كتاب Project Management for the Creation of Organisational Value
منتدى هندسة الإنتاج والتصميم الميكانيكى
بسم الله الرحمن الرحيم

أهلا وسهلاً بك زائرنا الكريم
نتمنى أن تقضوا معنا أفضل الأوقات
وتسعدونا بالأراء والمساهمات
إذا كنت أحد أعضائنا يرجى تسجيل الدخول
أو وإذا كانت هذة زيارتك الأولى للمنتدى فنتشرف بإنضمامك لأسرتنا
وهذا شرح لطريقة التسجيل فى المنتدى بالفيديو :
https://www.youtube.com/watch?v=aw8GR3QlY6M
وشرح لطريقة التنزيل من المنتدى بالفيديو:
https://www.youtube.com/watch?v=Lf2hNxCN1cw
https://www.youtube.com/watch?v=PRIGVoN7CPY
إذا واجهتك مشاكل فى التسجيل أو تفعيل حسابك
وإذا نسيت بيانات الدخول للمنتدى
يرجى مراسلتنا على البريد الإلكترونى التالى :

DEABS2010@YAHOO.COM



 
الرئيسيةالبوابةاليوميةس .و .جبحـثالتسجيلدخولحملة فيد واستفيدجروب المنتدى

شاطر | .
 

 كتاب Project Management for the Creation of Organisational Value

استعرض الموضوع السابق استعرض الموضوع التالي اذهب الى الأسفل 
كاتب الموضوعرسالة
Admin
مدير المنتدى
مدير المنتدى
avatar

عدد المساهمات : 14836
التقييم : 24326
تاريخ التسجيل : 01/07/2009
العمر : 30
الدولة : مصر
العمل : مدير منتدى هندسة الإنتاج والتصميم الميكانيكى
الجامعة : المنوفية

مُساهمةموضوع: كتاب Project Management for the Creation of Organisational Value    الجمعة 02 فبراير 2018, 9:37 pm

أخوانى فى الله
أحضرت لكم كتاب
Project Management for the Creation of Organisational Value
Ofer Zwikael, John Smyrk


ويتناول الموضوعات الأتية :

