MATHEMATICAL FOUNDATION FOR PROJECT MANAGEMENT:

The manual / S.A.Barkalov, V.I.Voropaev, G.I.Sekletova, etc.

Edited by V.N.Burkov. Moscow : “Vysshaya Shcola”, 2005. – 423 pp.

Today, Project Management (PM ) represents the advanced methodology and various tools for effective fulfillment of projects. As « the formalized core of knowledge and techniques » PM incorporates a set of models, methods and the software widely used by development and realization of various projects in all areas of human activity. In spite of an abundance of books and other publications on project management, world literature does not offer any works reflecting a modern level of mathematical models and methods of project management.

In this book that we extend to the attention of our readers, for the first time were combined the following: a formalized vision of project management and its systematic structural description, substantial and formalized statements of project management tasks in all its functional areas, and models, methods and approaches for solutions for major classes of PM tasks .

A team of 15 authors (members of the Russian Project Management Association ), including well known experts V.Burkov, V.Voropaev, D. Golenko -Ginzburg , G.Sekletova, B.Titarenko, S.Barkalov, S.Ljubkin, A.Polkovnikov, R.Duritsina, etc. have reflected a modern level of mathematical models and methods: theories of active systems of the decision-making, the generalized network models, hierarchical models, methods of monitoring and distribution of resources taking into account a stochastic, the comparative description of modern PM software, and more.

The manual consists of four parts and twenty chapters.

After each chapter there are questions for confirmation of understanding of the learned content.

Part I (chapters 1-6) «Fundamentals of PM » consists of an introduction to PM discipline and represents PM as a system: concepts and definitions, classification and characteristics of projects, organizations, functional areas, complexes of tasks and PM processes.

Part II « Models and methods of PM » (chapter 7-11) describes the classification of network models . In addition, the following subjects are discussed in detail: the generalized determined network models, construction of an optimal organizational structure of a project, active hierarchical PM system, classification of the software for PM , and market analysis of software products for PM .

Part III « METHODS of OPTIMAL DISTRIBUTION of RESOURCES IN PROJECT MANAGEMENT » (chapter 12-17) discusses the problems of calendar and resource planning of complex tasks , loss minimization, and methods for solutions of discrete problem .

Part IV (chapter 18-20) « HISTORY of PROJECT MANAGEMENT AND TENDENCIES FOR ITS DEVELOPMENT » defines major milestones in the history of project management in Russia and abroad, paths of development, and the future of PM.

This book is intended for students and experts studying fundamental principles of PM and interested in practical application of acquired knowledge. It will help the students to develop a view of project management and its elements as a system and increase efficiency in the practical application of PM tools and methods. The structure and the contents of the book are compliant with « The bases of professional knowledge and National requirements for specialist qualifications » (NCB ) , which makes it very helpful for specialists preparing for certification under IPMA standards.

