Project management a systems approach to planning, scheduling, and controlling
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| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ
Wiley
2013
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| Ausgabe: | 11. ed. |
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| 010 | |a 2012026239 | ||
| 020 | |a 1118022270 |9 1-118-02227-0 | ||
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| 084 | |a WIR 554f |2 stub | ||
| 100 | 1 | |a Kerzner, Harold |d 1940- |e Verfasser |0 (DE-588)124166229 |4 aut | |
| 245 | 1 | 0 | |a Project management |b a systems approach to planning, scheduling, and controlling |c Harold Kerzner |
| 250 | |a 11. ed. | ||
| 264 | 1 | |a Hoboken, NJ |b Wiley |c 2013 | |
| 300 | |a XXVII, 1264 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Project Management (PM) - Case studies |2 pmcsg | |
| 650 | 7 | |a Project Management (PM) |2 pmcsg | |
| 650 | 7 | |a Projectmanagement |2 gtt | |
| 650 | 4 | |a Project management | |
| 650 | 4 | |a Project management |x Case studies | |
| 650 | 0 | 7 | |a Projektmanagement |0 (DE-588)4047441-0 |2 gnd |9 rswk-swf |
| 655 | 7 | |0 (DE-588)4522595-3 |a Fallstudiensammlung |2 gnd-content | |
| 689 | 0 | 0 | |a Projektmanagement |0 (DE-588)4047441-0 |D s |
| 689 | 0 | |5 DE-604 | |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-1-118-41585-6 |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-1-118-41855-0 |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-1-118-43357-7 |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-1-118-48322-0 |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-1-118-48323-7 |
| 856 | 4 | 2 | |m Digitalisierung UB Bamberg - ADAM Catalogue Enrichment |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026047675&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-026047675 | |
Datensatz im Suchindex
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| DE-BY-TUM_location | 07 |
| DE-BY-TUM_media_number | 040008069185 |
| _version_ | 1820859327059066880 |
| adam_text | Contents
Preface
xxiii
1
OVERVIEW
1
.0
Introduction
I
.I Understanding Project Management
2
.2
Defining Project Success
7
.3
Success, Trade-Offs. and Competing Constraints
8
.4
The Project Manager-Line Manager Interface
9
.5
Defining the Project Manager s Role
14
.6
Defining the Functional Manager s Role
15
.7
Defining the Functional Employee s Role
18
.8
Defining the Executive s Role
19
.9
Working with Executives
19
.10
Committee Sponsorship/Governance
20
. 11
The Project Manager as the Planning Agent
23
.12
Project Champions
24
.13
The Downside of Project Management
25
.14
Project-Driven versus Non-Projcct-Driven Organizations
25
.15
Marketing in the Project-Driven Organization
28
.16
Classification of Projects
30
.17
Location of the Project Manager
30
.
1
8
Differing Views of Project Management
32
.19
Public-Sector Project Management
34
.20
International Project Management
38
.21
Concurrent Engineering: A Project Management Approach
38
.22
Added Value
39
.23
Studying Tips for the PMI® Project Management Certification Exam
40
Problems
42
Case Study
Williams Machine Tool Company
44
VII
vüi comíais
2
PROJECT MANAGEMENT
GROWTH: CONCEPTS
AND DEFINITIONS
47
2.0
I ni
іч кі
uc I i
on
47
2.1
(lenenti
Systems Management
48
2.2
Project Management:
1445 ]%() 48
2.3
Project Management: I%(MW5
49
2.4
Project Management:
1985-2012 55
2.5
Resistance to Change
59
2.6
Systems. Programs, and Projects:
Λ
Definition
64
2.7
Product versus Project Management: A Definition
66
2.8
Maturity and Hxcellence: A Definition
68
2.9
Informal Project Management: A Definition
69
2.
1
0
The Many Faces of Success
70
2.
