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Project planning and scheduling: tools and good practices

Project planning and scheduling: tools and good practices

Język: polski
Rok wydania: 2017
Wydanie: 1
ISBN: 9788380301818
Dodatkowe informacje:
Oprawa: miekka
Wymiary: B5
Liczba stron: 304
Miasto: Warszawa
Dostępność: Od ręki
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Cena katalogowa: 60,00 zł
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Wstęp

 

Projects are future-making tools. It is the implementation of projects that effectuates the civilization progress: both the material progress - comprising the development of commercial structures, public goods, infrastructure, new products, etc. - and the non-material one - comprising new approaches as well as social and political solutions, new organisational solutions, new services, cultural heritage, etc.

For projects to be an effective future-making tool, they need to comply with professional principles, proven in practice. One of such principles is the principle of action preparation. "An action preparation is a quality of good work, in so far as each action needs to be prepared and an improper preparation has to diminish its correctness"

The basic action preparation method is planning "a creative thinking of the future", "designing the future we desire and effective methods to make it happen". It is broadly applied in project management. The subject matter of planning in project management is diversified and comprises: functional matters, i.e. relating to the course of a project, institutional matters, relating to project design, and personal matters, relating to project participants.

This paper consists of three parts. The basic planning issues, planning in project management, with a particular focus on project scheduling, are discussed in the first part. The said part contains the characterisation of typical planning situations - planning in certainty, planning under risk and planning in uncertainty - and sets forth the planning concepts and models applicable in particular planning situations. In part two the authors characterise the most important concepts and models of project scheduling applicable in deterministic, stochastic and innovatory planning situations:

deterministic concepts and models (CPM, MPM and others);

stochastic concepts and models (PERT, GERT and others);

resource-constrained concepts and models (CCPM);

matrix-based concepts and models (GOPP/ZOPP, PCM/LFA);

agile concepts and models (Agile, SCRUM and others);

heuristic concepts and models (PATTERN, CPE and others).

In the third part the authors review the results of external studies and the results of own empirical studies within the scope of project scheduling in the Polish organisations.

This monograph is the outcome of the research entitled Project scheduling under risk and in uncertainty - a review of concepts and models, conducted in 2014, as part of the research activities set forth in the Charter, by a team of researchers at the Department of Project Management of Warsaw School of Economics under the directorship of Prof. Michał Trocki, Ph.D.

Michał Trocki, Paweł Wyrozębski

Spis treści

 

INTRODUCTION

 

1. THE BASICS OF PROJECT PLANNING

1.1. Projects and project management

1.2. General planning issues

1.3. Planning in project management

1.4. Characteristics of main project scheduling processes/stages

1.5. Project planning situations

1.6. Bibliography

 

2. PROJECT PLANNING CONCEPTS AND MODELS

2.1. Review of project planning concepts and models

2.2. Bibliography

 

3. DETERMINISTIC CONCEPTS AND MODELS OF PROJECT SCHEDULING

3.1. Genesis of deterministic concepts and models of project scheduling

3.2. Characteristics of the deterministic concepts and models of project scheduling

3.3. Bibliography

 

 

4. CRITICISM OF THE CLASSICAL DETERMINISTIC CONCEPTS AND MODELS OF PROJECT SCHEDULING

4.1. Conditions and causes of criticising the classical deterministic concepts and models of project scheduling

4.2. Criticism of the classical concepts and models of project scheduling from the point of view of planning areas

4.3. Bibliography

 

5. STOCHASTIC PROJECT SCHEDULING CONCEPTS AND MODELS

5.1. Genesis of the stochastic concepts and models of project scheduling

5.2. Characteristics of the stochastic concepts and models of project scheduling

5.3. Bibliography

 

6. RESOURCE-CONSTRAINED PROJECT SCHEDULING CONCEPTS AND MODELS

6.1. Genesis of the resource-constrained project scheduling concepts and models

6.2. Introduction to the critical chain method

6.3. Project planning according to the CCPM method

6.4. Buffer sizing in the CCPM method

6.5. Changes in the organisational culture of project teams in accordance with CCPM

6.6. Monitoring and control of a project according to the CCPM method

6.7. Summary

6.8. Bibliography

 

7. MATRIX-BASED PROJECT SCHEDULING CONCEPTS AND MODELS

7.1. Genesis of the matrix-based project scheduling concepts and models

7.2. Characteristics of the matrix-based project scheduling concepts and models

7.3. Modifications of the logical framework concepts and models of project scheduling - LFA-M

7.4. Causes and attempts to synthesise the matrix-based concepts and models of project scheduling with other tools

7.5. Summary

7.6. Bibliography

 

8. AGILE CONCEPTS AND MODELS OF PROJECT SCHEDULING

8.1. Planning levels of agile projects

8.2. Summary

8.3. Bibliography

 

9. HEURISTIC CONCEPTS AND MODELS OF PROJECT PLANNING

9.1. Genesis of the heuristic concepts and models of project planning

9.2. Characteristics of the heuristic concepts and models of project planning

9.3. Modifications of the heuristic project planning concepts and models

9.4. Bibliography

 

10. RESEARCH ON PROJECT PLANNING

10.1. The research design and strategy

10.2. Research sample characteristics

10.3. Analysis of the results

10.4. Verification of the research hypotheses

10.5. Bibliography

 

11. SUMMARY AND CONCLUSION

 

12. TABLE OF FIGURES

 

11. TABLE OF TABLES

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