FUNDAMENTALS OF PROJECT MANAGEMENT JAMES P LEWIS PDF
Project managers need to expand the list of certainties in life. To paraphrase James P. Lewis, author of the first three editions of this book. Fundamentals of project management / James P. Lewis.—3rd ed. p. cm. “PMP” and the PMP logo are certification marks of the Project Management Institute. Four years have passed since the Fourth Edition of this book was published, and some important indicators in the project man- agement world.
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Every now and again it is nice, even comforting, to read a book on the basics or fundamentals of project management. Here is a book that does. of a competent professional person should be sought. Lewis, James P., –. Fundamentals of project management / James P. Lewis.—3rd ed. p. cm. Includes . Fundamentals of Project Management [James P. Lewis] on ppti.info *FREE* shipping on qualifying offers. In today's time-based and cost-conscious global.
An example of delivering a project to requirements might be agreeing to deliver a computer system that will process staff data and manage payroll, holiday and staff personnel records. Under BRM the agreement might be to achieve a specified reduction in staff hours required to process and maintain staff data. The goal is to increase the flow of projects in an organization throughput. Applying the first three of the five focusing steps of TOC, the system constraint for all projects, as well as the resources, are identified.
To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain tasks must start, subordinating all other resources to the critical chain.
Earned value management EVM extends project management with techniques to improve project monitoring. It illustrates project progress towards completion in terms of work and value cost.
Earned Schedule is an extension to the theory and practice of EVM. This theory is introduced in In critical studies of project management it has been noted that phased approaches are not well suited for projects which are large-scale and multi-company,  with undefined, ambiguous, or fast-changing requirements,  or those with high degrees of risk, dependency, and fast-changing technologies. This becomes especially true as software development is often the realization of a new or novel product.
These complexities are better handled with a more exploratory or iterative and incremental approach. Lean project management uses the principles from lean manufacturing to focus on delivering value with less waste and reduced time. The phased or staged approach breaks down and manages the work through a series of distinct steps to be completed, and is often referred to as "traditional"  or " waterfall ".
Many industries use variations of these project stages and it is not uncommon for the stages to be renamed in order to better suit the organization. For example, when working on a brick-and-mortar design and construction, projects will typically progress through stages like pre-planning, conceptual design, schematic design, design development, construction drawings or contract documents , and construction administration.
While the phased approach works well for small, well-defined projects, it often results in challenge or failure on larger projects, or those that are more complex or have more ambiguities, issues and risk. Unlike SEI's CMM, the OPM3 maturity model describes how to make project management processes capable of performing successfully, consistently, and predictably in order to enact the strategies of an organization.
Project production management is the application of operations management to the delivery of capital projects. Product-based planning is a structured approach to project management, based on identifying all of the products project deliverables that contribute to achieving the project objectives.
As such, it defines a successful project as output-oriented rather than activity- or task-oriented. Traditionally depending on what project management methodology is being used , project management includes a number of elements: Regardless of the methodology or terminology used, the same basic project management processes or stages of development will be used. Major process groups generally include: In project environments with a significant exploratory element e. An example is the Phase—gate model.
The initiating processes determine the nature and scope of the project. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project.
Any deficiencies should be reported and a recommendation should be made to fix them. The initiating stage should include a plan that encompasses the following areas. These areas can be recorded in a series of documents called Project Initiation documents.
Project Initiation documents are a series of planned documents used to create order for the duration of the project. These tend to include:. After the initiation stage, the project is planned to an appropriate level of detail see example of a flow-chart.
As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals. Project planning generally consists of .
Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for the project and holding a kick-off meeting are also generally advisable.
For new product development projects, conceptual design of the operation of the final product may be performed concurrent with the project planning activities, and may help to inform the planning team when identifying deliverables and planning activities. While executing we must know what are the planned terms that need to be executed.
This phase involves proper allocation, co-ordination and management of human resources and any other resources such as material and budgets.
The output of this phase is the project deliverables.
Documenting everything within a project is key to being successful. In order to maintain budget, scope, effectiveness and pace a project must have physical documents pertaining to each specific task. With correct documentation, it is easy to see whether or not a project's requirement has been met. To go along with that, documentation provides information regarding what has already been completed for that project. Documentation throughout a project provides a paper trail for anyone who needs to go back and reference the work in the past.
