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The Resource The data-driven project manager : a statistical battle against project obstacles, Mario Vanhoucke

The data-driven project manager : a statistical battle against project obstacles, Mario Vanhoucke

Creator
Author
Summary
Discover solutions to common obstacles faced by project managers. Written as a business novel, the book is highly interactive, allowing readers to participate and consider options at each stage of a project. The book is based on years of experience, both through the author's research projects as well as his teaching lectures at business schools. The book tells the story of Emily Reed and her colleagues who are in charge of the management of a new tennis stadium project. The CEO of the company, Jacob Mitchell, is planning to install a new data-driven project management methodology as a decision support tool for all upcoming projects. He challenges Emily and her team to start a journey in exploring project data to fight against unexpected project obstacles. Data-driven project management is known in the academic literature as zdynamic schedulingy or zintegrated project management and control.y It is a project management methodology to plan, monitor, and control projects in progress in order to deliver them on time and within budget to the client. Its main focus is on the integration of three crucial aspects, as follows: Baseline Scheduling: Plan the project activities to create a project timetable with time and budget restrictions. Determine start and finish times of each project activity within the activity network and resource constraints. Know the expected timing of the work to be done as well as an expected impact on the project’s time and budget objectives.  Schedule Risk Analysis: Analyze the risk of the baseline schedule and its impact on the project’s time and budget. Use Monte Carlo simulations to assess the risk of the baseline schedule and to forecast the impact of time and budget deviations on the project objectives.  Project Control: Measure and analyze the project’s performance data and take actions to bring the project on track. Monitor deviations from the expected project progress and control performance in order to facilitate the decision-making process in case corrective actions are needed to bring projects back on track. Both traditional Earned Value Management (EVM) and the novel Earned Schedule (ES) methods are used. What You'll Learn: Implement a data-driven project management methodology (also known as "dynamic scheduling") which allows project managers to plan, monitor, and control projects while delivering them on time and within budget Study different project management tools and techniques, such as PERT/CPM, schedule risk analysis (SRA), resource buffering, and earned value management (EVM) Understand the three aspects of dynamic scheduling: baseline scheduling, schedule risk analysis, and project control
Language
eng
Work
Publication
Extent
1 online resource.
Contents
  • Intro; Contents; About the Author; Acknowledgments; Introduction; Chapter 1: Background; Emily Reed (the Protagonist); GlobalConstruct Ltd. (the Company); Chapter 2: Plan; Project Details; Next Meeting; Assignment; Times Change; Activity Analysis; Network Analysis; Project Analysis; Critical View; Chapter 3: Risk; Project Plan; Risk Sheet; About Statistics; Assignment; New People; Risk Definition; Risk Classification; Risk Analysis; Time Machine; Evaluation; Chapter 4: Buffer; Resource Management; Buffer Management; Assignment; Uncomfortable Entrance; Leveling (Mark's approach)
  • Buffering (Emily's approach)Review; Decision Review; Chapter 5: Monitor; Project Status; Reporting Progress; Assignment; Expanding Knowledge; Collecting Data; Planned Data; Progress Data; Measuring Performance; Predicting the Future; Evaluation; Chapter 6: Control; Progress Spreadsheet; Assignment; Project Control; Warning Signals (Alarm); Detect Problems (Focus); Action Time (Shoot); Control Efficiency; Experimental Learning; A Bright New Future; Chapter 7: Exciting Times Ahead; Chapter 8: Afterword; Chapter 2: PLAN; Chapter 3: RISK; Chapter 4: BUFFER; Chapter 5: MONITOR; Chapter 6: CONTROL
  • Before I Leave…Bibliography; Index
Isbn
9781484234976
Instance
Label
The data-driven project manager : a statistical battle against project obstacles
Title
The data-driven project manager
Title remainder
a statistical battle against project obstacles
Statement of responsibility
Mario Vanhoucke
Creator
Author
Subject
Language
eng
Summary
Discover solutions to common obstacles faced by project managers. Written as a business novel, the book is highly interactive, allowing readers to participate and consider options at each stage of a project. The book is based on years of experience, both through the author's research projects as well as his teaching lectures at business schools. The book tells the story of Emily Reed and her colleagues who are in charge of the management of a new tennis stadium project. The CEO of the company, Jacob Mitchell, is planning to install a new data-driven project management methodology as a decision support tool for all upcoming projects. He challenges Emily and her team to start a journey in exploring project data to fight against unexpected project obstacles. Data-driven project management is known in the academic literature as zdynamic schedulingy or zintegrated project management and control.y It is a project management methodology to plan, monitor, and control projects in progress in order to deliver them on time and within budget to the client. Its main focus is on the integration of three crucial aspects, as follows: Baseline Scheduling: Plan the project activities to create a project timetable with time and budget restrictions. Determine start and finish times of each project activity within the activity network and resource constraints. Know the expected timing of the work to be done as well as an expected impact on the project’s time and budget objectives.  