PROJECT PLANNING AND SCHEDULING TOLLS AND GOOS PRACTICES

ISBN: 978-83-8030-181-8

304 stron
format: B5
oprawa: miękka
Rok wydania: 2017

Projects are future-making tools. It is the implementation of projects that effectuates the civilization progress: both the material progress - comprising the development of commercial structures, public goods, infrastructure, new products, etc. - and the non-material one - comprising new approaches as well as social and political solutions, new organisational solutions, new services, cultural heritage, etc.For projects to be an effective future-making tool, they need to comply with professional principles, proven in practice. One of such principles is the principle of action preparation. "An action preparation is a quality of good work, in so far as each action needs to be prepared and an improper preparation has to diminish its correctness"The basic action preparation method is planning "a creative thinking of the future", "designing the future we desire and effective methods to make it happen". It is broadly applied in project management. The subject matter of planning in project management is diversified and comprises: functional matters, i.e. relating to the course of a project, institutional matters, relating to project design, and personal matters, relating to project participants.This paper consists of three parts. The basic planning issues, planning in project management, with a particular focus on project scheduling, are discussed in the first part. The said part contains the characterisation of typical planning situations - planning in certainty, planning under risk and planning in uncertainty - and sets forth the planning concepts and models applicable in particular planning situations. In part two the authors characterise the most important concepts and models of project scheduling applicable in deterministic, stochastic and innovatory planning situations:- deterministic concepts and models (CPM, MPM and others)-- stochastic concepts and models (PERT, GERT and others)-- resource-constrained concepts and models (CCPM)-- matrix-based concepts and models (GOPP/ZOPP, PCM/LFA)-- agile concepts and models (Agile, SCRUM and others)-- heuristic concepts and models (PATTERN, CPE and others).SPIS TREŚCIINTRODUCTION1. THE BASICS OF PROJECT PLANNING1.1. Projects and project management1.2. General planning issues1.3. Planning in project management1.4. Characteristics of main project scheduling processes/stages1.5. Project planning situations1.6. Bibliography2. PROJECT PLANNING CONCEPTS AND MODELS2.1. Review of project planning concepts and models2.2. Bibliography3. DETERMINISTIC CONCEPTS AND MODELS OF PROJECT SCHEDULING3.1. Genesis of deterministic concepts and models of project scheduling3.2. Characteristics of the deterministic concepts and models of project scheduling3.3. Bibliography4. CRITICISM OF THE CLASSICAL DETERMINISTIC CONCEPTS AND MODELS OF PROJECT SCHEDULING4.1. Conditions and causes of criticising the classical deterministic concepts and models of project scheduling4.2. Criticism of the classical concepts and models of project scheduling from the point of view of planning areas4.3. Bibliography5. STOCHASTIC PROJECT SCHEDULING CONCEPTS AND MODELS5.1. Genesis of the stochastic concepts and models of project scheduling5.2. Characteristics of the stochastic concepts and models of project scheduling5.3. Bibliography6. RESOURCE-CONSTRAINED PROJECT SCHEDULING CONCEPTS AND MODELS6.1. Genesis of the resource-constrained project scheduling concepts and models6.2. Introduction to the critical chain method6.3. Project planning according to the CCPM method6.4. Buffer sizing in the CCPM method6.5. Changes in the organisational culture of project teams in accordance with CCPM6.6. Monitoring and control of a project according to the CCPM method6.7. Summary6.8. Bibliography7. MATRIX-BASED PROJECT SCHEDULING CONCEPTS AND MODELS7.1. Genesis of the matrix-based project scheduling concepts and models7.2. Characteristics of the matrix-based project scheduling concepts and models7.3. Modifications of the logical framework concepts and models of project scheduling - LFA-M7.4. Causes and attempts to synthesise the matrix-based concepts and models of project scheduling with other tools7.5. Summary7.6. Bibliography8. AGILE CONCEPTS AND MODELS OF PROJECT SCHEDULING8.1. Planning levels of agile projects8.2. Summary8.3. Bibliography9. HEURISTIC CONCEPTS AND MODELS OF PROJECT PLANNING9.1. Genesis of the heuristic concepts and models of project planning9.2. Characteristics of the heuristic concepts and models of project planning9.3. Modifications of the heuristic project planning concepts and models9.4. Bibliography10. RESEARCH ON PROJECT PLANNING10.1. The research design and strategy10.2. Research sample characteristics10.3. Analysis of the results10.4. Verification of the research hypotheses10.5. Bibliography11. SUMMARY AND CONCLUSION12. TABLE OF FIGURES13. TABLE OF TABLES