Mastering Project Time Management, Cost Control, and Quality Management
Proven Methods for Controlling the Three Elements that Define Project Deliverables
1st Edition
Published on 23. April 2015
384 pages
978-0-13-384030-8 (ISBN)
Description
Mastering Project Time Management, Cost Control, and Quality Management gives managers powerful insights and tools for addressing the "Triple Constraints" that define virtually every project: time, cost, and quality.
This book is part of a new series of seven cutting-edge project management guides for both working practitioners and students. Like all books in this series, it offers deep practical insight into the successful design, management, and control of complex modern projects. Using real case studies and proven applications, expert authors show how multiple functions and disciplines can and must be integrated to achieve a successful outcome.
Individually, these books focus on realistic, actionable solutions, not theory. Together, they provide comprehensive guidance for working project managers at all levels, including highly-complex enterprise environments. These books also provide indispensable knowledge for anyone pursuing PMI/PMBOK or PRINCE2 certification, or other accreditation in the field.
This book is part of a new series of seven cutting-edge project management guides for both working practitioners and students. Like all books in this series, it offers deep practical insight into the successful design, management, and control of complex modern projects. Using real case studies and proven applications, expert authors show how multiple functions and disciplines can and must be integrated to achieve a successful outcome.
Individually, these books focus on realistic, actionable solutions, not theory. Together, they provide comprehensive guidance for working project managers at all levels, including highly-complex enterprise environments. These books also provide indispensable knowledge for anyone pursuing PMI/PMBOK or PRINCE2 certification, or other accreditation in the field.
More details
Language
English
Place of publication
Hoboken
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
ISBN-13
978-0-13-384030-8 (9780133840308)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Randal Wilson
Mastering Project Time Management, Cost Control, and Quality Management
Proven Methods for Controlling the Three Elements that Define Project Deliverables
Book
05/2015
Pearson FT Press
€54.46
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Person
Randal Wilson, MBA, PMP, serves as Visiting Professor of Project Management, Keller Graduate School of Management, at the Elk Grove, California DeVry University campus. His teaching style addresses Project Management concepts using not only academic course guidelines and text, but includes in-depth discussions in lectures using practical application from industry experience.
Mr. Wilson is currently Operations and Project Manager at Parker Hose and Fittings. He is responsible for five locations across Northern California and Nevada, as well as project management of redesigns and renovation of existing facilities and construction of new facilities.
Mr. Wilson was formally in the telecommunications industry as Senior New Product Introduction Engineer at REMEC, Inc., Senior New Product Introduction Engineer with Spectrian Corp., and Associate Design Engineer with American Microwave Technology. He also served as Senior Manufacturing Engineer at Hewlett Packard.
He is a certified Project Management Professional (PMP) of the Project Management Institute. He acquired an MBA with concentration in General Operations Management from Keller Graduate School of Management of DeVry University and a Bachelor of Science in Technical Management with concentration in Project Management from DeVry University in Fremont, California.
Mr. Wilson is currently Operations and Project Manager at Parker Hose and Fittings. He is responsible for five locations across Northern California and Nevada, as well as project management of redesigns and renovation of existing facilities and construction of new facilities.
Mr. Wilson was formally in the telecommunications industry as Senior New Product Introduction Engineer at REMEC, Inc., Senior New Product Introduction Engineer with Spectrian Corp., and Associate Design Engineer with American Microwave Technology. He also served as Senior Manufacturing Engineer at Hewlett Packard.
He is a certified Project Management Professional (PMP) of the Project Management Institute. He acquired an MBA with concentration in General Operations Management from Keller Graduate School of Management of DeVry University and a Bachelor of Science in Technical Management with concentration in Project Management from DeVry University in Fremont, California.
