項目管理過程方法與效益內(nèi)容簡介

像柬埔寨吳哥窟這樣的古代建筑，代表了舊時的君主與皇帝在傾全國之力實施大型項目上的智慧?？脊艑W(xué)家認(rèn)為，在國王蘇利亞瓦曼（Suryavarman 1112-1152 A.D.）二世時，吳哥窟及同期建筑既服務(wù)于佛教徒，也用于穆斯林的祈禱。與當(dāng)年一言九鼎的君王不同，今天的項目管理人員在實施大大小小的項目時，受制于有限的資源和時間時限。本書正是面向這些必須在復(fù)雜社會和組織中進(jìn)行成功項目管理的人們。

Nomenclature

Preface

About the Authors

1 Introduction

1.1 Nature of Project Management

1.2 Relationship Between Projects and Other Production Systems

1.3 Characteristics of Projects

1.3.1 Definitions and Issues

1.3.2 Risk and Uncertainty

1.3.3 Phases of a Project

1.3.4 Organizing for a Project

1.4 Project Manager

1.4.1 Basic Functions

1.4.2 Characteristics of Effective Project Managers

1.5 Components, Concepts, and Terminology

1.6 Movement to Project-Based Work

1.7 Life Cycle of a Project: Strategic and Tactical Issues

1.8 Factors that Affect the Success of a Project

1.9 About the Book: Purpose and Structure

Team Project

Discussion Questions

Exercises

Bibliography

Appendix 1A: Engineering Versus Management

1A.1 Nature of Management

1A.2 Differences between Engineering and Management

1A.3 Transition from Engineer to Manager

References

2 Process Approach to Project Management

2.1 Introduction

2.1.1 Life-Cycle Models

2.1.2 Example of a Project Life Cycle

2.1.3 Application of the Waterfall Model for Software Development

2.2 Project Management Processes

2.2.1 Process Design

2.2.2 PMBOK and Processes in the Project Life Cycle

2.3 Project Integration Management

2.3.1 Accompanying Processes

2.3.2 Description

2.4 Project Scope Management

2.4.1 Accompanying Processes

2.4.2 Description

2.5 Project Time Management

2.5.1 Accompanying Processes

2.5.2 Description

2.6 Project Cost Management

2.6.1 Accompanying Processes

2.6.2 Description

2.7 Project Quality Management

2.7.1 Accompanymg Processes

2.7.2 Description

2.8 Project Human Resource Management

2.8.1 Accompanying Processes

2.8.2 Description

2.9 Project Communications Management

2.9.1 Accompanying Processes

2.9.2 Description

2.10 Project Risk Management

2.10.1 Accompanying Processes

2.10.2 Description

2.11 Project Procurement Management

2.11.1 Accompanying Processes

2.11.2 Description

2.12 The Learning Organization and Continuous Improvement

2.12.1 Individual and Organizational Learning

2.12.2 Workflow and Process Design as the Basis of Learning

2.13 Organizational Project Management Maturity Model

Team Project

Discussion Questions

Exercises

Bibliography

3 Engineering Economic Analysis

3.1 Introduction

3.1.1 Need for Economic Analysis

3.1.2 Time Value of Money

3.1.3 Discount Rate, Interest Rate, and Minimum Acceptable Rate of Return

3.2 Compound Interest Formulas

3.2.1 Present Worth, Future Worth, Uniform Series,and Gradient Series

3.2.2 Nominal and Effective Interest Rates

3.2.3 Inflation

3.2.4 Treatment of Risk

3.3 Comparison of Alternatives

3.3.1 Defining Investment Alternatives

3.3.2 Steps in the Analysis

3.4 Equivalent Worth Methods

3.4.1 Present Worth Method

3.4.2 Annual Worth Method

3.4.3 Future Worth Method

3.4.4 Discussion of Present Worth, Annual Worth,and Future Worth Methods

3.4.5 Internal Rate of Return Method

3.4.6 Payback Period Method

3.5 Sensitivity and Breakeven Analysis

3.6 Effect of Tax and Depreciation on Investment Decisions

3.6.1 Capital Expansion Decision

3.6.2 Replacement Decision

3.6.3 Make-or-Buy Decision

3.6.4 Lease-or-Buy Decision

3.7 Utility Theory

3.7.1 Expected Utility Maximization

3.7.2 Bernoulli's Principle

3.7.3 Constructing the Utility Function

3.7.4 Evaluating Alternatives

3.7.5 Characteristics of the Utility Function

Team Project

Discussion Questions

Exercises

Bibliography

4 Life-Cycle Costing

……

5 Project Screening and Selection

6 Multiple Crieria Methods for Evaluation

7 Scope and Organizational Structure of a Project

8 Management fo Product,Process,and Support Design

9 Project Scheduling

10 Resource Management

11 Project Budget

12 Project Control

13 Research and Development Projects

14 Computer Support for Project Management

15 Project Termination2100433B

像柬埔寨吳哥窟這樣的古代建筑，代表了舊時的君主與皇帝在傾全國之力實施大型項目上的智慧?？脊艑W(xué)家認(rèn)為，在國王蘇利亞瓦曼（Suryavarman1112-1152A.D.）二世時，吳哥窟及同期建筑既服務(wù)于佛教徒，也用于穆斯林的祈禱。與當(dāng)年一言九鼎的君王不同，今天的項目管理人員在實施大大小小的項目時，受制于有限的資源和時間時限。本書正是面向這些必須在復(fù)雜社會和組織中進(jìn)行成功項目管理的人們。