management (p. 41)
References (p. 44)
2 Process Approach to Project Management (p. 45)
2.1 Introduction (p. 45)
2.2 Project Management Processes (p. 51)
2.3 Project Integration Management (p. 52)
2.4 Project Scope Management (p. 56)
2.5 Project Time Management (p. 58)
2.6 Project Cost Management (p. 60)
2.7 Project Quality Management (p. 61)
2.8 Project Human Resource Management (p. 62)
2.9 Project Communications Management (p. 63)
2.10 Project Risk Management (p. 65)
2.11 Project Procurement Management (p. 67)
2.12 The Learning Organization and Continuous Improvement (p. 70)
2.13 Organizational Project Management Maturity Model (p. 72)
Team Project (p. 72)
Discussion Questions (p. 73)
Exercises (p. 73)
Bibliography (p. 74)
3 Engineering Economic Analysis (p. 75)
3.1 Introduction (p. 75)
3.2 Compound Interest Formulas (p. 78)
3.3 Comparison of Alternatives (p. 87)
3.4 Equivalent Worth Methods (p. 91)
3.5 Sensitivity and Breakeven Analysis (p. 105)
3.6 Effect of Tax and Depreciation on Investment Decisions (p. 108)
3.7 Utility Theory (p. 119)
Team Project (p. 131)
Discussion Questions (p. 135)
Exercises (p. 136)
Bibliography (p. 146)
4 Life-Cycle Costing (p. 147)
4.1 Need for Life-Cycle Cost Analysis (p. 147)
4.2 Uncertainties in Life-Cycle Cost Models (p. 150)
4.3 Classification of Cost Components (p. 153)
4.4 Developing the LCC Model (p. 160)
4.5 Using the Life-Cycle Cost Model (p. 167)
Team Project (p. 168)
Discussion Questions (p. 168)
Exercises (p. 169)
Bibliography (p. 171)
5 Project Screening and Selection (p. 173)
5.1 Components of the Evaluation Process (p. 173)
5.2 Dynamics of Project Selection (p. 175)
5.3 Checklists and Scoring Models (p. 177)
5.4 Benefit-Cost Analysis (p. 180)
5.5 Cost-Effectiveness Analysis (p. 188)
5.6 Issues Related to Risk (p. 191)
5.7 Decision Trees (p. 203)
5.8 Real Options (p. 216)
Team Project (p. 218)
Discussion Questions (p. 220)
Exercises (p. 221)
References (p. 229)
Appendix 5A Bayes' Theorem for Discrete Outcomes (p. 231)
6 Multiple Criteria Methods for Evaluation (p. 233)
6.1 Introduction (p. 233)
6.2 Framework for Evaluation and Selection (p. 233)
6.3 Multiattribute Utility Theory (p. 236)
6.4 Analytic Hierarchy Process (p. 242)
6.5 Group Decision Making (p. 250)
Team Project (p. 254)
Discussion Questions (p. 254)
Exercises (p. 255)
Bibliography (p. 258)
Appendix 6A Comparison of Multiattribute Utility Theory with the Analytic Hierarchy Process: Case Study (p. 261)
References (p. 278)
7 Scope and Organizational Structure of a Project (p. 279)
7.1 Introduction (p. 279)
7.2 Organizational Structures (p. 280)
7.3 Organizational Breakdown Structure of Projects (p. 289)
7.4 Project Scope (p. 298)
7.5 Combining the Organizational and Work Breakdown Structures (p. 308)
7.6 Management of Human Resources (p. 311)
Team Project (p. 323)
Discussion Questions (p. 324)
Exercises (p. 324)
Bibliography (p. 326)
8 Management of Product, Process, and Support Design (p. 329)
8.1 Design of Products, Services, and Systems (p. 329)
8.2 Role of the Project Manager (p. 333)
8.3 Importance of Time and the Use of Teams (p. 334)
8.4 Supporting Tools (p. 344)
8.5 Quality Management (p. 360)
Team Project (p. 371)
Discussion Questions (p. 372)
Exercises (p. 373)
Bibliography (p. 373)
9 Project Scheduling (p. 377)
9.1 Introduction (p. 377)
9.2 Estimating the Duration of Project Activities (p. 383)
9.3 Effect of Learning (p. 393)
9.4 Precedence Relations Among Activities (p. 395)
9.5 Gantt Chart (p. 397)
9.6 Activity-on-Arrow Network Approach for Critical Path Method Analysis (p. 401)
9.7 Activity-on-Node Network Approach for Critical Path Method Analysis (p. 413)
9.8 Precedence Diagramming with Lead-Lag Relationships (p. 416)
9.9 Linear Programming Approach for Critical Path Method Analysis (p. 422)
9.10 Aggregating Activities in the Network (p. 424)
9.11 Dealing with Uncertainty (p. 425)
9.12 Critique of PERT and CPM Assumptions (p. 434)
9.13 Critical Chain Process (p. 436)
9.14 Scheduling Conflicts (p. 437)
Team Project (p. 438)
Discussion Questions (p. 439)
Exercises (p. 440)
Bibliography (p. 447)
Appendix 9A Least-Squares Regression Analysis (p. 450)
Appendix 9B Learning Curve Tables (p. 452)
Appendix 9C Normal Distribution Function (p. 455)
10 Resource Management (p. 457)
10.1 Effect of Resources on Project Planning (p. 457)
10.2 Classification of Resources Used in Projects (p. 458)
10.3 Resource Leveling Subject to Project Due-Date Constraints (p. 461)
10.4 Resource Allocation Subject to Resource Availability Constraints (p. 465)
10.5 Priority Rules for Resource Allocation (p. 469)
10.6 Critical Chain: Project Management by Constraints (p. 472)
10.7 Mathematical Models for Resource Allocation (p. 472)
10.8 Projects Performed in Parallel (p. 475)
Team Project (p. 476)
Discussion Questions (p. 476)
Exercises (p. 477)
Bibliography (p. 482)
Appendix 10A Estimating Peak Resource Requirements (p. 484)
11 Project Budget (p. 487)
11.1 Introduction (p. 487)
11.2 Project Budget and Organizational Goals (p. 489)
11.3 Preparing the Budget (p. 491)
11.4 Techniques for Managing the Budget (p. 494)
11.5 Presenting the Budget (p. 505)
11.6 Project Execution: Consuming the Budget (p. 507)
11.7 Important Points in the Budgeting Process (p. 508)
Team Project (p. 509)
Discussion Questions (p. 509)
Exercises (p. 510)
Bibliography (p. 515)
12 Project Control (p. 517)
12.1 Introduction (p. 517)
12.2 Common Forms of Project Control (p. 520)
12.3 Integrating the OBS and WBS with Cost and Schedule Control (p. 523)
12.4 Reporting Progress (p. 537)
12.5 Updating Cost and Schedule Estimates (p. 538)
12.6 Technological Control: Quality and Configuration (p. 541)
12.7 Line of Balance (p. 541)
12.8 Overhead Control (p. 546)
Team Project (p. 549)
Discussion Questions (p. 549)
Exercises (p. 550)
Bibliography (p. 552)
Appendix 12A Example of a Work Breakdown Structure (p. 554)
Appendix 12B Department of Energy Cost/Schedule Control Systems Criteria (p. 556)
13 Research and Development Projects (p. 561)
13.1 Introduction (p. 561)
13.2 Risk Factors (p. 563)
13.3 Managing Technology (p. 567)
13.4 Strategic R&D Planning (p. 572)
13.5 Parallel Funding: Dealing with Uncertainty (p. 576)
13.6 Managing the R&D Portfolio (p. 580)
Team Project (p. 590)
Discussion Questions (p. 590)
Exercises (p. 591)
Bibliography (p. 592)
Appendix 13A Portfolio Management Case Study (p. 595)
14 Computer Support for Project Management (p. 601)
14.1 Introduction (p. 601)
14.2 Use of Computers in Project Management (p. 602)
14.3 Criteria for Software Selection (p. 617)
14.4 Software Selection Process (p. 622)
14.5 Software Implementation (p. 628)
14.6 Project Management Software Vendors (p. 630)
Team Project (p. 630)
Discussion Questions (p. 630)
Exercises (p. 631)
Bibliography (p. 632)
Appendix 14A PMI Software Evaluation Checklist (p. 634)
15 Project Termination (p. 645)
15.1 Introduction (p. 645)
15.2 When to Terminate a Project (p. 646)
15.3 Planning for Project Termination (p. 650)
15.4 Implementing Project Termination (p. 655)
15.5 Final Report (p. 655)
Team Project (p. 656)
Discussion Questions (p. 657)
Exercises (p. 657)
Bibliography (p. 658)
Index (p. 661)