Content
Introduction 1
The Triple Constraint 2
Managing Change Requirements 4
Managing Time, Cost, and Quality 7
Managing Project and Product Scope 7
Time Management 8
Cost Management 9
Quality Management 9
What Does the Customer Really Want? 10
Part I: Project Time Management 13
Chapter 1 Planning Schedule Management 15
1.1 Introduction 15
1.2 Tools for Schedule Management Planning 16
Minimum Requirements 17
Plan Structures 18
Project Management Office (PMO) 23
1.3 Information Gathering for the Schedule Management Plan 24
Project Charter 24
Project Manager's Experience 25
Organizational Past Projects 26
Subject Matter Experts 27
1.4 Schedule Management Plan Applications 28
Tactical Tool for Project Managers 28
Communications Tool for the Project Staff 29
Strategic Tool for the Organization 30
1.5 Summary 31
1.6 Review Questions 33
1.7 Key Terms 34
1.8 PMBOK Connections (Fifth Edition) 35
1.9 Case Study (Use for Part I, Chapters 1-7) 35
RE Construction-Custom Pebble Beach Home 35
1.10 Case Study Questions and Exercise 37
Questions 37
Exercise 38
Chapter 2 Project Activity Requirements 39
2.1 Introduction 39
2.2 Information-Gathering Guidelines 40
What Information Is to Be Gathered? 41
Who Is Gathering Information? 42
Reliability of Information 44
Information Accuracy 49
Information Sources 50
2.3 Activity Information Based on Project Structure 51
Linear (Traditional Sequential Process Development) 52
Incremental (Traditional Progressive Stage Development) 53
Iterative (Features Addition Development, Waterfall, Agile) 55
Adaptive (Learn and Build Development, Agile) 58
Extreme (Exploratory Development) 59
2.4 Define Activities 62
Project Deliverable Decomposition 63
Define Activity Requirements 65
Work Breakdown Structure (WBS) 68
2.5 Summary 71
2.6 Review Questions 72
2.7 Key Terms 73
2.8 PMBOK Connections (Fifth Edition) 73
2.9 Case
The Triple Constraint 2
Managing Change Requirements 4
Managing Time, Cost, and Quality 7
Managing Project and Product Scope 7
Time Management 8
Cost Management 9
Quality Management 9
What Does the Customer Really Want? 10
Part I: Project Time Management 13
Chapter 1 Planning Schedule Management 15
1.1 Introduction 15
1.2 Tools for Schedule Management Planning 16
Minimum Requirements 17
Plan Structures 18
Project Management Office (PMO) 23
1.3 Information Gathering for the Schedule Management Plan 24
Project Charter 24
Project Manager's Experience 25
Organizational Past Projects 26
Subject Matter Experts 27
1.4 Schedule Management Plan Applications 28
Tactical Tool for Project Managers 28
Communications Tool for the Project Staff 29
Strategic Tool for the Organization 30
1.5 Summary 31
1.6 Review Questions 33
1.7 Key Terms 34
1.8 PMBOK Connections (Fifth Edition) 35
1.9 Case Study (Use for Part I, Chapters 1-7) 35
RE Construction-Custom Pebble Beach Home 35
1.10 Case Study Questions and Exercise 37
Questions 37
Exercise 38
Chapter 2 Project Activity Requirements 39
2.1 Introduction 39
2.2 Information-Gathering Guidelines 40
What Information Is to Be Gathered? 41
Who Is Gathering Information? 42
Reliability of Information 44
Information Accuracy 49
Information Sources 50
2.3 Activity Information Based on Project Structure 51
Linear (Traditional Sequential Process Development) 52
Incremental (Traditional Progressive Stage Development) 53
Iterative (Features Addition Development, Waterfall, Agile) 55
Adaptive (Learn and Build Development, Agile) 58
Extreme (Exploratory Development) 59
2.4 Define Activities 62
Project Deliverable Decomposition 63
Define Activity Requirements 65
Work Breakdown Structure (WBS) 68
2.5 Summary 71
2.6 Review Questions 72
2.7 Key Terms 73
2.8 PMBOK Connections (Fifth Edition) 73
2.9 Case
