Project Management: The
managerial process
Bronvermelding
Titel : Project Management: The managerial process
Druk : 3
Auteur : C.F. Gray, E.W. Larson
Uitgever : McGraw-Hill/Irwin
ISBN (boek) : 9780072978636
Aantal hoofdstukken (boek) : 16
Aantal pagina’s (boek) : 597
De inhoud van dit uittreksel is met de grootste zorg samengesteld. Incidentele onjuistheden kunnen niettemin voorkomen.
Je dient niet aan te nemen dat de informatie die Students Only B.V. biedt foutloos is, hoewel Students Only B.V. dat wel
nastreeft. Dit uittreksel is voor persoonlijk gebruik en is bedoeld als wegwijzer bij het originele boek. Wij raden aan altijd
het bijbehorende studieboek te kopen en dit uittreksel als naslagwerk erbij te houden. In dit uittreksel staan diverse
verwijzingen naar het studieboek op basis waarvan dit uittreksel is gemaakt.
Dit uittreksel is een uitgave van Students Only B.V. Copyright © 2011 StudentsOnly B.V. Alle rechten
voorbehouden. De uitgever van het studieboek is op generlei wijze betrokken bij het vervaardigen van dit
uittreksel. Voor vragen kun je je per email wenden tot .
,Inhoudsopgave
Hoofdstuk 1 Modern project management 3
Hoofdstuk 2 Organization Strategy and project selection 5
Hoofdstuk 3 Organization: structure and culture 9
Hoofdstuk 4 Defining the project 14
Hoofdstuk 5 Estimating project times and costs 18
Hoofdstuk 6 Developing a projectplan 22
Hoofdstuk 7 Managing risk 27
Hoofdstuk 8 Scheduling Resources 33
Hoofdstuk 9 Reducing Project Duration 36
Hoofdstuk 10 Leadership: Being an Effective project manager 39
Hoofdstuk 11 Managing project teams 45
Hoofdstuk 12 Partnering: Managing interorganizational relations 53
Hoofdstuk 13 Progress and performance measurement and evaluation 57
Hoofdstuk 14 Project autdit and closure 63
Hoofdstuk 15 International projects 69
Hoofdstuk 16 Project management and the future 71
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Bron : Project Management: The managerial process - C.F. Gray, E.W. Larson
, Hoofdstuk 1 Modern project management
Project Management is a result oriented management approach which helps one to plan,
implement and manage activities to achieve particular organizational goals.
A project can be defined as a complex non-routine effort with budget, time and resource
constraints to meet performance specifications and satisfy customer needs.
The major characteristics of a project are as follows
• A defined life-span.
• A defined objective.
• Specific time, cost constraints and performance specifications.
• Each project has some unique non-routine elements.
• Combined efforts of people with various expertise across many departments.
A project is not routine day to day work. A program consists of many related projects
working together extended over time to achieve a common goal.
The Project Life Cycle
The Project Life cycle typically consists of the following stages.
• THE DEFINITION STAGE : Specifications are defined and goals are established.
Teams are formed and responsibilities are assigned.
• THE PLANNING STAGE : Plans are developed; schedules ,budgets and resources
needed are decided. The quality checks to be done are also decided.
• THE EXECUTION STAGE : The major work is done in this stage and the final
product is produced keeping in mind the specifications, budget and quality levels.
Reviews are done and changes are executed.
• THE DELIVERY STAGE : The product is released to the customer and training is
given to the customer if necessary. Resources and staff are redeployed.
(Refer Fig 1.1 Credits : Chapter 1; page 6; Title: Project Management; Author: Gray &
Larson)
The Project Manager
The project manager directs and coordinates the project team marshalling the resources to
complete the project on time, within the budget and specifications. He must motivate the team
and make the correct decisions at the right time.
The Importance Of Project Management
Knowledge explosion : The growth in knowledge has increased the complexity of the project
forcing the incorporation of advanced and divergent techniques in the project.
Compression of the product life cycle : Delays are expensive and projects nowadays have a
shorter life span and products are expected to be delivered as early as possible.
Global Competition : To reduce cost, manufacturing has moved to countries where cheaper
labour is available. This has changed the nature of the organizations. Projects also have to
incorporate quality control measures to meet quality standards such as ISO 9000 at every
stage of the project.