Author notes provided by Syndetics

Avraham Shtub is the Sharon and Stephen Seiden Professor of Project Management in the School of Industrial Engineering and Management at the Technion Israel Institute of Technology. He received the Ph.D. degree in management science and industrial engineering from the University of Washington, the M.B.A. degree from Tel Aviv University, and the B.Sc. degree in electrical engineering from the Technion. He is a senior member of the Institute of Industrial Engineers and is certified as a Project Management Professional by the Project Management Institute. Professor Shtub's research focuses on the design and management of manufacturing systems, project management, and learning and forgetting. He is on the editorial boards of IIE Transactions and the International Journal of Production Research, and has previously served on the editorial boards of the Project Management Journal and the International Journal of Project Management.

Jonathan F. Bard is a professor of operations research and industrial engineering in the Mechanical Engineering Department at the University of Texas at Austin. He holds the Industrial Properties Corporation Endowed Faculty Fellowship, and serves as the Associate Director of the Center for the Management of Operations and Logistics. He received the D.Sc. degree in operations research from the George Washington University, the M.S. degree in aeronautics and astronautics from Stanford University, and the B.S. degree in aeronautical engineering from Rensselaer Polytechnic Institute. Professor Bard's research interests are in the design and analysis of manufacturing systems, personnel scheduling, R&D project management, and vehicle routing. Prior to beginning his academic career, he worked as a program manager for the Aerospace Corporation and as a systems engineer for Booz, Allen & Hamilton. He is currently the editor of IIE Transactions on Operations Engineering and serves on the editorial board of several other journals. He is a Fellow of IIE and a Senior Member of IEEE and INFORMS.

Shlomo Globerson is a professor in the School of Business Administration at Tel Aviv University. He received the Ph.D. degree in industrial engineering from the University of California, Berkeley, the M.S. degree in industrial engineering from the Faculty of Industrial Engineering and Management at the Technion Israel Institute of Technology, and the B.Sc. degree in mechanical engineering from the Technion. His primary research and teaching activities center on project management and operations management. He has published seven books and over 80 articles. Professor Globerson is the former President of the Israeli chapter of the Project Management Institute and currently serves on the advisory board for the Industrial Engineering Handbook. He is also on the editorial boards of the Journal of Operations Management and the International Journal of Project Management.