Industrial Project Management: Concepts, Tools, and Techniques

Pirmais vāks
CRC Press, 2007. gada 13. aug. - 320 lappuses
Book of the Month Award---Industrial Engineering Magazine Whatever your business, getting the work done on time can make or break your organization. The faster the world moves, the more this becomes important. The expanding utility and relevance of project management has lead to its emergence as a separate body of knowledge embraced by various disc

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Saturs

Characteristics of Industrial Projects
1
Principles of Project Management
29
Time and Schedule Management
67
Project Duration Diagnostics
87
Schedule Compression Techniques
103
Resource Analysis and Management
115
Techniques for Project Forecasting
145
Six Sigma and Lean Project Management
169
Project Risk Analysis
195
Project Economic Analysis
203
Industrial Project Management Case Studies
235
Project Terms and Definitions
259
Project Acronyms
291
Index
303
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Populāri fragmenti

286. lappuse - standard" is a "[d]ocument approved by a recognized body, that provides, for common and repeated use, rules, guidelines or characteristics for products or related processes and production methods, with which compliance is not mandatory. It may also include or deal exclusively with terminology, symbols, packaging, marking or labelling requirements as they apply to a product, process or production method.
68. lappuse - Two similar approaches used to help manage projects are the critical path method (CPM) and program evaluation and review technique (PERT), Both approaches were developed in the 1950s.
286. lappuse - A document that prescribes, in a complete, precise, verifiable manner, the requirements, design, behavior, or other characteristics of a system or system component.
278. lappuse - The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
286. lappuse - Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.
278. lappuse - An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics who apply and advance it. The...
289. lappuse - A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component.
104. lappuse - Figure 3.25 shows the same network but with some lead-lag constraints. For example, there is an SS constraint of 2 days and an FF constraint of 2 days between activities A and B. Thus, activity B can start as early as 2 days after activity A starts, but it cannot finish until 2 days after the completion of A. In other words, at least 2 days must be between the starting times of A and B.
264. lappuse - A contract is a mutually binding agreement that obligates the seller to provide the specified product and obligates the buyer to pay for it.
277. lappuse - ... a coordinated way to obtain benefits and control not available from managing them individually.

Par autoru (2007)

Adedeji Badiru: I thank the many friends and colleagues who continue to support and encourage me in my cycles of writing projects. I thank my wife, Iswat, for continuing to tolerate my love affairs with new writing projects. I thank Christine Tidwell, Jeanette Myers, and Louise Sexton for their administrative and technical word processing support for the manuscript preparation. Christine diligently prepared the several fi gures and charts contained in the book. I thank Em Chitty Turner for bringing her usual technical editing skills to bear on this project. I also thank the production staff of CRC Press of Taylor and Francis for the excellent job of sorting through the editorial maze of the raw manuscript. We thank F. B. Odunayo, Managing Director of Honeywell Flour Mills, Lagos, Nigeria, a foremost international industrialist, whose initial insightful comments and inquiry mind led to the idea of writing this book. Abi Badiru: I extend my thanks to my extended circle of friends from different parts of the world. I extend appreciation to my present and former colleagues from Kraft Foods and ConAgra Foods. Ade Badiru: Many thanks and love to my wife, Deanna Badiru, whose continual love and support inspire me in all my professional endeavors.

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