1
1
The Many Faces
Ы
Failure
73
2.12
The Stage-Gate Process
76
2.13
Project
Lile
Cycles
78
2.14
Gate Review Meetings (Project Closure)
83
2.15
Engagement Project Management
84
2.16
Project Management Methodologies: A Definition
85
2.17
Enterprise Project Management Methodologies
87
2.18
Methodologies Can Fail
91
2.19
Organizational Change Management and Corporate Cultures
94
2.20
Project Management Intellectual Property
100
2.21
Systems Thinking
101
2.22
Studying Tips for the PMI® Project Management Certification Exam
104
Problems
107
Case Study
Creating a Methodology
108
ORGANIZATIONAL STRUCTURES
111
3.0
Introduction 111
3.
1 Organizational Work Flow 1
13
3.2
Traditional (Classical) Organization
114
3.3
Developing Work Integration Positions
117
3.4
Line-Staff Organization (Project Coordinator)
121
3.5
Pure Product
(Projectized)
Organization
122
3.6
Matrix Organizational Form
J
25
3.7
Modification of Matrix Structures
132
3.8
The Strong. Weak, or Balanced Matrix
136
3.9
Center for Project Management Expertise
136
3.10
Matrix Layering
137
Conicii!
s ¡X
3.11
Selecting
lhe
Organizational Form
138
3.12
Structuring the Small Company
143
3.13
Strategic Business
Unii (SBU)
Project Management
146
3.14
Transitional Management
147
3.15
Barriers to Implementing Project Management in Hmerging Markets
3.16
Seven Fallacies
lhal
Delay Project Management Maturity
156
3.17
Studying Tips lor
lhe
PMI
Project Management Certification
lixam
159
Problems
161
Case Studies
Jones and Shephard Accountants. Inc.
166
Coronado
Communications
168
ORGANIZING AND STAFFING THE PROJECT OFFICE
AND TEAM
171
4.0
Introduction I71
4.
1 The Staffing Environment 1
72
4.2
Selecting the Project Manager: An Executive Decision 1
74
4.3
Skill Requirements { or Project and Program Managers 1
78
4.4
Special Cases in Project Manager Selection 1
84
4.5
Selecting the Wrong Project Manager 1
84
4.6
Next Generation Project Managers 1
88
4.7
Duties and
Joh
Descriptions 1
89
4.8
The Organizational Staffing Process 1
93
4.9
The Project
Oľľice
1
99
4.10 The Functional Team
204
4.
11 The Project Organizational Chart
205
4.
1
2
Special Problems
208
4.
1
3
Selecting the Project Management Implementation Team
210
4.
1
4
Mistakes Made by Inexperienced Project Managers 213
4.15
Studying Tips for the PMI® Project Management Certification Exam
214
Problems
216
MANAGEMENT FUNCTIONS
223
5.0
Introduction
223
5.1
Controlling
225
5.2
Directing
225
5.3
Project Authority
230
5.4
Interpersonal Influences
237
5.5
Barriers to Project Team Development
240
5.6
Suggestions for Handling the Newly Formed Team
243
COMÍA
5.7
Team Building as an Ongoing Process
246
5.8
Dysfunctions
ola
Team
247
5Я
Leadership in
a
Project Environment
250
5.10
Life-Cycle Leadership
252
5.1
I Value-Based Project Leadership
255
5.12
Organizational impact
257
5.13
Employee Manager Problems
259
5.14
Management
Pitfalls
262
5.15
Communications
265
5.16
Project Review Meetings
274
5.17
Project Mimagemenl Bottlenecks
275
5.18
Cross-Cutting Skills
276
5.19
Active Listening
277
5.20
Project Problem-Solving 27<S
5.2!