Contents
1 Projects: An Executive Context 1
1.1 The Role of Projects in Business . 1
1.1.1 Projects: Giving Effect to Strategy 1
1.1.2 Generating Change with Projects . 2
1.2 The Evolution of a Discipline . 3
1.2.1 Some Historical Themes . 4
1.2.2 Project Management as a Profession . 4
1.2.3 Trends in Today’s Project Environment . 5
1.3 Current Issues for Business in Project Planning and
Management . 7
1.4 Summary . 9
2 The Input-Transform-Outcome (ITO) Model of a Project . 11
2.1 Issues with Current Project Management Methodologies 11
2.2 Projects as Processes . 13
2.3 Modelling the Project as a Process . 15
2.3.1 The Input-Process-Output Model 15
2.3.2 Outputs and Outcomes . 17
2.3.3 Target Outcomes . 19
2.4 The Input-Transform-Outcome Model . 22
2.4.1 Utilising Outputs to Generate Target Outcomes . 22
2.4.2 The Chronology of the ITO Model 25
2.4.3 Projects and Business Operations . 26
2.4.4 Key Players: Roles, Responsibilities and
Accountabilities . 28
2.5 Illustrating the ITO Methodology: The Project BuyRite
Case Study 30
2.5.1 The Company . 30
2.5.2 Project BuyRite . 32
2.5.3 The Emerging Shape of Project BuyRite 33
2.6 Summary . 35
ix3 Achieving Success in Projects 37
3.1 A Framework for Gauging Performance and Judging Success . 37
3.1.1 Perspectives of Success 37
3.1.2 The Analysis of Project Performance . 38
3.1.3 Regression Testing . 41
3.2 Project Management Success . 42
3.2.1 The Conventional Treatment 42
3.2.2 A New Treatment 46
3.2.3 Judging Project Management Success 48
3.2.4 Project Management Success in Practice 50
3.3 The Worth of a Project . 53
3.3.1 Evaluating a Project’s Worth 53
3.3.2 Measuring a Project’s Worth: The Limitations
of Financial Units 54
3.3.3 A Project’s Benefits 57
3.3.4 A Project’s Disbenefits 58
3.3.5 A Project’s Cost . 58
3.3.6 Calculating a Project’s Worth 59
3.3.7 Benefit-Cost Analysis and ITO-Based
Project Assessment . 60
3.4 Project Ownership Success . 62
3.4.1 Judging Project Ownership Success 62
3.4.2 The Regression Test of Project Ownership Success . 63
3.5 Project Investment Success . 65
3.5.1 The Regression Test of Project Investment Success . 65
3.5.2 The Rationale for the Regression Test of
Project Investment Success . 67
3.5.3 Qualifying Judgements Based on the Regression Test . 69
3.6 Comparing the Three Tests of Success . 69
3.6.1 Comparing Approaches to Judging Success 71
3.6.2 Comparing the Many Faces of Success . 74
3.7 Critical Success Processes (CSP) . 76
3.7.1 The Need for an Alternative Critical Approach 76
3.7.2 The Critical Success Processes Model 80
3.8 Summary . 83
4 The Project Environment . 85
4.1 Project Phases 85
4.1.1 Project Initiation . 86
4.1.2 Project Planning . 87
4.1.3 Project Execution 88
4.1.4 Outcome Realisation 88
4.1.5 Accountabilities During a Project’s Life 89
x Contents4.2 The Anatomy of a Project . 89
4.2.1 The Elements of a Project 90
4.2.2 The Types of Work in a Project 93
4.2.3 A Project’s Baseline Documents 94
4.3 Project Governance 95
4.3.1 Overview of Project Governance . 95
4.3.2 Principles of Project Governance . 96
4.3.3 The Structure of the Project Governance Model . 99
4.3.4 Classes of Entity in the Project Governance Model . 101
4.3.5 Managing the Project Governance Model 108
4.4 The Project Management Office (PMO) 110
4.5 Stakeholder Management 110
4.5.1 The Concept of Project Stakeholding . 112
4.5.2 The Community of Stakeholders 114
4.5.3 The Stakeholder Management Process 117
4.5.4 Stakeholder Identification . 118
4.5.5 Stakeholder Analysis 121
4.5.6 The Stakeholder Register . 123
4.5.7 Stakeholder Engagement Planning . 124
4.5.8 Stakeholder Engagement Implementation 124
4.5.9 Stakeholder Engagement Monitoring . 125
4.6 The Programme Environment . 125
4.6.1 Related Projects . 128
4.6.2 Coordinated Projects 129
4.6.3 Staged Projects 131
4.6.4 Partitioning Projects 132
4.7 The Project Portfolio . 132
4.8 Summary . 133
5 Starting a New Project . 135
5.1 Initiating a Project . 135
5.1.1 The Project Champion . 135
5.1.2 Leading Project Initiation . 136
5.1.3 Conceptualisation 138
5.1.4 The Role of the Business Case . 139
5.1.5 Developing the Business Case . 140
5.1.6 Expectations, Constraints and Assumptions 143
5.2 Scoping the Project 145
5.2.1 Setting Project Scope 145
5.2.2 The Statement of Scope 146
5.2.3 Identifying and Defining Target Outcomes . 148
5.2.4 Identifying Committed Outputs . 152
5.2.5 Validating Project Scope . 152
5.2.6 Defining Outputs 161
5.3 The Business Case . 162
5.3.1 The Structure of a Business Case . 166
5.3.2 A Business Case Example 167
5.3.3 Judging a Business Case . 175
5.3.4 Accepting the Business Case 177
5.4 Appraising Project Risk . 177
5.4.1 The Level of Project Risk 178
5.4.2 The Effect of Risk on Project Appraisal 179
5.5 Summary . 180
6 Planning a Project: The Roles of the Key Players . 181
6.1 An Outline of Project Planning 181
6.1.1 The Need for Planning 181
6.1.2 The Structure of the Planning Phase . 183
6.1.3 The Outputs from Planning . 184
6.1.4 An Iterative Approach to Planning 188
6.2 The Project Manager . 189
6.2.1 The Responsibilities of the Project Manager 189
6.2.2 Critical Success Processes During
Project Planning . 190
6.2.3 The Work Breakdown Structure 195
6.2.4 The Gantt Chart . 196
6.2.5 The Project’s Estimated Cost 201
6.2.6 Risk Mitigation Planning . 207
6.3 The Project Team . 214
6.4 The Project Owner . 216
6.4.1 Identifying Critical Outputs for
Close Attention 216
6.4.2 Approving the Project Plan . 219
6.5 The Steering Committee . 220
6.6 Reference Groups and Advisers 220
6.7 Project Counsellors 220
6.7.1 Evaluating the Quality of the Project Plan . 221
6.7.2 The Quality of the Project Plan
in Practice . 222
6.8 Summary . 223
7 Executing a Project: The Roles of the Key Players 225
7.1 An Outline of Project Execution Management . 225
7.1.1 Execution Management Processes . 226
7.1.2 Accommodating Projects within an
Organisational Structure 228
7.1.3 Top Management Support 232
xii Contents7.2 The Project Manager . 233
7.2.1 The Project Manager as a Project Execution
Manager 234
7.2.2 Communications Management . 234
7.2.3 Risk Control 236
7.2.4 Issue Management 237
7.2.5 Schedule Control 239
7.2.6 The Project Manager’s Role as a Team Leader 240
7.2.7 Output Closeout . 244
7.3 The Project Team . 245
7.3.1 Formalising Team Roles . 246
7.3.2 Regular Team Meetings 246
7.4 The Project Owner . 247
7.4.1 Managing Scope Change . 247
7.4.2 Scope Change and Risk 249
7.4.3 Managing Schedule Change . 250
7.5 The Steering Committee . 251
7.5.1 A Stylised Reporting Package . 251
7.5.2 A Stylised Agenda . 255
7.5.3 Celebrating Success . 256
7.6 Other Key Players . 256
7.7 Summary . 257
8 Realising Outcomes from a Project: The Roles of the
Key Players . 259
8.1 An Outline of Outcome Realisation . 259
8.1.1 Natural and Synthetic Outcome Realisation 260
8.1.2 Facilitation . 260
8.1.3 Handover 261
8.1.4 Outcome Closeout 261
8.1.5 Evaluation of Project Ownership 263
8.2 The Project Manager . 264
8.2.1 Project Customer Support 264
8.2.2 Utilisation Monitoring . 264
8.3 The Project Owner . 265
8.3.1 Ensuring Effective Utilisation of Outputs 265
8.3.2 Outcome Evaluation 265
8.3.3 Project Evaluation 267
8.4 The Steering Committee . 269
8.5 Other Key Players . 269
8.6 Summary . 270
Contents xiiiAppendix A: An Integrated Glossary of Project Management
Terms & Definitions . 271
Appendix B: The Input-Transform-Outcome (ITO) Study . 325
Appendix C: The Critical Success Processes Study . 329
References 351
Index 35


