Modern Project Management Techniques for the Environmental Remediation Industry

Modern Project Management Techniques for the Environmental Remediation Industry

Environmental remediation has brought significant improvements to industrial sites and surrounding communities throughout the nation. It's also become notorious for high budget overruns and frequent schedule delays, as environmental remediation's technological aspects become subject to political, managerial and economic concerns. Modern Project Management (MPM) Processes offer a new framework for remediation programs, geared to increased efficiency and precise troubleshooting. Environmental consultant and certified project management professional (PMP) Timothy J. Havranek has helped various companies put MPM into practice: now, he brings his techniques to the environmental remediation industry at large. Melding traditional project management structure and advanced strategic planning techniques to the needs of environmental remediation, Modern Project Management Techniques for the Environmental Remediation Industry presents this major innovation: a standardized planning process, applicable to all types of remediation projects. Every participant in an environmental remediation effort can mutually benefit from Modern Project Management Techniques for the Environmental Remediation Industry. Environmental consultants will discover precise budget and schedule-planning skills-quite an advantage in their increasingly competitive industry. Customers will also know what to consider when selecting an environmental services company, and discover advanced methods for reducing project costs and durations. MPM: it's bringing new vitality and purpose to environmental protection. Put it into practice with the benefit of Havranek's real-life experience.

Advanced Project Management

A Structured Approach

Advanced Project Management

When Advanced Project Management first appeared it quickly acquired a reputation for excellence on both sides of the Atlantic as a book that successfully bridges the gap between introductory texts on project management and specialist works on professional practice. Its aim is twofold: to provide a guide for managers, engineers, accountants and others involved in project work, and a reference for advanced students of project and construction management. This fourth edition of the book has been heavily revised, with substantial material to reflect the changes in project management. The following topics are either new to the book or have been given greater emphasis: ¢ Project definition and appraisal ¢ Procurement and the supply chain ¢ Concurrent engineering ¢ Cost and management accounting ¢ Quality management ¢ More detailed explanations of critical path analysis, now predominantly using the precedence system ¢ Increased treatment of resource scheduling ¢ Planning with multiple calendars ¢ Planning within fixed time constraints, using crashing and fast-tracking methods ¢ Standard networks, modules and templates ¢ Risk management.

Project Management

Project Management

This book was published in 2003.This exposition of the principles and practice of project management examines the entire process in detail, from initial appraisal to final closedown, demonstrating techniques that range from the simplest of manual charts to sophisticated computer systems. The text is reinforced throughout with case examples and diagrams. For this edition, the text has been meticulously revised and updated, and includes a new chapter on aspects of managing project risk.

Improve Your Project Management: Teach Yourself

Improve Your Project Management: Teach Yourself

The ability to manage projects in an effective and efficient manner - on schedule and on budget - is a vital skill to have and a real asset for any business and even any home project. Improve Your Project Management helps you to gain this important skill - using a progressive, step-by-step approach. Covering everything from building the right team chemistry to micro-managing finances and dealing with unexpected problems, this book will arm you with all you need to become a great project manager. NOT GOT MUCH TIME? One and five-minute introductions to key principles to get you started. AUTHOR INSIGHTS Lots of instant help with common problems and quick tips for success, based on the author's many years of experience. TEST YOURSELF Tests in the book and online to keep track of your progress. EXTEND YOUR KNOWLEDGE Extra online articles at www.teachyourself.com to give you a richer understanding of project management. FIVE THINGS TO REMEMBER Quick refreshers to help you remember the key facts. TRY THIS Innovative exercises illustrate what you've learnt and how to use it.

Managing Very Large IT Projects in Businesses and Organizations

Managing Very Large IT Projects in Businesses and Organizations

"This book offers authoritative research on the fundamental theory, practice, and implementation of very large successful IT projects in organizations"--Provided by publisher.

Project Management

A Managerial Approach

Project Management

This Second Edition of the well-received text describes project management via a ``lifecycle'' approach. All the main steps in the life of a project are covered, from the planning stage to project completion. Presents the manager's, rather than the engineer's, point of view, covering organization, budgeting, scheduling, resource allocation, monitoring, and evaluation. This second edition features a new chapter on negotiating, expanded treatment of management information systems, and virtually all new readings. Each chapter now has a glossary and project team assignments, in addition to a summary, review questions, problems, readings, and cases.

Management of Construction Projects

A Constructor's Perspective

Management of Construction Projects

Unlike the majority of construction project management textbooks out there, Management of Construction Projects takes a distinctive approach by setting itself in the context of a single and real-world construction project throughout and also by looking at construction project management from the constructor’s perspective. This project-based learning approach emphasizes the skills, knowledge, and techniques students require to become successful project managers. This second edition uses a brand new, larger, and more challenging case study to take students through key stages of the process, including: contracts and subcontracting; estimating, scheduling, and planning; supply chain and materials management; cost control, quality, and safety; project leadership and ethics; and claims, disputes, and project close-outs. Also new to this edition is coverage of emergent industry trends such as LEAN, LEED, and BIM. The book contains essential features such as review questions, exercises, and chapter summaries, while example plans, schedules, contracts, and other documents are stored on a companion website. Written in straightforward language from a constructor’s perspective, this textbook gives a realistic overview and review of the roles of project managers and everything they need to know in order to see a successful project through from start to finish.

Earned Value Project Management

Earned Value Project Management

Earned value is a project management technique that is emerging as a valuable tool in the management of all projects, including and, in particular, software projects. In its most simple form, earned value equates to fundamental project management. This is not a new book, but rather it is an updated book. Authors Quentin Fleming and Joel Koppelman have made some important additions. In many cases, there will be no changes to a given section. But in other sections, the authors have made substantial revisions to what they had described in the first edition. Fleming and Koppelman's goal remains the same with this update; describe earned value project management in its most fundamental form, for application to all projects, of any size or complexity. Writing in an easy-to-read, friendly, and humorous style characteristic of the best teachers, Fleming and Koppelman have identified the minimum requirements that they feel are necessary to use earned value as a simple tool for project managers. They have also witnessed the use of simple earned value on software projects, and find it particularly exciting. Realistically, a Cost Performance Index (CPI) is the same whether the project is a multibillion-dollar high-technology project, or a simple one hundred thousand-dollar software project. A CPI is a CPI ... period. It is a solid metric that reflects the health of the project. In every chapter, Fleming and Koppelman stick with using simple stories to define their central concept. Their project examples range from peeling potatoes to building a house. Examples are in rounc numbers, and most formulas get no more complicated than one number divided by another. Earned Value ProjectManagement--second edition may be the best-written, most easily understood project management book on the market today. Project managers will welcome this fresh translation of jargon into ordinary English. The authors have mastered a unique early-warning signal of impending cost problems in time for the project manager to react.