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首页 项目管理:计划、进度和控制的系统方法(第10版)

项目管理:计划、进度和控制的系统方法(第10版).pdf

项目管理:计划、进度和控制的系统方法(第10版)

xixihahha
2010-10-29 0人阅读 举报 0 0 暂无简介

简介:本文档为《项目管理:计划、进度和控制的系统方法(第10版)pdf》,可适用于高等教育领域

ISBNPROJECTPROJECTMANAGEMENTMANAGEMENTPROJECTPROJECTMANAGEMENTMANAGEMENTASYSTEMSAPPROACHTOPLANNING,SCHEDULING,ANDCONTROLLINGASYSTEMSAPPROACHTOPLANNING,SCHEDULING,ANDCONTROLLINGHAROLDKERZNER,PHDKERZNERTENTHEDITIONTHELANDMARKPROJECTMANAGEMENTREFERENCE,NOWINANEWEDITIONNowinaTenthEdition,thisindustryleadingprojectmanagement“bible”alignsitsstreamlinedapproachtothelatestreleaseoftheProjectManagementInstitute’sProjectManagementBodyofKnowledge(PMI’sPMBOK®Guide),thenewmandatorysourceoftrainingfortheProjectManagementProfessional(PMP®)CertificationExamThisoutstandingeditiongivesstudentsandprofessionalsaprofoundunderstandingofprojectmanagementwithinsightsfromoneofthebestknownandrespectedauthoritiesonthesubjectFromtheintricateframeworkoforganizationalbehaviorandstructurethatcandetermineprojectsuccesstotheplanning,scheduling,andcontrollingprocessesvitaltoeffectiveprojectmanagement,theneweditionthoroughlycoverseverykeycomponentofthesubjectThisTenthEditionfeatures:■Newsectionsonscopechanges,exitingaproject,collectivebelief,andmanagingvirtualteams■Morethantwentyfivecasestudies,includinganewcaseontheIridiumProjectcoveringallaspectsofprojectmanagement■discussionquestions■MorethanmultiplechoicequestionsOtherpowerfultoolsbyHaroldKerzner:ProjectManagementWorkbookandPMP®CAPM®ExamStudyGuide,TenthEdition()ProjectManagementCaseStudies,ThirdEdition()ProjectManagementTENTHEDITIONHAROLDKERZNER,PHD,isSeniorExecutiveDirectorforProject,ProgramandPortfolioManagementatInternationalInstituteofLearning,Inc(IIL),agloballearningsolutionscompanythatconductstrainingforleadingcorporationsthroughouttheworldffirsqxd:PMPageviPROJECTMANAGEMENTffirsqxd:PMPageiDrKerzner’sPointstoProjectManagementMaturityAdoptaprojectmanagementmethodologyanduseitconsistentlyImplementaphilosophythatdrivesthecompanytowardprojectmanagementmaturityandcommunicateittoeveryoneCommittodevelopingeffectiveplansatthebeginningofeachprojectMinimizescopechangesbycommittingtorealisticobjectivesRecognizethatcostandschedulemanagementareinseparableSelecttherightpersonastheprojectmanagerProvideexecutiveswithprojectsponsorinformation,notprojectmanagementinformationStrengtheninvolvementandsupportoflinemanagementFocusondeliverablesratherthanresourcesCultivateeffectivecommunication,cooperation,andtrusttoachieverapidprojectmanagementmaturitySharerecognitionforprojectsuccesswiththeentireprojectteamandlinemanagementEliminatenonproductivemeetingsFocusonidentifyingandsolvingproblemsearly,quickly,andcosteffectivelyMeasureprogressperiodicallyUseprojectmanagementsoftwareasatoolnotasasubstituteforeffectiveplanningorinterpersonalskillsInstituteanallemployeetrainingprogramwithperiodicupdatesbasedupondocumentedlessonslearnedffirsqxd:PMPageiiPROJECTMANAGEMENTASystemsApproachtoPlanning,Scheduling,andControllingTENTHEDITIONHAROLDKERZNER,PhDSeniorExecutiveDirectorforProjectManagenmentTheInternationalInsituteforLearningNewYork,NewYorkJohnWileySons,Incffirsqxd:PMPageiiiThisbookisprintedonacidfreepaper�Copyright©byJohnWileySons,IncAllrightsreservedPublishedbyJohnWileySons,Inc,Hoboken,NewJerseyPublishedsimultaneouslyinCanadaNopartofthispublicationmaybereproduced,storedinaretrievalsystemortransmittedinanyformorbyanymeans,electronic,mechanical,photocopying,recording,scanningorotherwise,exceptaspermittedunderSectionoroftheUnitedStatesCopyrightAct,withouteitherthepriorwrittenpermissionofthePublisher,orauthorizationthroughpaymentoftheappropriatepercopyfeetotheCopyrightClearanceCenter,RosewoodDrive,Danvers,MA,(),fax(),oronthewebatwwwcopyrightcomRequeststothePublisherforpermissionshouldbeaddressedtothePermissionsDepartment,JohnWileySons,Inc,RiverStreet,Hoboken,NJ,(),fax(),oronlineathttp:wwwwileycomgopermissionLimitofLiabilityDisclaimerofWarranty:Whilethepublisherandauthorhaveusedtheirbesteffortsinpreparingthisbook,theymakenorepresentationsorwarrantieswithrespecttotheaccuracyorcompletenessofthecontentsofthisbookandspecificallydisclaimanyimpliedwarrantiesofmerchantabilityorfitnessforaparticularpurposeNowarrantymaybecreatedorextendedbysalesrepresentativesorwrittensalesmaterialsTheadviceandstrategiescontainedhereinmaynotbesuitableforyoursituationYoushouldconsultwithaprofessionalwhereappropriateNeitherthepublishernorauthorshallbeliableforanylossofprofitoranyothercommercialdamages,includingbutnotlimitedtospecial,incidental,consequential,orotherdamagesForgeneralinformationaboutourotherproductsandservices,pleasecontactourCustomerCareDepartmentwithintheUnitedStatesat(),outsidetheUnitedStatesat()orfax()WileyalsopublishesitsbooksinavarietyofelectronicformatsSomecontentthatappearsinprintmaynotbeavailableinelectronicbooksFormoreinformationaboutWileyproducts,visitourwebsiteatwwwwileycomLibraryofCongressCataloginginPublicationData:Kerzner,HaroldProjectmanagement:asystemsapproachtoplanning,scheduling,andconrollingHaroldKerznerthedpcmIncludesindexISBN(cloth:acidfreepaper)ProjectmanagementITitleHDPK�dcPrintedintheUnitedStatesofAmericaffirsqxd:PMPageivToDrHermanKrier,myFriendandGuru,whotaughtmewellthemeaningoftheword“persistence”ffirsqxd:PMPagevffirsqxd:PMPageviContentsPrefacexxiOVERVIEWIntroductionUnderstandingProjectManagementDefiningProjectSuccessTheProjectManager–LineManagerInterfaceDefiningtheProjectManager’sRoleDefiningtheFunctionalManager’sRoleDefiningtheFunctionalEmployee’sRoleDefiningtheExecutive’sRoleWorkingwithExecutivesTheProjectManagerasthePlanningAgentProjectChampionsTheDownsideofProjectManagementProjectDrivenversusNon–ProjectDrivenOrganizationsMarketingintheProjectDrivenOrganizationClassificationofProjectsLocationoftheProjectManagerDifferingViewsofProjectManagementConcurrentEngineering:AProjectManagementApproachStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCaseStudyWilliamsMachineToolCompanyviiftocqxd:PMPageviiPROJECTMANAGEMENTGROWTH:CONCEPTSANDDEFINITIONSIntroductionGeneralSystemsManagementProjectManagement:–ProjectManagement:–ProjectManagement:–ResistancetoChangeSystems,Programs,andProjects:ADefinitionProductversusProjectManagement:ADefinitionMaturityandExcellence:ADefinitionInformalProjectManagement:ADefinitionTheManyFacesofSuccessTheManyFacesofFailureTheStageGateProcessProjectLifeCyclesGateReviewMeetings(ProjectClosure)ProjectManagementMethodologies:ADefinitionOrganizationalChangeManagementandCorporateCulturesProjectManagementIntellectualPropertySystemsThinkingStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsORGANIZATIONALSTRUCTURESIntroductionOrganizationalWorkFlowTraditional(Classical)OrganizationDevelopingWorkIntegrationPositionsLine–StaffOrganization(ProjectCoordinator)PureProduct(Projectized)OrganizationMatrixOrganizationalFormModificationofMatrixStructuresTheStrong,Weak,BalancedMatrixCenterforProjectManagementExpertiseMatrixLayeringSelectingtheOrganizationalFormStructuringtheSmallCompanyStrategicBusinessUnit(SBU)ProjectManagementTransitionalManagementStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsviiiCONTENTSftocqxd:PMPageviiiCaseStudyJonesandShephardAccountants,IncORGANIZINGANDSTAFFINGTHEPROJECTOFFICEANDTEAMIntroductionTheStaffingEnvironmentSelectingtheProjectManager:AnExecutiveDecisionSkillRequirementsforProjectandProgramManagersSpecialCasesinProjectManagerSelectionSelectingtheWrongProjectManagerNextGenerationProjectManagersDutiesandJobDescriptionsTheOrganizationalStaffingProcessTheProjectOfficeTheFunctionalTeamTheProjectOrganizationalChartSpecialProblemsSelectingtheProjectManagementImplementationTeamStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsMANAGEMENTFUNCTIONSIntroductionControllingDirectingProjectAuthorityInterpersonalInfluencesBarrierstoProjectTeamDevelopmentSuggestionsforHandlingtheNewlyFormedTeamTeamBuildingasanOngoingProcessDysfunctionsofaTeamLeadershipinaProjectEnvironmentLifeCycleLeadershipOrganizationalImpactEmployee–ManagerProblemsManagementPitfallsCommunicationsProjectReviewMeetingsProjectManagementBottlenecksCommunicationTrapsContentsixftocqxd:PMPageixProverbsandLawsHumanBehaviorEducationManagementPoliciesandProceduresStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCaseStudiesTheTrophyProjectLeadershipEffectiveness(A)LeadershipEffectiveness(B)MotivationalQuestionnaireMANAGEMENTOFYOURTIMEANDSTRESSIntroductionUnderstandingTimeManagementTimeRobbersTimeManagementFormsEffectiveTimeManagementStressandBurnoutStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCaseStudyTheReluctantWorkersCONFLICTSIntroductionObjectivesTheConflictEnvironmentConflictResolutionUnderstandingSuperior,Subordinate,andFunctionalConflictsTheManagementofConflictsConflictResolutionModesStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCaseStudiesFacilitiesSchedulingatMayerManufacturingTelestarInternationalHandlingConflictinProjectManagementxCONTENTSftocqxd:PMPagexSPECIALTOPICSIntroductionPerformanceMeasurementFinancialCompensationandRewardsCriticalIssueswithRewardingProjectTeamsEffectiveProjectManagementintheSmallBusinessOrganizationMegaProjectsMorality,Ethics,andtheCorporateCultureProfessionalResponsibilitiesInternalPartnershipsExternalPartnershipsTrainingandEducationIntegratedProductProjectTeamsVirtualProjectTeamsBreakthroughProjectsStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsTHEVARIABLESFORSUCCESSIntroductionPredictingProjectSuccessProjectManagementEffectivenessExpectationsLessonsLearnedUnderstandingBestPracticesStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsWORKINGWITHEXECUTIVESIntroductionTheProjectSponsorHandlingDisagreementswiththeSponsorTheCollectiveBeliefTheExitChampionTheInHouseRepresentativesStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsContentsxiftocqxd:PMPagexixiiCONTENTSCaseStudyCorwinCorporationPLANNINGIntroductionValidatingtheAssumptionsGeneralPlanningLifeCyclePhasesProposalPreparationKickoffMeetingsUnderstandingParticipants’RolesProjectPlanningTheStatementofWorkProjectSpecificationsMilestoneSchedulesWorkBreakdownStructureWBSDecompositionProblemsRoleoftheExecutiveinProjectSelectionRoleoftheExecutiveinPlanningThePlanningCycleWorkPlanningAuthorizationWhyDoPlansFailStoppingProjectsHandlingProjectPhaseoutsandTransfersDetailedSchedulesandChartsMasterProductionSchedulingProjectPlanTotalProjectPlanningTheProjectCharterManagementControlTheProjectManager–LineManagerInterfaceFastTrackingConfigurationManagementEnterpriseProjectManagementMethodologiesProjectAuditsStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsNETWORKSCHEDULINGTECHNIQUESIntroductionNetworkFundamentalsftocqxd:PMPagexiiGraphicalEvaluationandReviewTechnique(GERT)DependenciesSlackTimeNetworkReplanningEstimatingActivityTimeEstimatingTotalProjectTimeTotalPERTCPMPlanningCrashTimesPERTCPMProblemAreasAlternativePERTCPMModelsPrecedenceNetworksLagSchedulingProblemsTheMythsofScheduleCompressionUnderstandingProjectManagementSoftwareSoftwareFeaturesOfferedSoftwareClassificationImplementationProblemsCriticalChainStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCaseStudyCrosbyManufacturingCorporationPROJECTGRAPHICSIntroductionCustomerReportingBar(Gantt)ChartOtherConventionalPresentationTechniquesLogicDiagramsNetworksStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsPRICINGANDESTIMATINGIntroductionGlobalPricingStrategiesTypesofEstimatesPricingProcessOrganizationalInputRequirementsLaborDistributionsOverheadRatesContentsxiiiftocqxd:PMPagexiiiMaterialsSupportCostsPricingOuttheWorkSmoothingOutDepartmentManHoursThePricingReviewProcedureSystemsPricingDevelopingtheSupportingBackupCostsTheLowBidderDilemmaSpecialProblemsEstimatingPitfallsEstimatingHighRiskProjectsProjectRisksTheDisasterofApplyingthePercentSolutiontoProjectEstimatesLifeCycleCosting(LCC)LogisticsSupportEconomicProjectSelectionCriteria:CapitalBudgetingPaybackPeriodTheTimeValueofMoneyNetPresentValue(NPV)InternalRateofReturn(IRR)ComparingIRR,NPV,andPaybackRiskAnalysisCapitalRationingProjectFinancingStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCOSTCONTROLIntroductionUnderstandingControlTheOperatingCycleCostAccountCodesBudgetsTheEarnedValueMeasurementSystem(EVMS)VarianceandEarnedValueTheCostBaselineJustifyingtheCostsTheCostOverrunDilemmaRecordingMaterialCostsUsingEarnedValueMeasurementTheMaterialAccountingCriterionMaterialVariances:PriceandUsageSummaryVariancesStatusReportingCostControlProblemsxivCONTENTSftocqxd:PMPagexivStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCaseStudiesTheBathtubPeriodFranklinElectronicsTroubleinParadiseTRADEOFFANALYSISINAPROJECTENVIRONMENTIntroductionMethodologyforTradeoffAnalysisContracts:TheirInfluenceonProjectsIndustryTradeoffPreferencesConclusionStudyingTipsforthePMI®ProjectManagementCertificationExamRISKMANAGEMENTIntroductionDefinitionofRiskToleranceforRiskDefinitionofRiskManagementCertainty,Risk,andUncertaintyRiskManagementProcessPlanRiskManagementRiskIdentificationRiskAnalysisQualitativeRiskAnalysisQuantitativeRiskAnalysisProbabilityDistributionsandtheMonteCarloProcessPlanRiskResponseMonitoringandControlRisksSomeImplementationConsiderationsTheUseofLessonsLearnedDependenciesbetweenRisksTheImpactofRiskHandlingMeasuresRiskandConcurrentEngineeringStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCaseStudiesTeloxyEngineering(A)TeloxyEngineering(B)Contentsxvftocqxd:PMPagexvLEARNINGCURVESIntroductionGeneralTheoryTheLearningCurveConceptGraphicRepresentationKeyWordsAssociatedwithLearningCurvesTheCumulativeAverageCurveSourcesofExperienceDevelopingSlopeMeasuresUnitCostsandUseofMidpointsSelectionofLearningCurvesFollowonOrdersManufacturingBreaksLearningCurveLimitationsPricesandExperienceCompetitiveWeaponStudyingTipsforthePMI®ProjectManagementCertificationExamProblemsCONTRACTMANAGEMENTIntroductionProcurementPlanProcurementConductingtheProcurementsConductProcurements:RequestSellerResponsesConductProcurements:SelectSellersTypesofContractsIncentiveContractsContractTypeversusRiskContractAdministrationCycleContractClosureUsingaChecklistProposalContractualInteract

用户评价(7)

  • 淋过雨的空气 不错,真的很清晰啊,英文原版,谢谢额分享。

    2013-04-02 06:16:15

  • 10.44.7.248 谢谢

    2012-11-24 00:43:19

  • VIP会员 英文版的,文字版,很好,十分感谢。

    2012-08-26 16:18:23

  • qybmqyb 感谢分享

    2012-03-04 05:04:01

  • hcping 英文原版,非常清晰,太好了,谢谢分享

    2011-06-18 01:04:11

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项目管理:计划、进度和控制的系统方法(第10版)

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