Schedule Risk Analysis: Analyze the risk of the baseline schedule and its impact on the project’s time and budget. Use Monte Carlo simulations to assess the risk of the baseline schedule and to forecast the impact of time and budget deviations on the project objectives.  Project Control: Measure and analyze the project’s performance data and take actions to bring the project on track. Monitor deviations from the expected project progress and control performance in order to facilitate the decision-making process in case corrective actions are needed to bring projects back on track. Both traditional Earned Value Management (EVM) and the novel Earned Schedule (ES) methods are used. What You'll Learn: Implement a data-driven project management methodology (also known as "dynamic scheduling") which allows project managers to plan, monitor, and control projects while delivering them on time and within budget Study different project management tools and techniques, such as PERT/CPM, schedule risk analysis (SRA), resource buffering, and earned value management (EVM) Understand the three aspects of dynamic scheduling: baseline scheduling, schedule risk analysis, and project control
Cataloging source
N$T
http://library.link/vocab/creatorName
Vanhoucke, Mario
Dewey number
658.4/04
Index
index present
LC call number
TA190
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/subjectName
  • Project management
  • Stadiums
  • Business and Management
  • Project Management
  • Careers in Business and Mangagement
  • Business Strategy/Leadership
  • Market Research/Competitive Intelligence
  • Consumer Behavior
Label
The data-driven project manager : a statistical battle against project obstacles, Mario Vanhoucke
Instantiates
Publication
Antecedent source
unknown
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • Intro; Contents; About the Author; Acknowledgments; Introduction; Chapter 1: Background; Emily Reed (the Protagonist); GlobalConstruct Ltd. (the Company); Chapter 2: Plan; Project Details; Next Meeting; Assignment; Times Change; Activity Analysis; Network Analysis; Project Analysis; Critical View; Chapter 3: Risk; Project Plan; Risk Sheet; About Statistics; Assignment; New People; Risk Definition; Risk Classification; Risk Analysis; Time Machine; Evaluation; Chapter 4: Buffer; Resource Management; Buffer Management; Assignment; Uncomfortable Entrance; Leveling (Mark's approach)
  • Buffering (Emily's approach)Review; Decision Review; Chapter 5: Monitor; Project Status; Reporting Progress; Assignment; Expanding Knowledge; Collecting Data; Planned Data; Progress Data; Measuring Performance; Predicting the Future; Evaluation; Chapter 6: Control; Progress Spreadsheet; Assignment; Project Control; Warning Signals (Alarm); Detect Problems (Focus); Action Time (Shoot); Control Efficiency; Experimental Learning; A Bright New Future; Chapter 7: Exciting Times Ahead; Chapter 8: Afterword; Chapter 2: PLAN; Chapter 3: RISK; Chapter 4: BUFFER; Chapter 5: MONITOR; Chapter 6: CONTROL
  • Before I Leave…Bibliography; Index
Control code
SPR1030303270
Dimensions
unknown
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9781484234976
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Other control number
10.1007/978-1-4842-3498-3
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
  • on1030303270
  • (OCoLC)1030303270
Label
The data-driven project manager : a statistical battle against project obstacles, Mario Vanhoucke
Publication
Antecedent source
unknown
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • Intro; Contents; About the Author; Acknowledgments; Introduction; Chapter 1: Background; Emily Reed (the Protagonist); GlobalConstruct Ltd. (the Company); Chapter 2: Plan; Project Details; Next Meeting; Assignment; Times Change; Activity Analysis; Network Analysis; Project Analysis; Critical View; Chapter 3: Risk; Project Plan; Risk Sheet; About Statistics; Assignment; New People; Risk Definition; Risk Classification; Risk Analysis; Time Machine; Evaluation; Chapter 4: Buffer; Resource Management; Buffer Management; Assignment; Uncomfortable Entrance; Leveling (Mark's approach)
  • Buffering (Emily's approach)Review; Decision Review; Chapter 5: Monitor; Project Status; Reporting Progress; Assignment; Expanding Knowledge; Collecting Data; Planned Data; Progress Data; Measuring Performance; Predicting the Future; Evaluation; Chapter 6: Control; Progress Spreadsheet; Assignment; Project Control; Warning Signals (Alarm); Detect Problems (Focus); Action Time (Shoot); Control Efficiency; Experimental Learning; A Bright New Future; Chapter 7: Exciting Times Ahead; Chapter 8: Afterword; Chapter 2: PLAN; Chapter 3: RISK; Chapter 4: BUFFER; Chapter 5: MONITOR; Chapter 6: CONTROL
  • Before I Leave…Bibliography; Index
Control code
SPR1030303270
Dimensions
unknown
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9781484234976
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Other control number
10.1007/978-1-4842-3498-3
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
  • on1030303270
  • (OCoLC)1030303270

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