Brainstorming
288
5.22
Project Decision-Making
293
5.23
Predicting the Outcome of a Decision
301
5.24
Facilitation
303
5.25
Handling Negative Team Dynamics
306
5.26
Communication Traps
307
5.27
Proverbs and Laws
309
5.28
Human Behavior Education
311
5.29
Management Policies and Procedures
312
5.30
Studying Tips for the PMI® Project Management Certification Exam
313
Problems
318
Case Studies
The Trophy Project
327
Communication Failures
329
McRoy Aerospace
332
The Poor Worker
333
The
Prima
Donna
334
The Team Meeting
335
Leadership Effectiveness (A)
337
Leadership Effectiveness (B)
341
Motivational Questionnaire
347
MANAGEMENT OF YOUR TIME AND STRESS
355
6.0
Introduction
355
6.1
Understanding Time Management
356
6.2
Time Robbers
356
6.3
Time Management Forms
358
( l ìUCHÌS
6.4
Effective
Time
Management
359
6.5
Stress and Burnout
360
6.6
Studying Tips for the PMI 0 Project Management Certification Exam
362
Problems
363
Case Study
The Reluctant Workers
364
CONFLICTS
365
7.0
Introduction
365
7.1
Objectives
366
7.2
The
Conti
id Environment
367
7.3
Types of Conflicts
368
7.4
Conflict Resolution
371
7.5
Understanding Superior. Subordinate, and Functional
Conii
iets
372
7.6
The Management of Conflicts
374
7.7
Conflict Resolution Modes
375
7.8
Studying Tips for the PMI® Project Management Certification Exam
377
Problems
379
Case Studies
Facilities Scheduling at Mayer Manufacturing
382
Telestar
International
383
Handling Conflict in Project Management
384
8
SPECIAL TOPICS
391
8.0
Introduction
392
8.
1 Performance Measurement
392
8.2
Financial Compensation and Rewards
399
8.3
Critical Issues with Rewarding Project Teams
405
8.4
Effective Project Management in the Small Business Organization
408
8.5
Mega Projects 410
8.6
Morality. Ethics, and the Corporate Culture
41
1
8.7
Professional Responsibilities
414
8.8
I nternal Partnershi ps
417
8.9
External Partnerships
418
8.10
Training and Education
420
8.11
Integrated Product/Project Teams
422
8.12
Virtual Project Teams
424
8.13
Breakthrough Projects
427
XII
сомі ь
5.
14
Managing
Innovation
Projects
427
8.15
Agile
Projed
Management
430
8.16
Studying
Tips lor
lhe
PMI
Projed
Management Certification
lixam
Problems
437
Case Study
Is
11
IŤauď.
440
THE VARIABLES FOR SUCCESS
443
9.0
Introduction
443
9.1
Predicting Project Success
444
9.2
Project
Management
Effectiveness
448
9.3
Expectations
449
9.4
Lessons Learned
450
9.5
Understanding Best Practices
45
1
9.6
Best Practices versus Proven Practices
458
9.7
Studying Tips lor the PMI00 Project Management Certification Exam
459
Problems
460
Case Study
Radiance International
460
10
WORKING WITH EXECUTIVES
463
1
0.0
Introduction
463
I O.I The Project Sponsor
464
10.
2
Handling Disagreements with the Sponsor
474
1
0.3
The Collective Belief
475
1
0.4
The Exit Champion
476
1
0.5
The In-House Representatives
477
1
0.6
Stakeholder Relations Management
478
1
0.7
Politics
486
1
0.8
Studying Tips for the PMI® Project Management Certification Exam
487
Problems
488
Case Studies
Corwin
Corporation
49
1
The Prioritization of Projects
499
The Irresponsible Sponsors
500
Selling Executives on Project Management
502
(ilìtl ìltS
XIII
11
PLANNING
505
II.O Introduction
505
M.I Validating the Assumptions
508
I!.
2
Validating the Objectives
509
1.3 General Planning
5
IO
1
.4
Life-Cycle Phases 5I3
1.
5
Proposal Preparation 516
1
.6
Kickoff Meetings 5I6
1
.7
Understanding Participants Roles
519
1.8
Project Planning
519
1.9
The Statement of Work
521
1.10
Project Specifications
526
1.11
Milestone Schedules
528
1.12
Work Breakdown Structure
529
1.13
WBS Decomposition Problems
536
1.14
Work Breakdown Structure Dictionary
540
1.15
Role of the Executive in Project Selection
541
1.16
Role of the Executive in Planning
546
11.17
The Planning Cycle
546
11. ! 7
Work Planning Authorization
547
11.19
Why Do Plans Fail?
548
1 1.20
Stopping Projects
549
11.21
Handling Project Phaseouts and Transfers
550
1
1
.22
Detailed Schedules and Charts
551
1
1
.23
Master Production Scheduling
554
1
1.24
Project Plan
556
11.25
Total Project Planning
561
11.26
The Project Charter
565
11.27
Project Baselines
566
11.28
Verification and Validation
570
11.29
Requirements Traceability Matrix
571
11.30
Management Control
572
11.31
The Project Manager-Line Manager Interface
575
11.32
Fast-Tracking
577
11.33
Configuration Management
578
11.34
Enterprise Project Management Methodologies
579
11.35
Project Audits
582
11.36
Studying Tips for the PMI® Project Management Certification Exam
Problems
586
583
12
NETWORK SCHEDULING TECHNIQUES
597
1
2.0
Introduction
597
1
2.
1 Network Fundamentals
600
XIV
COMI.
M S
ι
2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
Graphical [{valuation and Review Technique
((¡KRT)
604
[Dependencies
605
Slack Time
606
Network
Replanning
612
Estimating Activity Time
616
Estimating Total
Project
Time
617
Total PKRT/CPM Planning
61
К
Crash Times
620
2.10
PERT/CPM Problem Areas
623
2.11
Alternative PLRT/CPM Models
626
2.12
Precedence Networks
627
2.13
Lag
630
2.14
Scheduling Problems
632
2.15
The Myths of Schedule Compression
632
2.16
Understanding Project Management Software
634
2.17
Software Features Offered
634
12.18
Software Classification
636
12.19
Implementation Problems
637
12.20
Critical Chain
638
12.21
Studying Tips for the PM100 Project Management Certification Exam
Problems
643
640
Case Studies
Crosby Manufacturing Corporation
The Invisible Sponsor
658
656
13
PROJECT GRAPHICS
661
1
3.0
Introduction
66
1
13.І
Customer Reporting
662
1
3.2
Bar (Gantt) Chart
663
1
3.3
Other Conventional Presentation Techniques
670
1
3.4
Logic Diagrams/Networks
673
1
3.5
Studying Tips for the PMI® Project Management Certification Exam
Problems
675
674
14
PRICING AND ESTIMATING
677
1
4.0
Introduction
677
14.1 Global Pricing Strategies
678
1
4.2
Types of Estimates
679
1
4.3
Pricing Process
682
1
4.4
Organizational Input Requirements
1
4.5
Labor Distributions
686
684
í
dli!
CHIS
XV
14.6
Overhead Rates
690
14.7
Materials/Support Costs
692
14.8
Pricing
Out
lhe
Work
695
14.9
Smoothing
Oul
Department Man-Hours
6%
14.10
The Pricing Review Procedure
698
14.1 1
Systems Pricing
700
14.12
Developing the Supporting/Backup Costs
701
14.13
The Low-Bidder Dilemma
705
14.14
Special Problems
705
14.15
Estimating Pitfalls
706
14.16
Estimating High-Ri.sk Projects
707
14.17
Project Risks
708
14.18
The Disaster of Applying the
10
Percent Solution
lo Project
Estimates
712
14.19
Life-Cycle Costing (LCC)
714
14.20
Logistics Support
719
14.21
Economic Project Selection Criteria: Capital Budgeting
720
14.22
Payback Period
720
14.23
The Time Value of Money
721
14.24
Net Present Value (NPV)
722
14.25
Internal Rate of Return
(IRR) 723
14.26
Comparing
IRR, NPV,
and Payback
724
14.27
Risk Analysis
724
14.28
Capital Rationing
725
14.29
Project Financing
726
14.30
Studying Tips for the PMl® Project Management Certification Exam
728
Problems
730
Case Study
The Estimating Problem
734
15
COST CONTROL
737
і
5.0
Introduction
737
1
5.
