000			04852nam a2200169Ia 4500
082			_a692.06 _bAIIS
100			_aAnchor Institute for Infrastructure Sector
245			_aTraining of trainers on site and project management. 8th to 12th August 2011. Promoted by Industries Commissioneratre, Gov. of Gujarat
260			_aGandhinagar _bCEPT Uni.;Ahmedabad & Centre for Entrepreneurship Dev. _c2011
300			_avii,201p.
500			_aCONTENTS MODULE 1: INTRODUCTION 1-6 1.1 The Engineer And Construction 1.2 The Construction Industry 1.3 Evolution Of Project Management History 1.4 Project Management In Construction 1.5 Construction Economy And The Engineer 1.6 Construction Economy And The Contractor MODULE 2: PHILOSOPHY AND CONCEPTS OF PROJECT MANAGEMENT 7-29 2.1 What Is A Project? 2.2 Project Management: The Need 2.3 Response To A Changing Environment 2.4 Systems Approach To Management 2.5 Three Goals 2.6 Project Management: The Person, The Team, The System 2.6.1 The Project Manager 2.6.2 The Project Team 2.6.3 The Project Management System 2.7 Functions And Viewpoints Of Management 2.7.1 Management Functions 2.7.2 Viewpoints of Management 2.8 Project Viewpoint Versus Traditional Management 2.8.1 Characteristics of Projects 2.8.2 Characteristics of Project Management 2.9 Types Of Project Managers 2.10 Where Is Project Management Appropriate? 2.10.1 Magnitude of the Effort 2.10.2 Unfamiliarity 2.10.3 Changing Environment 2.10.4 Interrelatedness 2.10.5 Reputation of the Organization 2.11 The Different Forms Of Project Management 2.11.1 Basic Project Management 2.11.2 Program Management 2.11.3 New Venture Management 2.11.4 Product Management 2.11.5 Ad Hoc Committees and Task Forces 2.12 Project Environments 2.12.1 Commercial/For Profit Project Management 2.12.2 Government and Nonprofit Project Management 2.12.3 Military Project Management MODULE 3: PHASES, STAGES OF A PROJECT AND THEIR APPRO-STATUS 30-34 3.1 Project Phases 3.2 Stages of a Project 3.2.1 Basic Project Stages 3.2.2 Approval Status during Idea and Feasibility 3.2.3 Execution and Completion Stage 3.2.4 Approval Process in Execution and Completion Stages MODULE 4: WORK BREAKDOWN STRUCTURE 35-40 4.1Work Breakdown Structure (WBS) 4.2 Rules Facilitating The Preparation Of WBS 4.3 Desirable Characteristics Of Work Packages 4.4 Determinants Having Critical Influence On The Work Packages 4.5 Major Classification Of WBS 4.5.1 Product oriented WBS 4.5.2 Functionally oriented WBS 4.6 Contents For Description Of A Work Package 4.7 Integrating The WBS And The Organization Structure MODULE 5: PROJECT ORGANIZATION 41-50 5.1 Factors Responsible For Organizational Revolution 5.2 Formal And Informal Organization Structures 5.2.1 Formal structure 5.2.2 Informal structure 5.3 Forms of Formal Organization structure 5.3.1Traditional/Functional Organization Structures 5.3.2Product Organization Structure 5.3.3 Customer Oriented Organization Structure 5.3.4 Process based Organisation Structure 5.4 Requirements Of A Project Organization 5.5 Matrix Organization Structure 5.5.1 Compliance for successful operation of a matrix 5.5.2 Project Manager's responsibilities 5.5.3 Functional Manager's responsibilities 5.5.4 Unique capabilities for properly executed matrix organization structure 5.6 Pure Project Organization Structure 5.7 Fundamental Parameters For Selection Of Project Organization Structure 50 5.7.1 Integrating devices 5.7.2 Authority Structure 5.7.3 Information system 5.7.4 MInfluence Distribution 5.8 Complexity Of The Integrating Devices MODULE 6: PLANNING, SCHEDULING AND THE CRITICAL PATH METHOD (CPM MODEL) 51-83 6.1 Bar Charts And Milestone Charts 6.1.1 Introduction 6.1.2 Gantt Charts 6.1.3 Weaknesses in Bar Charts 6.1.4 Milestone Charts 6.1.5 Work Breakdown Structure 6.1.6 CPM and PERT Networks 6.2 Planning And Scheduling Networks 6.2.1 Introduction 6.2.2 A Complication in Constructing the Arrow Diagram 6.2.3 The Activity-on-Node Diagram 6.2.4 Example-Building a House 6.3 FINDING THE CRITICAL PATH 6.3.1 Multiple Critical Paths 6.3.2 Job Slack 6.3.3 An Algorithm for Finding the Critical Path 6.3.4 Early Start and Early Finish Times 6.3.5 Late Start and Late Finish Times 6.3.6 Total Slack 6.3.7 Free Slack 6.3.8 Project Due Dates That Differ from Earliest Completion Time 6.3.9 A Digression on Slack 6.3.10 Back to the Contractor MODULE 7: THE PERT MODEL 84-94 7.1 General 7.2 The Problem Of Uncertainty 7.3 Expected Times For Activities 7.4 Variability Of Activity Times 7.5 The Expected Length Of A Critical Path 7.6 Probability Of Completing A Project By A Given Date 7.7 Effects Of A Near - Critical Path 7.8 Other Methods For Calculating Project Length And Variance
890			_aIndia
891			_aAnchor Institute for Infrastructure
891			_aGRATIS
891			_aSchool of Planning, CEPT Uni.
999			_c34818 _d34818