Small Projects – Big Problems : The need to be competitive has led to an organizational
climate where many small projects are implemented concurrently. Resource allocation among
these projects is a big problem to the management. These small projects also have a lot of
hidden costs. So efficient management of these small projects is essential.
www.studentsonly.nl Voor de beste uittreksels! 3
Bron : Project Management: The managerial process - C.F. Gray, E.W. Larson
managerial process
Bronvermelding
Titel : Project Management: The managerial process
Druk : 3
Auteur : C.F. Gray, E.W. Larson
Uitgever : McGraw-Hill/Irwin
ISBN (boek) : 9780072978636
Aantal hoofdstukken (boek) : 16
Aantal pagina’s (boek) : 597
De inhoud van dit uittreksel is met de grootste zorg samengesteld. Incidentele onjuistheden kunnen niettemin voorkomen.
Je dient niet aan te nemen dat de informatie die Students Only B.V. biedt foutloos is, hoewel Students Only B.V. dat wel
nastreeft. Dit uittreksel is voor persoonlijk gebruik en is bedoeld als wegwijzer bij het originele boek. Wij raden aan altijd
het bijbehorende studieboek te kopen en dit uittreksel als naslagwerk erbij te houden. In dit uittreksel staan diverse
verwijzingen naar het studieboek op basis waarvan dit uittreksel is gemaakt.
Dit uittreksel is een uitgave van Students Only B.V. Copyright © 2011 StudentsOnly B.V. Alle rechten
voorbehouden. De uitgever van het studieboek is op generlei wijze betrokken bij het vervaardigen van dit
uittreksel. Voor vragen kun je je per email wenden tot .
,Inhoudsopgave
Hoofdstuk 1 Modern project management 3
Hoofdstuk 2 Organization Strategy and project selection 5
Hoofdstuk 3 Organization: structure and culture 9
Hoofdstuk 4 Defining the project 14
Hoofdstuk 5 Estimating project times and costs 18
Hoofdstuk 6 Developing a projectplan 22
Hoofdstuk 7 Managing risk 27
Hoofdstuk 8 Scheduling Resources 33
Hoofdstuk 9 Reducing Project Duration 36
Hoofdstuk 10 Leadership: Being an Effective project manager 39
Hoofdstuk 11 Managing project teams 45
Hoofdstuk 12 Partnering: Managing interorganizational relations 53
Hoofdstuk 13 Progress and performance measurement and evaluation 57
Hoofdstuk 14 Project autdit and closure 63
Hoofdstuk 15 International projects 69
Hoofdstuk 16 Project management and the future 71
www.studentsonly.nl Voor de beste uittreksels! 2
Bron : Project Management: The managerial process - C.F. Gray, E.W. Larson
, Hoofdstuk 1 Modern project management
Project Management is a result oriented management approach which helps one to plan,
implement and manage activities to achieve particular organizational goals.
A project can be defined as a complex non-routine effort with budget, time and resource
constraints to meet performance specifications and satisfy customer needs.
The major characteristics of a project are as follows
• A defined life-span.
• A defined objective.
• Specific time, cost constraints and performance specifications.
• Each project has some unique non-routine elements.
• Combined efforts of people with various expertise across many departments.
A project is not routine day to day work. A program consists of many related projects
working together extended over time to achieve a common goal.
The Project Life Cycle
The Project Life cycle typically consists of the following stages.
• THE DEFINITION STAGE : Specifications are defined and goals are established.
Teams are formed and responsibilities are assigned.
• THE PLANNING STAGE : Plans are developed; schedules ,budgets and resources
needed are decided. The quality checks to be done are also decided.
• THE EXECUTION STAGE : The major work is done in this stage and the final
product is produced keeping in mind the specifications, budget and quality levels.
Reviews are done and changes are executed.
• THE DELIVERY STAGE : The product is released to the customer and training is
given to the customer if necessary. Resources and staff are redeployed.
(Refer Fig 1.1 Credits : Chapter 1; page 6; Title: Project Management; Author: Gray &
Larson)
The Project Manager
The project manager directs and coordinates the project team marshalling the resources to
complete the project on time, within the budget and specifications. He must motivate the team
and make the correct decisions at the right time.
The Importance Of Project Management
Knowledge explosion : The growth in knowledge has increased the complexity of the project
forcing the incorporation of advanced and divergent techniques in the project.
Compression of the product life cycle : Delays are expensive and projects nowadays have a
shorter life span and products are expected to be delivered as early as possible.
Global Competition : To reduce cost, manufacturing has moved to countries where cheaper
labour is available. This has changed the nature of the organizations. Projects also have to
incorporate quality control measures to meet quality standards such as ISO 9000 at every
stage of the project.
Small Projects – Big Problems : The need to be competitive has led to an organizational
climate where many small projects are implemented concurrently. Resource allocation among
these projects is a big problem to the management. These small projects also have a lot of
hidden costs. So efficient management of these small projects is essential.
www.studentsonly.nl Voor de beste uittreksels! 3
Bron : Project Management: The managerial process - C.F. Gray, E.W. Larson