1 Understanding Control
74
1
1
5.2
The Operating Cycle
744
1
5.3
Cost Account Codes
745
1
5.4
Budgets
750
1
5.5
The Earned Value Measurement System (EVMS)
752
1
5.6
Variance and Earned Value
754
1
5.7
The Cost Baseline
773
1
5.8
Justifying the Costs
775
15.9 The Cost Overran Dilemma
778
15.10
Recording Material Costs Using Earned Value Measurement
779
15.11
The Material Accounting Criterion
782
XVI
С
ONU.
M
15.12
Material
Variances: Price and Usage
783
15.13
Summary Variances
784
15.14
Status Reporting 7S5
15.15
Cost Control Problems
792
15.16
Project Management Information Systems
15.17
Enterprise Resource Planning
793
15.18
Project Metrics
794
15.19
Key Performance Indicators
800
15.20
Value-Based Metrics
806
15,2
1 Dashboards and Scorecards
8
1
2
15.22
Business Intelligence
815
15.23
Infographies
816
15.24
Studying Tips for the PMI Project Management Certification Hxam
S
16
Problems
820
Case Studies
The Bathtub Period
838
Franklin Electronics
839
Trouble in Paradise
841
16
TRADE-OFF ANALYSIS IN A PROJECT ENVIRONMENT
845
1
6.0
Introduction
845
1
6.
1 Methodology for Trade-Off Analysis
848
1
6.2
Contracts: Their Influence on Projects
865
1
6.3
Industry Trade-Off Preferences
866
1
6.4
Conclusion
869
1
6.5
Studying Tips for the PMI® Project Management
Certification Exam
869
17
RISK MANAGEMENT
871
1
7.0
Introduction
872
1
7.
1 Definition of Risk
873
1
7.2
Tolerance for Risk
875
1
7.3
Definition of Risk Management
876
1
7.4
Certainty, Risk, and Uncertainty
877
17.5
Risk Management Process
883
17.6
Plan Risk Management
(11.1) 884
17.7
Risk Identification
(11.2) 885
17.8
Risk Analysis
(11.3, 11.4) 892
17.9
Qualitative Risk Analysis
( 11.3) 897
17.10
Quantitative Risk Analysis
( 11.4) 903
17.11
Probability Distributions and the Monte Carlo Process
904
17.12
Plan Risk Response
(11.5) 913
Contents XVM
17.13
Monitor
and Control Risks
( 11.6) 919
17.14
Some Implementation Considerations
920
17.15
The Use of Lessons Learned
921
17.16
Dependencies Between Risks
925
17.17
The
Impaci
ot
Risk Handling Measures
930
17.
IX Risk and Concurrent Engineering
933
17.19
Studying Tips lor the PMI00 Project Management Certification Exam
936
Problems
940
Case Studies
Teloxy Engineering (A)
948
Teloxy Engineering (B)
948
The Risk Management Department
949
18
LEARNING CURVES
953
1
8.0
Introduction
953
1
8.
1 General Theory
954
1
8.2
The Learning Curve Concept
954
1
8.3
Graphic Representation
956
1
8.4
Key Words Associated with Learning Curves
958
1
8.5
The Cumulative Average Curve
958
1
8.6
Sources of Experience
960
1
8.7
Developing Slope Measures
963
1
8.8
Unit Costs and Use of Midpoints
964
1
8.9
Selection of Learning Curves
965
18.10 Follow-On Orders
966
1
8.
11 Manufacturing Breaks
966
1
8.12
Learning Curve Limitations
968
18.13
Prices and Experience
968
18.14
Competitive Weapon
970
18.15
Studying Tips for the PMI® Project Management Certification Exam
971
Problems
972
19
CONTRACT MANAGEMENT
975
1
9.0
Introduction
975
1
9.
1 Procurement
976
1
9.2
Plan Procurements
978
1
9.3
Conducting the Procurements
98
1
19.4
Conduct Procurements: Request Seller Responses
983
19.5
Conduct Procurements: Select Sellers
983
19.6
Types of Contracts
987
19.7
Incentive Contracts
991
19.8
Contract Type versus Risk
994
XVIII
( OM
T. M S
19.9
Contract
Administration 995
19.10
Conlracl Closure
WS
19.11
Using a Checklist
999
19.12
Proposal-Contractual Interaction
1000
19.13
Summary
1003
19.14
Studying Tips for
lho
PMI11 Project Management Certification
lixam
K)()4
Case Studies
The Scheduling Dilemma
1009
To Bid or
Nol
to Bid
1011
The Management Reserve
1012
20
QUALITY MANAGEMENT
1015
20.0
Introduction I016
20.
