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Project Management. Reviews. Jaznille france. Therefore, only the Know- how and the Do- how will transform a project manager into an excellent project manager. Read this book to learn more about Project Management. The main topics of this book are: Project Organisations, Estimation of Times and Cost, Estimation of Times and Cost, Risk Management and much more.
Preface. Searching in any library for books on project management will definitely lead to success. Much seems to have been written about how to manage a project successfully. But why do most projects in real life still fail or end up exceeding the originally agreed upon budget, time or resources? The answer is quite easy: The project simply does not exist. Every project and as a consequence every project manager has to deal with different targets, different environments and, last but not least, with different people. Therefore, only the Know- how and the Do- how will transform a project manager into an excellent project manager.
This book is based upon the global project management experiences I gained in different positions, especially with international management consulting companies and working as a member and chairman of executive boards. I now have the pleasure to share my knowledge and gain new experiences (not only in project management) as a professor with eager and enthusiastic students. Every project manager will develop his or her own management style in their career.
Due to the constraints in the number of pages of this book I have limited the examples and case studies to an absolute minimum. Everybody who would like to have an extended reading about some chapters should refer to the endnotes, where additional references are listed. If you have any comments, please do not hesitate to contact me at olaf. Olaf Passenheim. Content.
Foreword. 1. Project Management. Introduction. 1. 2 Project Management and Process Management. Conceptual Framework. Project Organisations.
Introduction. 2. 2 Project Organisation and Responsibilities. Organisational Models. Choosing the Project Organisation.
Conclusion. 3. Project Scope and Estimation of Times and Cost. Introduction. 3. 2 Project Kick- Off Meeting. Project Scope Management. Activity Resource Estimating.
Project Time Management. Estimation of Project Cost. Conclusion. 4. Project Plan. Introduction. 4. 2 Developing a Project Network Plan. Activity- On- Node Network Techniques. Time Calculations.
Conclusion. 5. Progress and Performance Measurement. Introduction. 5. 2 The Project Control Process. Performance Indicators. Project Monitoring, Evaluation and Control. Conclusion. 6. Risk Management. Introduction. 6. 2 Risk Management.
Risk Identification. Risk Analysis. 6. Risk Response. 6. Risk Control. 6. 7 Conclusion. Documentation, Audit, Termination and Closure.
Introduction. 7. 2 Documentation. Audit. 7. 4 Project Termination. Project Closure. 7. Conclusion. 8. Final Remarks and further Readings. Endnotes. About the Author. Prof. Olaf Passenheim is teaching Management at the university of applied sciences in Emden/ Germany.
He studied industrial engineering in Karlsruhe/ Germany and Sydney/ Australia and received his doctor title from the university of Hamburg/ Germany. He was working in international senior management, e. Prior to his appointment as full professor in Emden, he was CEO of an European pharmaceutical holding in the Netherlands. Major research areas are Risk Management and Change Management. Websitehttp: //www.
History of the English fiscal system. The history of the English fiscal system affords the best known example of continuous financial development in terms of both institutions and methods. Although periods of great upheaval occurred from the time of the Norman Conquest to the beginning of the 2. Perhaps the most revolutionary changes occurred in the 1. Civil War and, later, the Glorious Revolution of 1. The primitive financial institutions of early England centred round the king's household. In other words, the royal preceded the national economy in importance.
Revenue dues collected by the king's agents, rents, or rather returns of produce from land, and special levies for emergencies formed the main elements of the royal income which gradually acquired greater regularity and consistency. There is, however, little or no evidence of what modern governments recognise as financial organisation until the 1. The influence exercised from Normandy, which so powerfully affected the English rulers at this time, tended towards the creation of records of revenue claims as well as a central treasury. Following the Glorious Revolution, control of finance passed more and more to Parliament, which together with the decline of the importance of land rents as a source of income from about the Wars of the Roses led to different forms of taxation. Systematising finance. The systematizing spirit, so characteristic of both the Norman and Angevin kings, produced the great institution of the Exchequer with its judicial and administrative sections and its elaborate forms of account and control. But even before this, the Domesday Book, now recognized as having a purely fiscal object (in Maitland's words a tax book, a geld book), shows the movement towards careful observation of all sources of revenue.
It is clear that William I of England initiated a policy which was followed by his successors despite the serious difficulties during the anarchy that subsisted during Stephen's reign. The obscure question as to the real origin of the special contrivances employed by the Exchequer is, strictly speaking, irrelevant to the financial inquirer, who may be content to hold that, other than the existence of a few Old English analogies, the system, as it appears in the 1. Norman subtlety. Indeed, its importance lies in the manner in which the institution held together, focussing as it did on the revenues and expenditure of the kingdom.
The picture presented by the Dialogue of the Exchequer (c. It is, in fact, through the description of financial institutions that it is possible to ascertain the forms of revenue held by the crown. Thus, the ingenuity expended on the Exchequer's administrative machinery had as its aim the increase of the king's resources, a subject in which all politically involved churchmen and lawyers were deeply involved. The history of the English fiscal system affords the best known example of continuous financial development in terms of both institutions and methods. Although periods of great upheaval occurred from the time of the Norman Conquest to the beginning of the 2. Perhaps the most revolutionary changes occurred in the 1. Civil War and, later, the Glorious Revolution of 1.
Royal and feudal prerogative. Although feudalism was, in one aspect, a powerful instrument for the division of political authority, the particular form in which the Conqueror introduced it to England nevertheless enabled the fiscal rights of the crown to be established more strictly than was possible under previous conditions. First, the actual property of the crown was better administered as each royal manor became subject to the new system of accounting. Secondly, the king's various claims or dues took on a more decidedly feudal character, thus receiving stricter legal definition and, thirdly, the higher judicial organizations assisted the expansion of court fees while, above all, the increased authority of the state made the casual receipts (for such they were) from trade more profitable. Sources of revenue in the High Middle Ages.
These were increased by confiscations following the rebellions during the reigns of the early Norman kings and by the doctrine of escheat which stated that untenanted land reverted to the king (terra regis) under his allodial right. Over fourteen hundred manors appear as royal demesne in the Domesday Book. The royal forests, placed under special forest laws, yielded little revenue except in the form of offender penalties.