03192nam a22004455i 4500001001800000003000900018005001700027007001500044008004100059020003700100024003500137050001300172072001700185072002300202072001600225100008400241245007400325250001800399264007200417300006300489336002600552337002600578338003600604347002400640490002900664505028900693520140600982650003102388650003102419710003402450773002602484776003602510776003602546776003602582830003602618856004602654912001402700912001502714999001702729978-981-97-1720-0DE-He21320251030111807.0cr nn 008mamaa240405s2024    si |    s    |||| 0|eng d  a97898197172009978-981-97-1720-07 a10.1007/978-981-97-1720-02doi 4aHD69.P75 7aKJMP2bicssc 7aBUS1010002bisacsh 7aKJMP2thema1 aOlson, David L.eauthor.4aut4http://id.loc.gov/vocabulary/relators/aut92282710aProject Management Toolsh[electronic resource] /cby David L. Olson.  a1st ed. 2024. 1aSingapore :bSpringer Nature Singapore :bImprint: Springer,c2024.  aX, 147 p. 33 illus., 13 illus. in color.bonline resource.  atextbtxt2rdacontent  acomputerbc2rdamedia  aonline resourcebcr2rdacarrier  atext filebPDF2rda1 aAI for Risks,x2731-63350 aThe Importance of Project Management -- Human Factors -- Project Organization -- Project Estimation -- Planning -- Selection from Project Options -- Project Scheduling -- Probabilistic Scheduling -- Critical Chain Scheduling -- Agile Project Development -- Implementation and Control.  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. 0aProject management.96111014aProject Management.9611102 aSpringerLink (Online service)0 tSpringer Nature eBook08iPrinted edition:z978981971719408iPrinted edition:z978981971721708iPrinted edition:z9789819717224 0aAI for Risks,x2731-633597480340uhttps://doi.org/10.1007/978-981-97-1720-0  aZDB-2-BUM  aZDB-2-SXBM  c58980d58980