1 Definition
оГ
Quality I017
20.2
The Quality Movement I0I9
20.3
Comparison of the Quality Pioneers 1
022
20.4
The Taguchi Approach 1
023
20.5
The Malcolm Baldrige National Quality Award 1
026
20.6
ISO
9000
1
027
20.7
Quality Management Concepts 1029
20.8
The Cost of Quality 1
032
20.9
The Seven Quality Control Tools IO35
20.
10 Process Capability
(Ся)
1O52
20.
í
I Acceptance Sampling 1
054
20.12
Implementing Six Sigma
1054
20.13
Lean Six Sigma and
DMAÍC
1056
20.14
Quality Leadership
1057
20.15
Responsibility for Quality
1058
20.16
Quality Circles
1058
20.17
Just-In-Time Manufacturing (JIT)
1059
20.18
Total Quality Management (TQM)
1061
20.19
Studying Tips for the PMI® Project Management Certification Exam
1065
21
MODERN DEVELOPMENTS IN PROJECT MANAGEMENT
1069
2
LO
Introduction 1
069
2
1
.
1 The Project Management Maturity Model (PMMM) 1
070
2
1.
2
Developing Effective Procedural Documentation I074
21.3 Project Management Methodologies 1
078
2L4 Continuous Improvement
1079
21.5
Capacity Planning
1080
21.6
Competency Models
1082
21.7
Managing Multiple Projects
1084
21.8
End-of-Phase Review Meetings
1085
XIX
Case
Study
Honickcr Corporation
1086
22
THE BUSINESS
OF
SCOPE
CHANGES
1089
22.0
Introduction 1
089
22.
1 Need for Business Knowledge 1
09
1
22.2
Timing of Scope Changes I092
22.3
Business Need
l or
a Scope Change 1
093
22.4
Rationale for Not Approving a Scope Change 1
094
Case Study
Kemko Manufacturing 1
094
23
THE PROJECT OFFICE
1097
23.0
Introduction 1
097
23.
1 Present-Day Project Office 1
098
23.2
Implementation Risks 1
099
23.3
Types of Project Offices 11
00
23.4
Networking Project Management Offices
NOI
23.5
Project Management Information Systems
NOI
23.6
Dissemination of Information 11
03
23.7
Mentoring 11
04
23.8
Development of Standards and Templates 11
05
23.9
Project Management Benchmarking 11
05
10.
IO
Business Case Development 11
06
23.
11 Customized Training (Related to Project Management) 11
07
23.
1
2
Managing Stakeholder Relations 11
08
23.13
Continuous Improvement
1109
23.14
Capacity Planning
1109
23.15
Risks of Using a Project Office
1110
23.16
Project Portfolio Management Mil
Case Study
The Project Management Lawsuit
1116
24
MANAGING CRISIS PROJECTS
1119
24.0
Introduction
1119
24.1
Understanding Crisis Management
1119
24.2
Ford versus Firestone
1121
24.3
The Air France Concorde Crash 1
122
24.4
Intel and the Pentium Chip
1123
24.5
The Russian Submarine Kursk
1123
24.6
The Tylenol Poisonings
1124
xx
соміль
24.7 Nestle s
Marketing ol
lniani
Formula
1127
24.8
The Space Shuttle
СІшІІснцсг
Disaster
1129
24.9
The Space Shuttle Columbia Disaster I
130
24.10
Victims Versus Villains
1131
24.11
Life-Cycle Phases
1132
24.12
Project
Management
Implications
1133
25
FUTURE OF PROJECT MANAGEMENT
1135
25.0
Changing Times 11
35
25.
