book

Project Management, 2nd Edition

Name: Project Management, 2nd Edition
Author: Adedeji B. Badiru
ISBN: 9781000007985

by Adedeji B. Badiru

May 2019

Intermediate to advanced

544 pages

15h 46m

English

CRC Press

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Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication Page
Table of Contents
Preface
Acknowledgments
Author

Quick Reference Formulas for Project Management
1. Systems Approach to Project Management
Systems Control FrameworkDiversity of Organizational PerformanceDefinition of Systems EngineeringProject Systems LogisticsSystems ConstraintsSystems Influence PhilosophySystems Value ModelingExample of Value Vector ModelingManagement by ProjectIntegrated Systems ImplementationCritical Factors for Systems SuccessEarly Systems EngineeringDODAF Systems Architecture for Project ManagementGrand Challenges for EngineeringSystems View of the Grand ChallengesBody of Knowledge MethodologyComponents of the Knowledge AreasStep-by-Step and Component-by-Component ImplementationProject Systems StructureProblem IdentificationProject DefinitionProject PlanningProject OrganizingResource AllocationProject SchedulingProject Tracking and ReportingProject ControlProject TerminationProject Systems Implementation OutlinePlanningOrganizingScheduling (Resource Allocation)Control (Tracking, Reporting, and Correction)Termination (Close, Phaseout)DocumentationValue of Lean TimesSystems Decision AnalysisStep 1. Problem StatementStep 2. Data and Information RequirementsStep 3. Performance MeasureStep 4. Decision ModelStep 5. Making the DecisionStep 6. Implementing the DecisionGroup Systems Decision-Making ModelsBrainstormingDelphi MethodNominal Group TechniqueInterviews, Surveys, and QuestionnairesMultivoteSystems HierarchyD-E-J-I Model for Project ExecutionDesign Stage of D-E-J-I Systems ModelState Transformation in Project SystemsEvaluation Stage of D-E-J-IHalf-Life Computation for Learning CurvesJustification Stage of D-E-J-IIntegration Stage of D-E-J-IComputational ExampleExercisesReferences
2. Systems-Wide Project Planning
Project Planning ObjectivesTime–Cost–Performance Criteria for PlanningSystems Level of PlanningComponents of a PlanMotivating the Project TeamAxiom of Theory XAxiom of Theory YMaslow’s Hierarchy of NeedsHygiene Factors and MotivatorsManagement by ObjectiveManagement by ExceptionProject Feasibility StudyScope of Feasibility AnalysisContents of Project ProposalsProposal PreparationProposal IncentivesBudget PlanningTop-Down BudgetingBottom-Up BudgetingZero-Base BudgetingProject Work Breakdown StructureLegal Systems ConsiderationsSystems Information FlowCost and Value of InformationTriple C ModelCommunicationComplexity of Multiperson CommunicationCooperationCoordinationResolving Project Conflicts with Triple CClassical Abilene ParadoxExercisesReference
3. Project Systems Organization
Environmental Factors in Project OrganizationIssues in Social and Cognitive DomainsLeadership DevelopmentPreparing the Project PersonnelProject OfficeOrganizational Breakdown StructureSelecting an Organization StructureFormal and Informal StructuresSpan of ControlFunctional OrganizationProduct OrganizationMatrix Organization StructureMixed Organization StructureAlternate Organization StructuresBubble Organization StructureMarket Organization StructureChronological Organization StructureSequential Organization StructureMilitary Organization StructurePolitical Organization StructureAutocratic Organization StructureProject Transfer OrganizationOrganizing Multinational ProjectsExercises
4. Project Systems Scheduling
Fundamentals of Network AnalysisCritical Path MethodRule 1Rule 2Rule 3Rule 4Rule 5Rule 6Rule 7Rule 8CPM Calculation ExampleForward PassBackward PassDetermination of Critical ActivitiesUsing Forward Pass to Determine the Critical PathSubcritical PathsGantt ChartsGantt Chart VariationsActivity Crashing and Schedule CompressionPERT Network AnalysisPERT Estimates and FormulasBeta DistributionTriangular DistributionUniform DistributionDistribution of Project DurationCentral Limit TheoremProbability CalculationPERT Network ExamplePrecedence Diagramming MethodAnomalies in PDM NetworksComplexity of Project NetworksExample of Complexity ComputationEvaluation of Solution TimePerformance of Scheduling HeuristicsFormulation of Project GraphDepth-First Search MethodProcedure to Detect Cycles in a Network G = (N, A) Using the dfs MethodActivity-on-Arc RepresentationExercises