In most cases, documentation is the most successful way to monitor and control the specific phases of a project.
Fundamentals of Project Management
With the correct documentation, a project's success can be tracked and observed as the project goes on. If performed correctly documentation can be the backbone to a project's success. Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project.
The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan. Monitoring and controlling includes: In multi-phase projects, the monitoring and control process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Project maintenance is an ongoing process, and it includes: In this stage, auditors should pay attention to how effectively and quickly user problems are resolved. Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few.
Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as change management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work.
The record is made on the contract documents — usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, "as built. Construction document management is a highly important task undertaken with the aid an online or desktop software system, or maintained through physical documentation.
The increasing legality pertaining to the construction industry's maintenance of correct documentation has caused the increase in the need for document management systems. When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project. Successful project management identifies these components, and tracks and monitors progress so as to stay within time and budget frames already outlined at the commencement of the project.
Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned. This phase consists of: Also included in this phase is the Post Implementation Review. This is a vital phase of the project for the project team to learn from experiences and apply to future projects. Normally a Post Implementation Review consists of looking at things that went well and analyzing things that went badly on the project to come up with lessons learned.
Project controlling also known as Cost Engineering  should be established as an independent function in project management. It implements verification and controlling function during the processing of a project in order to reinforce the defined performance and formal goals.
Fulfillment and implementation of these tasks can be achieved by applying specific methods and instruments of project controlling. The following methods of project controlling can be applied:. Project control is that element of a project that keeps it on track, on-time and within budget. Projects may be audited or reviewed while the project is in progress. Formal audits are generally risk or compliance-based and management will direct the objectives of the audit. An examination may include a comparison of approved project management processes with how the project is actually being managed.
If project control is not implemented correctly, the cost to the business should be clarified in terms of errors and fixes.
Control systems are needed for cost, risk , quality, communication, time, change, procurement, and human resources. In addition, auditors should consider how important the projects are to the financial statements , how reliant the stakeholders are on controls, and how many controls exist.
Auditors should review the development process and procedures for how they are implemented. The process of development and the quality of the final product may also be assessed if needed or requested.
A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as a controls consultant as part of the development team or as an independent auditor as part of an audit. Businesses sometimes use formal systems development processes. These help assure systems are developed successfully. A formal process is more effective in creating strong controls, and auditors should review this process to confirm that it is well designed and is followed in practice.
A good formal systems development plan outlines:. There are five important characteristics of a project. Designing a new car, writing a book. Complexity and its nature plays an important role in the area of project management. Despite having number of debates on this subject matter, studies suggest lack of definition and reasonable understanding of complexity in relation to management of complex projects.
By applying the discovery in measuring work complexity described in Requisite Organization and Stratified Systems Theory, Dr Elliott Jaques classifies projects and project work stages, tasks into basic 7 levels of project complexity based on such criteria as time-span of discretion and complexity of a project's output: Benefits from measuring Project Complexity is to improve project people feasibility by: A project manager is a professional in the field of project management.
Project managers are in charge of the people in a project. People are the key to any successful project. Without the correct people in the right place and at the right time a project cannot be successful. Project managers can have the responsibility of the planning, execution, controlling, and closing of any project typically relating to the construction industry , engineering, architecture, computing , and telecommunications. Many other fields of production engineering, design engineering, and heavy industrial have project managers.
A project manager needs to understand the order of execution of a project to schedule the project correctly as well as the time necessary to accomplish each individual task within the project. A project manager is the person accountable for accomplishing the stated project objectives. A project manager is required to know the project in and out while supervising the workers along with the project.
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Typically in most construction, engineering, architecture and industrial projects, a project manager has another manager working alongside of them who is typically responsible for the execution of task on a daily basis.
This position in some cases is known as a superintendent. A superintendent and project manager work hand in hand in completing daily project task. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint now including more constraints and calling it competing constraints for projects, which is cost, time, and scope for the first three but about three additional ones in current project management.
A typical project is composed of a team of workers who work under the project manager to complete the assignment. A project manager normally reports directly to someone of higher stature on the completion and success of the project. A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing.
The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized. There is a tendency to confuse the project success with project management success. They are two different things. Project management success criteria is different from project success criteria.
