Integrated cost and schedule control in project management / Ursula Kuehn.

Kuehn, Ursula, 1949- author.
Vienna, Virginia : Management Concepts, 2011.
1 online resource (234 p.)
2nd ed.

Location Notes Your Loan Policy


Engineering economy.
Project management.
Cost control.
Production scheduling.
Electronic books.
Explains the tasks and techniques involved in project management practice. This book describes how to perform requirements analysis, develop a deliverable breakdown, identify work packages and a work breakdown structure, negotiate project scope based on a limited budget, and how to take proactive corrective action to keep a project under control.
Title Page; Copyright; About the Author; Contents; Tables; Figures; Preface; Acknowledgments; Part 1: Project Management and the Integrated Process; Chapter 1 - Basic Concepts; Success; The Project; Project Management; Stakeholders; The Project Team; The Project Manager; Project Documentation; Chapter 2 - The Integrated Process; The Integrated Cost and Schedule Control Processes; Balancing the Triple Constraint; The Work Breakdown Structure; The Guidance System; Integrated Cost and Schedule Control in the Federal Government; Part 2: The Initiation Process; Chapter 3 - Defining the Scope
Customer-Focused Scope DecisionsCustomer Expectations of What They Can Get for Their Money; Building and Using a Deliverable-Oriented WBS; Chapter 4 - Estimating the Cost and Duration of Work Packages; Determining Work Packages; Estimating Work Package Effort; Including Risk Identification in Work Package Estimates; Translating Effort to the Cost of a Work Package; How Individual Productivity Impacts the Cost Estimate; The Control Account; The Planning Package; Translating Effort to Duration of a Work Package Using Availability; Chapter 5 - Balancing the Scope to the Budget
Determining Other Stakeholder Needs/WantsBaselining the Scope; The Initiating Process in the Federal Government; The Control Account Manager and Organizational Breakdown Structure; Part 3: The Planning Process; Chapter 6 - Understanding Workflow and How Work Packages Relate; Finish-to-Start; Start-to-Start; Finish-to-Finish; Start-to-Finish; Lag and Lead; Constraints; Chapter 7 - Building a Network Schedule; Network Scheduling Using the Arrow Diagramming Method; Network Scheduling Using the Precedence Diagramming Method; Compressing Our Example Schedule; Planning Our Example Resources
Compressing Our Example Even MoreChapter 8 - Analyzing and Adjusting the Schedule; Forward Pass; Backward Pass; Calculating Float; Identifying the Critical Path; Calculating Free Float; Forward and Backward Pass with Start-to-Start Relationship; Forward and Backward Pass with Finish-to-Finish Relationship; Compressing the Network Schedule; Resolving Resource Conflict; Task and Resource Information; Chapter 9 - Analyzing Schedule Risk; Analyzing the Critical Path Using PERT; Merge Bias; Merge Bias; Monte Carlo Simulation; Chapter 10 - Readdressing the Scope to Balance the Triple Constraint
De-Scoping the ProjectDisplaying the Integrated Cost and Schedule Plan; Project Planning in the Federal Government; Control Account Plan; Integrated Master Plan and Integrated Master Schedule; Responsibility Assignment Matrix; Work Authorization Document; Part 4: The Execution and Controlling Process; Chapter 11 - Establishing a Performance Measurement Baseline; Budget at Completion; Displaying the Baseline on the Network Schedule; Changing the Baseline; Chapter 12 - The Federal Integrated Baseline Review...; IBR Process; IBR Preparation and PMB Assessment; IBR Execution
IBR Results Review and Management Processes
Includes index.
Includes bibliographical references at the end of each chapters and index.
Description based on print version record.