5. Resource Allocation Systems
Resource Allocation and ManagementResource-Constrained SchedulingResource Allocation ExamplesLongest-Duration-FirstResource Allocation HeuristicsActivity TimeActivity ResourceTime ResourcesGENRESResource over TimeComposite Allocation FactorResource Scheduling MethodGreatest Resource DemandGreatest Resource UtilizationMost Possible JobsOther Scheduling RulesExample of ACTIMComparison of ACTIM, ACTRES, and TIMRESQuantitative Modeling of Worker AssignmentTakt Time for Activity PlanningTips for Using Takt TimeResource Work RateWork Rate ExamplesResource-Constrained PDM NetworkCritical Resource DiagramResource Management ConstraintsCRD Network DevelopmentCRD ComputationsCRD Node ClassificationsRS ChartCRD and Work Rate AnalysisResource Loading and LevelingResource LevelingResource Idleness GraphProbabilistic Resource UtilizationLearning Curve AnalysisThe Log-Linear ModelAverage Cost ModelUnit Cost ModelGraphical AnalysisMultivariate Learning CurvesBivariate ExampleInterruption of LearningLearning Curves in Health-Care ProjectsExercisesReferences
6. Project Control System
Elements of Project ControlControl StepsFormal and Informal ControlSchedule ControlProject Tracking and ReportingPerformance ControlContinuous Performance ImprovementCost ControlInformation for Project ControlMeasurement ScalesData Determination and CollectionData Analysis and PresentationRaw DataTotal RevenueAverage RevenueMedian RevenueQuartiles and PercentilesModeRange of RevenueAverage DeviationSample VarianceStandard DeviationControl ChartsStatistical Analysis for Project ControlSampling TechniquesSampleDiagnostic ToolsProbabilistic Decision AnalysisNormal DistributionDecision TreesProject Control through ReschedulingExperimental Analysis for Project ControlPersonnel Interactions for ExperimentationsNeed for Project ExperimentationExperimental ProcedureTypes of ExperimentationHypothesis TestingOne-Tailed versus Two-Tailed Hypothesis TestingProducer’s Risk versus the Consumer’s RiskControl through TerminationProject Control Verification and ValidationWhat Is Verification?What Is Validation?What to ValidateHow Much to ValidateWhen to ValidateVerification and Validation StagesFactors Involved in ValidationHow to Evaluate the SystemSensitivity Analysis for Project ControlExercises
7. Modeling for Project Optimization
Project ModelingGeneral Project Scheduling FormulationLinear Programming FormulationActivity Planning ExampleResource Combination ExampleResource Requirements AnalysisLP FormulationInteger Programming Approach for Resource SchedulingTime–Cost Trade-Off ModelMaximum Flow ProcedureTime–Cost Trade-Off ProcedureSensitivity Analysis for Time–Cost Trade-OffKnapsack ProblemKnapsack Formulation for SchedulingExample of Knapsack Activity SchedulingTransportation Problem for Project SchedulingBalanced versus Unbalanced Transportation ProblemsInitial Solution to the Transportation ProblemNorthwest-Corner TechniqueTransportation AlgorithmExample of Transportation ProblemTransshipment FormulationAssignment Problem in Project OptimizationExample of Assignment ProblemTraveling Resource FormulationThe 2-Opt TechniqueShortest-Path ProblemGoal ProgrammingResource Allocation Using Simulated AnnealingExercisesReferences
8. Project Cost Systems
