Project Planning and Management An Integrated System for Improving P
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PROJECT PLANNING AND MANAGEMENT An Integrated System for Improving Productivity Louis J. Goodman, P.E. Project Management Consultant and Lecturer Visiting Scholar, UCLA
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VAN NOSTRAND REINHOLD COMPANY
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Copyright © 1988 by Van Nostrand Reinhold Company Inc. Softcover reprint of the hardcover 1st edition 1988 Library of Congress Catalog Card Number 87-6192 ISBN-13: 978-1-4684-6589-1
All rights reserved. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means-graphic, electronic, or mechanical, including photocopying, recording, taping, or information storage and retrieval systems-without written permission of the publisher.
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Library of Congress Calaloging-In-Publication Data
Goodman, Louis J. Project planning and management. Includes index 1. Industrial project management. I. Title. II. Series. HD69.P75G65 1988 658.4'04 87-6192 ISBN-13: 978-1-4684-6589-1 001: 10.1007/978-1-4684-6587-7
e-ISBN-13: 978-1-4684-6587-7
Preface and Acknowledgments This book is based on nine years of experience with an international, interdisciplinary project team committed to the task of developing and testing a new approach to project planning and management in the dual interests of productivity and safety. The model designed and developed is based on the conceptual framework of an integrated project planning and management cycle (IPPMC). Experience with the IPPMC demonstrates its effectiveness in planning and managing projects from inception through completion as a unified process with continuous evaluation to ensure proper attention to each phase/task of the integrated project cycle. This includes additional emphasis on environmental feasibility-a sorely neglected areaalong with a detailed checklist to prevent waste (costly overruns), project failures (not meeting objectives), and structural failures and to analyze the impact of all projects on the environment. The book is intended to meet the needs of both educators and practitioners, who must understand the integrated project cycle from inception through completion and the broad range of factors that contribute to a project's success or failure. The process of decision making in anticipating problems that might arise during design and implementation is enhanced by the use of IPPMC case histories. The lessons derived from these cases have also been found to be useful in many fields other than public works, such as agriculture, industry, and social areas (education, public health, etc). A brief description of each chapter will illustrate the diverse groups and interests served by this b
