Industrial Project Management (eBook)

Stefano Tonchia, Ph.D., is Full Professor of Innovation & Project Management at the University of Udine, Italy. Formerly he was the Dean of the Project Management School of Alenia Aeronautica, the Italian Aeronautics Company. He has written several articles in international journals, and published several international books (including "Process Management for the Extended Enterprise" in 2004 and "Performance Measurement" in 2008, both published by Springer). He works jointly with major international institutions and leading companies.    

Foreword 6
Contents 8
About the Author 12
Part I: Project Management: Fundamentals and Perspectives 13
1: Introduction 14
2: The International Standards of Project Management 18
2.1 Project Management for Business Results 18
2.2 PM International References 20
2.3 PM as an International Standard: PMBOK and ISO 21500 22
2.4 New Perspectives on Project Management 24
2.5 Agile Project Management 26
3: The Project Management Process 32
3.1 Project Management: A Process-Based Approach 32
3.2 Operations Management and Project Management 35
3.3 Types of Projects 39
3.4 Managing Innovation 39
References 42
Part II: Engineering and Construction Projects 43
4: Management of Contract Work 44
4.1 Legal Aspects and Contract Administration 44
4.2 Types of Contract Work 45
4.3 The Life Cycle of Contract Work Orders 48
4.4 The Organization of ETO/ECC Companies 51
4.5 From Engineering to Manufacturing and Construction 53
5: Product Design 58
5.1 Delivering a New Product 58
5.2 The Stages of NPD 59
5.3 Managing NPD 62
5.4 Platform Management 66
References 70
6: Service Design 71
6.1 The Quality of Service 71
6.2 Designing Service Content 73
6.3 Designing Service Delivery 74
6.4 Process-Based Service Improvement 75
References 78
Part III: Project Scope and Structuring 79
7: Managing a Project 80
7.1 Project Charter 80
7.2 Project Scope 81
7.3 Breakdown Structures: WBS 82
7.4 Project Planning and Control 86
8: Project Strategy Management 88
8.1 Strategic Planning 88
8.2 Project Management Strategies 90
8.3 Project Management Performances 94
References 98
9: Project Quality Management 100
9.1 Designing with the Customers 100
9.2 Designing with the Suppliers 104
9.3 Design for Manufacturability 107
9.4 Reducing Variety 109
9.5 Simultaneous Engineering 115
9.6 Reverse Engineering 116
References 119
Part IV: Managing Project´s Variables 121
10: Project Time Management 122
10.1 Time Representation: Gantt Chart and Network Diagram 122
10.2 Network Techniques: CPM, MPM, PERT, GERT, VERT 126
10.3 CPM: Activity Scheduling and Float Analysis 129
References 134
11: Project Organization and Resource Management 135
11.1 Company-Wide Project Management 135
11.2 Organizational Structures for Project Management 136
11.3 The Role of Project Manager 141
11.4 The Profession of Project Manager 144
11.5 Project´s Work Loading 145
References 146
12: Project Communication 147
12.1 Communication Management 147
12.2 Project Leadership 148
12.3 Project Teamworking 149
12.4 Definition of Responsibilities 151
12.5 Meeting Management and Project Reporting 153
12.6 Conflict Management 155
13: Project Cost Management and Finance 157
13.1 Types of Project Costs 157
13.2 Cost Estimating and Project Budget Calculation 158
13.3 Cost Budgeting: Budget Breakdown Structure, Baseline, Cost Accounts 162
13.4 Cost Control and Variance Analysis 165
13.5 Capital Budgeting: Analysis and Evaluation of an Investment Project 168
13.6 Project Financing 171
Reference 174
Part V: From Single to Multi-Project Management 175
14: Portfolio Management 176
14.1 Managing Project Portfolio 176
14.2 The Project Management Office (PMO) 178
14.3 The ``3R´´ Matrix 179
14.4 PMI Standard for Portfolio Management 180
15: Program Management 182
15.1 Definition of Program Management 182
15.2 Evolution of Program Management 183
15.3 Modern Program Management Relationships 184
15.4 The Aviano 2000 Experience 187
15.5 Program Office 190
15.6 The Future of Program Management 191
16: Project Risk Management 192
16.1 Managing the Risk 192
16.2 RM Standards and Certifications 195
16.3 PMI Risk Management Professional (RMP) 196
Part VI: International Contracting 198
17: From Bidding to Project Launching 199
17.1 The Commercial Phase 199
17.2 Offshore Technical Phase 211
17.3 Analysis of Commercial Offer 213
17.4 Technical Specification Analysis 217
17.5 Project Planning 222
17.6 Risk Process 234
17.7 Risk Evaluation 238
18: Project Execution 243
18.1 Project Manager Role 243
18.2 Project Monitoring 248
18.3 Onshore Phase 253
18.4 Contract Closing 265
18.5 Risk Monitoring 267
Annex: How to Use Microsoft Project Effectively 270
A.1 An Introduction 270
A.1.1 What Is Microsoft Project? 270
A.1.2 Versions of Microsoft Project 271
A.1.3 Features and Navigation 272
A.1.4 Enterprise Project Management 272
A.2 Project Set-Up and Basics 272
A.2.1 Project Options 272
A.2.2 Project Information 275
A.3 Scenario 276
A.4 Building Initial Schedule and WBS 276
A.4.1 Setting Up Tasks and Building WBS in MS Project 279
A.4.2 Instructions 279
A.4.3 Assigning WBS Codes 281
A.5 Entering Estimates 282
A.5.1 Work, Duration and Units 282
A.5.2 Task Types 282
A.5.3 Instructions 283
A.6 Setting Up the Dependencies 286
A.6.1 Types of Dependencies 286
A.6.2 Lead or Lag 287
A.6.3 Instructions 287
A.7 Setting the Constraints 290
A.7.1 Instructions 290
A.8 Assigning Resources 292
A.8.1 Instructions 292
A.9 Optimizing and Finalizing the Schedule Model 296
A.9.1 Identifying the Critical Path in MS Project 296
A.9.2 Instructions 297
A.9.3 Setting Baseline 300
A.9.4 Instructions 301
A.10 Tracking and Managing Schedule 304
A.10.1 Set Project Status Date 304
A.10.2 Update Task Progress 304
A.10.3 Reschedule Incomplete Work 306
A.10.4 Reviewing Variances 307
A.11 Reporting 309
A.12 Project Portfolio Management with Project Online 311
A.12.1 Centralized Project Repository 311
A.12.2 Business Drivers 311
A.12.3 Business Driver Prioritization 314
A.12.4 Project Rating Against Business Drivers 316
A.12.5 Setting Up the Portfolio Analysis 317
A.13 Earned Value Management 328
A.13.1 Basic Elements Required to Conduct an EVM Analysis 328
A.13.2 An Example 330
A.13.3 Earned Value S Curves 335
A.13.4 Accessing the S Curve Reports in MS Project 335
A.14 Using Task Usage and Resource Usage Views 338
A.14.1 Accessing the Usage Views 338
A.14.2 Adding Additional Fields to the Usage Views 341
A.14.3 Advantages of the Usage Views 341
Web Sites 342