Economic Analysis ProcessSimple and Compound Interest RatesInvestment Life for Multiple ReturnsNominal and Effective Interest RatesCash-Flow Patterns and EquivalenceCompound Amount FactorPresent Worth FactorUniform Series PW FactorUniform Series Capital Recovery FactorUniform Series Compound Amount FactorUniform Series Sinking Fund FactorCapitalized Cost FormulaPermanent Investments FormulaArithmetic Gradient SeriesIncreasing Geometric Series Cash FlowDecreasing Geometric Series Cash FlowInternal Rate of ReturnBenefit–Cost RatioSimple Payback PeriodDiscounted Payback PeriodFixed and Variable Interest RatesAmortization of CapitalsEquity Break-Even PointAnalysis of Tent Cash FlowsSpecial Application of AGSDesign and Analysis of Tent Cash-Flow ProfilesDerivation of GTEMultiattribute Project SelectionUtility ModelsAdditive Utility ModelMultiplicative Utility ModelFitting a Utility FunctionPolar PlotsAnalytic Hierarchy ProcessCost BenchmarkingExercisesReferences
9. Advanced Forecasting and Inventory Modeling
Forecasting TechniquesForecasting Based on AveragesSimple Average ForecastPeriod Moving Average ForecastWeighted Average ForecastWeighted T-Period Moving Average ForecastExponential Smoothing ForecastRegression AnalysisDescription of Regression RelationshipPredictionControlProcedure for Regression AnalysisCoefficient of DeterminationResidual AnalysisTime Series AnalysisStationarity and Data TransformationMoving Average ProcessesAutoregressive ProcessesClassical Inventory ManagementEconomic Order Quantity ModelQuantity DiscountCalculation of TRCEvaluation of the Discount OptionSensitivity AnalysisWagner–Whitin AlgorithmNotations and VariablesPropositions for the W–W AlgorithmComputational Example of W–W AlgorithmSilver-Meal HeuristicSeasonal Pattern ModelingModeling ApproachStandard Cyclic PDFExpected ValueVarianceCumulative Distribution FunctionGeneral Cyclic PDFApplication ExamplesExercises
10. Multiresource Scheduling
Scarcity of Project ResourcesNotations Used in the MethodologyAnalysis of Project ResourcesResource Modeling BackgroundMultiresource MethodologyRepresentation of Resource Interdependencies and MultifunctionalityModeling of Resource CharacteristicsResource MapperActivity SchedulerModel Implementation and Graphical IllustrationsSequence-Based Scheduling and Function-Based SchedulingReferences
11. Case Examples and Applications
Case Example: Project Systems View of World EconomyGlobal Systems View of the WorldEconomic Interdependence ModelHybridization of CulturesMarket Integration as a Factor of DeterrentPursuit of Global Awareness for the Sake of DeterrentQuestions for Overseas Economic EngagementQuestions for Assessing Local ConditionsQuestions for Economic–Cultural NuancesQuestions for Geographic AwarenessQuestions for General AssessmentLabor as a Vehicle of Mutual DevelopmentAwareness of Overseas Workforce ConstraintsHierarchy of National NeedsPrevention Is Better than CorrectionEmpathy, Sympathy, and Compassion Instead of ApathyEducateEngageEmpowerSustainability of Global AlliancesSummary of the Case ExampleReferences
12. Emerging Roles of Artificial Intelligence in Project Management
Artificial Intelligence in Project ManagementBackground of AIThe First AI ConferenceBranches of AINeural NetworksExpert SystemsEmbedded Expert SystemsConclusion and ProjectionReferences
Index

Content preview from Project Management, 2nd Edition

Project Control System

Elements of Project Control

If everything seems under control, you’re just not going fast enough.

Mario Andretti

Everything needs control. Every project needs some aspect of control, whether relating to human resources, operating procedure, tools of operation, or work process. If the project moves along, as it should, it needs control either to keep performance on track or to correct unacceptable developments. Project control can be achieved through a combination of quantitative and qualitative tools. Computational and graphical techniques that are developed for other uses can be adopted and adapted for applications in project control. A project control system represents a collection of factors and their interrelationships ...

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Project Management, 2nd Edition

by Adedeji B. Badiru

6

Project Control System

Elements of Project Control

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.