1 Complex Projects
N39
25.2
Complexity Theory I 1
44
25.3
Scope Creep I 1
45
25.4
Project Health Checks 1
151
25.5
Managing Troubled Projects
1155
26
THE RISE, FALL, AND RESURRECTION OF
IRIDIUM:
A PROJECT MANAGEMENT PERSPECTIVE
1167
26.0
Introduction 11
67
26.
1 Naming the Project
Iridium
11
69
26.2
Obtaining Executive Support 11
70
26.3
Launching the Venture
1170
26.4
The
Iridium
System
1172
26.5
The Terrestrial and Space-Based Network 1
172
26.6
Project Initiation: Developing the Business Case
1173
26.7
The Hidden Business Case
1175
26.8
Risk Management
1175
26.9
The Collective Belief
1177
26.10
The Exit Champion
1177
26.1
і
Indium s Infancy Years
1178
26.12
Debt Financing
1181
26.13
The M-Star Project
1182
26.14
A New CEO
1183
26.15
Satellite Launches
1183
26.
1
6
An initial Public Offering (IPO)
1184
26.17
Signing Up Customers
1184
26.18
Indium s Rapid Ascent
1185
26.19
lridium s Rapid Descent
1
1
87
26.20
The Iridium Flu
1191
26.21
Searching for a White Knight
1192
26.22
The Definition of Failure (October,
1999)
1
192
26.23
The Satellite Deorbiting Plan
1193
26.24
Iridium is Rescued for
$25
Million
1194
26.25
Iridium Begins to Grow
1194
Contents
XXI
26.26
Shareholder Lawsuits
1195
26.27
The Bankruptcy
Conti
Ruling I
195
26.28
Autopsy 1
1%
26.29
Financial
Impaci
ot
the Bankruptcy 1
197
26.30
What Really Went
Wrony ? I
I9X
26.31
Lessons Learned
1200
26.32
Conclusion
1202
Appendix A. Solutions
lo
the Project Management Conflict Exercise
1205
Appendix
В.
Solution
lo
Leadership Exercise
1211
Appendix
С
Dorale
Products Case Studies
1217
Appendix I). Solutions to the
Dorale
Products Case Studies
1229
Appendix
li
Alignment of the PMBOK0 Guide to the Text
1235
Author Index
1241
Subject Index
¡243
|
| any_adam_object | 1 |
| author | Kerzner, Harold 1940- |
| author_GND | (DE-588)124166229 |
| author_facet | Kerzner, Harold 1940- |
| author_role | aut |
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| callnumber-first | H - Social Science |
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| callnumber-raw | HD69.P75 HD69.P75 K47 2013 |
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| dewey-full | 658.404 658.4/04 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.404 658.4/04 |
| dewey-search | 658.404 658.4/04 |
| dewey-sort | 3658.404 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Informatik Wirtschaftswissenschaften |
| edition | 11. ed. |
| format | Book |
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| id | DE-604.BV041070725 |
| illustrated | Illustrated |
| indexdate | 2024-12-24T03:18:54Z |
| institution | BVB |
| isbn | 1118022270 9781118022276 |
| language | English |
| lccn | 2012026239 |
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| physical | XXVII, 1264 S. Ill., graph. Darst. |
| publishDate | 2013 |
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| spellingShingle | Kerzner, Harold 1940- Project management a systems approach to planning, scheduling, and controlling Project Management (PM) - Case studies pmcsg Project Management (PM) pmcsg Projectmanagement gtt Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4522595-3 |
| title | Project management a systems approach to planning, scheduling, and controlling |
| title_auth | Project management a systems approach to planning, scheduling, and controlling |
| title_exact_search | Project management a systems approach to planning, scheduling, and controlling |
| title_full | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner |
| title_fullStr | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner |
| title_full_unstemmed | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner |
| title_short | Project management |
| title_sort | project management a systems approach to planning scheduling and controlling |
| title_sub | a systems approach to planning, scheduling, and controlling |
| topic | Project Management (PM) - Case studies pmcsg Project Management (PM) pmcsg Projectmanagement gtt Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Project Management (PM) - Case studies Project Management (PM) Projectmanagement Project management Project management Case studies Projektmanagement Fallstudiensammlung |
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