TABLE OF CONTENTS

The foreword

PART 1. A FUNDAMENTALS of PROJECT MANAGEMENT

The chapter 1. PROJECT MANAGEMENT SYSTEM REPRESENTATION

   1.1 System model of Project management

   1.2 Structural models and their interconnections

   1.3 Creation of functional structure of the tasks

   1.4 Integration of PM units

   1.5 Other areas of usage of system model

The chapter 2. MANAGEMENT OBJECTS

   2.1 Project: concepts and definitions

      2.1.1 Existing treatments of concept "project"

      2.1.2 Tags of the project

      2.1.3 Common definition of the project

   2.2 Program

      2.2.1 Main concepts and definitions

      2.2.2 Sorts of programs

   2.3 Classification and the projects features

   2.4 Environment of the project

      2.4.1 External environment of the project

      2.4.2 Internal "environment" of the project

   2.5 Project–life cycle

      2.5.1 Organization, project, product – life cycle

      2.5.2 Project phases

The chapter 3. SUBJECTS of MANAGEMENT

   3.1 Participants of the project

      3.1.1 Main participants of the project

      3.1.2 Common structure of the participants of the project and their function

      3.1.3 Main functions and interaction of the participants of the project

   3.2 Project team

   3.3 Project manager

   3.4 Project organization structures

The chapter 4. PROCESS of MANAGEMENT

   4.1 Project management

   4.2 Project oriented management

The chapter 5. MAIN FUNCTIONAL PROJECT

MANAGEMENT AREAS

   5.1 Project Scope management

      5.1.1 Project Scope management concept 

      5.1.2 Project Scope planning 

      5.1.3 Project Scope organization and execution controlling

      5.1.4 Analysis of a state and regulation of the project scope

      5.1.5 Project Scope finishing 

   5.2 Project time management

      5.2.1 Project time management concept

      5.2.2 Project time management planning 

      5.2.3 Project time management controlling

      5.2.4 Project time management analysis and regulation

      5.2.5 Project time management finishing

   5.3 Project cost and finance management

      5.3.1 Project cost and finance management concept

      5.3.2 Project cost and finance management planning

      5.3.3 Project cost and finance management organization and execution controlling

      5.3.4 Project cost and finance management analysis and regulation

      5.3.5 Project cost and finance management finishing

   5.4 Project quality management

      5.4.1 Project quality management concept

      5.4.2 Project quality planning

      5.4.3 Project quality organization and realization controlling

      5.4.4 Project quality analysis and assurance

      5.4.5 Project quality management finishing

The chapter 6. COMPLEMENTARY FUNCTIONAL PROJECT MANAGEMENT AREAS

   6.1 Project risk management

      6.1.1 Project risk management concept

      6.1.2 Project risk responding planning

      6.1.3 Project risk reacting (responding) organization and controlling

      6.1.4 Risk reduction analysis of a state and regulation

      6.1.5 Project risk management finishing

   6.2 Project staff management

      6.2.1 Project staff management concept

      6.2.2 Organizational planning

      6.2.3 Project team creation

      6.2.4 Project team activity analysis and it development

      6.2.5 Project staff management finishing

   6.3 Project communications management

      6.3.1 Project communications management concept

      6.3.2 Project communications management planning

      6.3.3 Project information support organization and controlling

      6.3.4 Project communications analysis

      6.3.5 Project communications finishing

   6.4 Project procurement and contracts management

      6.4.1 Project procurement and contracts management concept

      6.4.2 Procurement planning

      6.4.3 Project procurement management organization

      6.4.4 Project procurement controlling and regulation

      6.4.5 Project procurement and contracts management finishing

   6.5 Project changes management

PART 2. PROJECT MANAGEMENT MODELS And METHODS

The chapter 7. NETWORK MODELS CLASSIFICATION

   7.1 Principles of classification

   7.2 Description of classification tags

   7.3 Examples not of alternate network models

   7.4 Logic operations in alternate networks

   7.5 Three-dimensional classification of the most known network models

The chapter 8. GENERALIZED DETERMINED NETWORK MODELS (GNM)

   8.1 Initial technological model

   8.2 Designed model

   8.3 Main predicted GNM performance

   8.4 Example of GNM design

The chapter 9. OPTIMAL PROJECT ORGANIZATION STRUCTURE CONSTRUCTION

   9.1 Legend

   9.2 Information complexity index of activity definition on the basis of the norms

   9.3 Formalized problem definition

   9.4 Sub-algorithm for minimum WBS construction

   9.5 Sub-algorithm for project minimum organization structure OBS construction

   9.6 Example of minimum OBS (project minimum organization structure) construction

The chapter 10 . FISSILE HIERARCHICAL PROJECT MANAGEMENT SYSTEM

   10.1 Characteristic of a designed project management system

   10.2 Structural decomposition of project operations

   10.3 Description of generalized network models

   10.4 Model and methods of aggregation GNM

   10.5 Model and methods of calendar planning AISPM

   10.6 Problems of construction and usage AISPM

The chapter 11. THE SOFTWARE FOR PROJECTS MANAGEMENT

   11.1 Classification of the software for projects management

   11.2 Project management multifunction systems software market review

PART 3. METHODS of OPTIMAL RESOURCE ALLOCATION In HANDLE of the PROJECTS

The chapter 12. THE TASKS of RESOURCE PLANNING of COMPLEXES of OPERATIONS

   12.1 Main concepts and definitions

   12.2 Optimization on cost

   12.3 Heuristic algorithms of resource allocation

The chapter 13. THE TASKS of OPTIMAL RESOURCE ALLOCATION ON the COMPLEX of INDEPENDENT OPERATIONS

   13.1 Concave dependences of speed on resource

   13.2 Arbitrary dependences

   13.3 Discrete case

   13.4 Dependence of a level of operational resource on time

   13.5 The multi-project financial management graphics optimization

   13.6 The multi-project duration (in general case) minimization

The chapter 14. NETWORKS With the ORDERED EVENTS

   14.1 The operations complex duration minimization

   14.2 Linear case

   14.3 The operational resource level alignment 14.4 The operational resources of several sorts

The chapter 15. COMPLEXES of OPERATIONS AGGREGATION

   15.1 Main concepts and definitions

   15.2 Degree case

The chapter 16. THE TASKS of the missed PROFIT MINIMIZATION

   16.1 Operational resources such as expenditures and power

   16.2 Operational resources of a stored type

The chapter 17. METHODS of SOLUTION of the PM DISCRETE TASKS

   17.1 Methods of peephole optimization

   17.2 Method of branching

   17.3 Method of dynamic programming

   17.4 Dichotomizing representation of functions and limitations systems

   17.5 Dichotomizing representation such as a tree

   17.6 General case

   17.7 Optimization of programs on cost (discrete case)

   17.8 The PM Tasks at soft dependences between operations

PART 4. A HISTORY And TENDENCIES of DEVELOPMENT of PROJECT MANAGEMENT

The chapter 18. PROJECT MANAGEMENT ABROAD

   18.1 Main stakes of a PM history

   18.2 The project management beginning

   18.3 The project management becoming

   18.4 Professional organizations of the project management

      18.4.1 The International Project Management association (IPMA)

      18.4.2 The Project Management Institute (PMI)

The chapter 19. PROJECT MANAGEMENT In RUSSIA

   19.1 Main stages of development of the project management in Russia

      19.1.1 First steps

      19.1.2 Development of theoretical thought and practical activity in XIX - XX century

      19.1.3 Soviet period

   19.1.PERESTROJKA or Modification

   19.2 Development of professional project management

      19.2.1 Project management association “SOVNET”

      19.2.2 Main results of development of professional project management in Russia

The chapter 20. THE PROJECT Management In TRANSITION ECONOMY

   20.1 Idiosyncrasies of the socio economic environment in less developed countries

      20.1.1 Comparative characteristic of the different socio economic environments

      20.1.2 Influence of different economic systems to the project management

   20.2 Path of PM development with allowance for of needs(requirements) and features of transition economy

   20.3 Future of project management

The literature