 كلمة سر فك الضغط : books-world.net
The Unzip Password : books-world.net
أتمنى أن تستفيدوا منه وأن ينال إعجابكم

رابط من موقع عالم الكتب لتنزيل كتاب Project Management for the Creation of Organisational Value
رابط مباشر لتنزيل كتاب Project Management for the Creation of Organisational Value

الرجوع الى أعلى الصفحة اذهب الى الأسفل
 

كتاب Project Management for the Creation of Organisational Value

استعرض الموضوع السابق استعرض الموضوع التالي الرجوع الى أعلى الصفحة 
صفحة 1 من اصل 1

خدمات الموضوع
 KonuEtiketleri كلمات دليليه
كتاب Project Management for the Creation of Organisational Value , كتاب Project Management for the Creation of Organisational Value , كتاب Project Management for the Creation of Organisational Value ,كتاب Project Management for the Creation of Organisational Value ,كتاب Project Management for the Creation of Organisational Value , كتاب Project Management for the Creation of Organisational Value
 KonuLinki رابط الموضوع
 Konu BBCode BBCode
 KonuHTML Kodu HTMLcode
إذا وجدت وصلات لاتعملفي الموضوع او أن الموضوع [ كتاب Project Management for the Creation of Organisational Value ] مخالف ,, من فضلك راسل الإدارة من هنا
صلاحيات هذا المنتدى:لاتستطيع الرد على المواضيع في هذا المنتدى
منتدى هندسة الإنتاج والتصميم الميكانيكى :: المنتديات الهندسية :: منتدى الكتب والمحاضرات الهندسية :: منتدى الكتب والمحاضرات الهندسية الأجنبية-