Download Project Management, Planning and Control, Fifth Edition: by Albert Lester Qualifications: CEng FICE FIMech.E PDF

By Albert Lester Qualifications: CEng FICE FIMech.E FIStruct.E FAPM

Totally aligned with the most recent 2006 venture administration physique of information (PMBOK) for either the undertaking administration Institute (PMI) and the organization of undertaking administration (APM), this booklet is a crucial examine relief for any venture administration expert (PMP) qualification and reference that working towards venture managers may want to continue to hand.Each of the middle venture administration issues and ideas is defined and utilized via a cautious stability of idea and sensible examples. With its real-life case reviews of engineering, production and building initiatives, transparent summaries and self-test assets, the booklet is an entire advisor for any undertaking supervisor. the writer: Albert Lester used to be a undertaking supervisor with Tarmac building and Foster Wheeler strength items, handling huge multi-discipline initiatives. He has been a compiler and examiner for the APMP certificates, lectures on venture administration and has assessed many undertaking administration classes for APM. * Covers the entire physique of data for undertaking administration execs within the engineering, production & building sectors * Covers all idea & perform for the newly revised PMI and APM qualification checks and the most recent model of BS 6079-1:2002* on-line Q&A assets for self-testing written via a certified PMP examination accreditor

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Extra info for Project Management, Planning and Control, Fifth Edition: Managing Engineering, Construction and Manufacturing Projects to PMI, APM and BSI Standards

Example text

Once the main tasks have been decided upon, they can in turn be broken down into subtasks, which should be coded to fit in with the project cost coding system. This will greatly assist in identifying the whole string of relationships from overall operational areas down to individual tasks. For this reason the WBS is the logical starting point for subsequent planning networks. Another advantage is that a cost allocation can be given to each task in the WBS and, if required, a risk factor can be added.

It will be necessary in such cases to run a series of tests and reviews and assess the results of interviews and staff reports. Similarly while the cost of redundancy payments can be easily calculated, the benefits in terms of lower staff costs over a number of years must be partially offset by lower production volume or poorer customer service. 3 should be produced, making due allowance for the NPV of the savings. The following lists some of the benefits which have to be considered, from which it will be apparent that some will be very difficult to quantify in monetary terms.

It was stated earlier that the WBS is not a programme, but once it has been accepted as a correct representation of the project tasks, it will become a good base for drawing up the network diagram. The interrelationships of the tasks will have to be shown more accurately and the only additional items of information to be added are the durations. An alternative to the bottom-up cost allocation is the top-down cost allocation. In this method, the cost of the total project (or subproject) has been determined and is allocated to the top package of the WBS (or PBS) diagram.

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