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005			20250507125653.0
008			250507b |||||||| |||| 00| 0 eng d
020			_a9789819717194
082			_a658.404 _bOLS
100			_aOlson, David L. _914327
245			_aProject management tools
250			_ax. 147 p.
260			_bSpringer _aSingapore _c2024
300			_ax, 147 p.
365			_aEURO _b89.99
500			_aTable of contents: The Importance of Project Management David L. Olson Pages 1-12 Human Factors David L. Olson Pages 13-20 Project Organization David L. Olson Pages 21-27 Project Estimation David L. Olson Pages 29-47 Planning David L. Olson Pages 49-58 Selection from Project Options David L. Olson Pages 59-71 Project Scheduling David L. Olson Pages 73-86 Probabilistic Scheduling David L. Olson Pages 87-95 Critical Chain Scheduling David L. Olson Pages 97-108 Agile Project Development David L. Olson Pages 109-118 Implementation and Control David L. Olson Pages 119-135 Back Matter Pages 137-147 [https://link.springer.com/book/10.1007/978-981-97-1720-0]
520			_aThis book is devoted to presenting models that have been applied in project management. There are a variety of project domains. We discuss engineering/construction projects, software development projects, massive projects to include governmental undertakings, and pharmaceutical product development. Chapter 1 gives an overview of projects, and discusses the difficulties in completing projects on time, within budget, and at designed functionality. While the successful completion of a project is a challenge, there are some things that can be done to improve the probability of a project’s success. The book reviews a number of project management concepts. These include developing organizational ability to work on projects, as discussed in Chapters 2 and 3. Sponsor expectations can be based on better information if a good job of project development, estimation and selection is conducted, as discussed in Chapters 4, 5 and 6. Project planning tools involving the critical path method are covered in Chapter 7. Tools to evaluate project risk are covered in Chapter 8. The critical chain method is covered in Chapter 9. Chapter 10 discusses means to rush projects when circumstances demand, to include project crashing as well as Agile and SCRUM approaches used in software engineering projects. Chapter 11 covers project implementation and control, including assessment of delay responsibility. (https://link.springer.com/book/10.1007/978-981-97-1720-0)
650			_aProject management
942			_cBK _2ddc
999			_c9646 _d9646