The project management is said to be successful if the given project is completed within the agreed upon time, met the agreed upon scope and within the agreed upon budget.
Meanwhile, a project is said to be successful, when it succeeds in achieving the expected business case.
The United States Department of Defense states; "Cost, Schedule, Performance, and Risk" are the four elements through which Department of Defense acquisition professionals make trade-offs and track program status. Risk management applies proactive identification see tools of future problems and understanding of their consequences allowing predictive decisions about projects. A WBS can be developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration , and responsibility e.
The work breakdown structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.
It is an essential element in assessing the quality of a plan, and an initial element used during the planning of the project. For example, a WBS is used when the project is scheduled, so that the use of work packages can be recorded and tracked. An increasing number of organizations are using what is referred to as project portfolio management PPM as a means of selecting the right projects and then using project management techniques  as the means for delivering the outcomes in the form of benefits to the performing private or not-for-profit organization.
Project management software is software used to help plan, organize, and manage resource pools, develop resource estimates and implement plans.
Virtual program management VPM is management of a project done by a virtual team , though it rarely may refer to a project implementing a virtual environment  It is noted that managing a virtual project is fundamentally different from managing traditional projects,  combining concerns of telecommuting and global collaboration culture, timezones, language. From Wikipedia, the free encyclopedia. Business administration Management of a business Accounting.
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Main article: Benefits realisation management. Critical chain project management. Earned value management. See also: Iterative and incremental development. Lean project management. Process-based management.
Project production management. Product-based planning. Project risk management. Work breakdown structure. There are, of course, many more in-depth books out there, but if you're looking for something to get you started or something to refer back to as a handy guideline, this book is very solid.
Nov 15, Erin rated it liked it. A bit of a snoozer, but probably a good overview of Project Management. However, after reading this you're not going to be ready to go out and lead a project.
It's just a general overview of some aspects of project management Aug 30, Edikan Udoh rated it liked it. The book delivers on its promise. It's a good starter to the world of project management, with enough insight to equip and enough lure to get you curious.
Jul 04, Scott rated it really liked it Shelves: Is a nice short book on project management to give a newcomer a quick glance at the concerns. Apr 12, Tania rated it it was ok. It's OK, not too difficult to read and somewhat repetitive in terms of the examples used.
And don't think that if you read this book, you'll know how to start managing a project. Mar 13, Islam Mohamed rated it it was ok.
It is simple and easy to read and gives an introductory level about project managemebt, however there are lots of redunduncies and boring repetitions. This has been a really useful book. Not a John LeCarre thriller, but Feb 07, Angel rated it really liked it. Clear and concise, perfect size to take-along with you on an airplane ride.
Jul 18, Dan Ott rated it it was amazing. OK approach to PM work. Some simplistic parts but a great refresher Sep 23, Peter Bylone rated it really liked it Shelves: Good explanation of the project management principles. Predictably dry, but but not as bad as it could be. I'd recommend to anyone who manages projects at work. Alex rated it liked it Apr 14, Gloria rated it liked it Jan 11, Tara rated it liked it Aug 06, Burlison rated it it was amazing Mar 13, Arturs Rodjukovs rated it really liked it Sep 28, Torrey Littleton rated it liked it Dec 04, Abdul Alim rated it it was amazing Dec 22, Carolina Esteves de Andrade rated it really liked it Nov 29, Deb rated it it was amazing Nov 29, Ramamohan Reddy rated it it was amazing Jul 24, Fabio Escobar rated it really liked it Jan 16, Kei Scavengers rated it it was amazing Oct 21, Johnny Williams rated it liked it Jul 24, Claire rated it really liked it Nov 26, Brett rated it liked it Feb 07, There are no discussion topics on this book yet.
Readers Also Enjoyed. About James P. James P. Books by James P. Trivia About Fundamentals of P No trivia or quizzes yet. Welcome back. Just a moment while we sign you in to your Goodreads account.Association for Project Management. Be the first to ask a question about Fundamentals of Project Management. You just clipped your first slide! Cooperative Corporation Limited liability company Partnership Sole proprietorship State-owned enterprise. It only covers the main idea and concepts, but doesn't go into details.
Typically in most construction, engineering, architecture and industrial projects, a project manager has another manager working alongside of them who is typically responsible for the execution of task on a daily basis. Original Title. A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily.
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