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Start a 30-day free trial. After trial: 39.99 kr p/m. Reviews Jaznille france ★★★★★ 1 April 2016 This is a great book in project planning and management. MBAH WEREWUM ★★★★★ 25 November 2014 This book is highly equipped with the necessary skills and knowledge needed for any aspiring project manager. It is very enriching.

Nigus Tadesse ★★★★★ 22 October 2014 It is very helpful, user friendly and self-explanatory. Fraidoon stana ★★★★★ 4 August 2014 Excellent with good examples and practical aspects.

Artjoms Spiridonovs ★★★★★ 20 March 2014 A good example of a simple and quite professional look at project management. 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. Also the so-called “soft-skills” of project management could not be discussed in detail. This book should provide the interested reader with an overview of the methods and tools which have been proven successful for project managers. 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 olafpassenheim@web.de. Have fun reading the book and implementing some techniques in your next projects. April 2009 Prof. Olaf Passenheim. Content Foreword 1. Project Management 1.1 Introduction 1.2 Project Management and Process Management 1.3 Conceptual Framework 2. Project Organisations 2.1 Introduction 2.2 Project Organisation and Responsibilities 2.3 Organisational Models 2.4 Choosing the Project Organisation 2.5 Conclusion 3.

Project Scope and Estimation of Times and Cost 3.1 Introduction 3.2 Project Kick-Off Meeting 3.3 Project Scope Management 3.4 Activity Resource Estimating 3.5 Project Time Management 3.6 Estimation of Project Cost 3.7 Conclusion 4. Project Plan 4.1 Introduction 4.2 Developing a Project Network Plan 4.3 Activity-On-Node Network Techniques 4.4 Time Calculations 4.5 Conclusion 5.

Progress and Performance Measurement 5.1 Introduction 5.2 The Project Control Process 5.3 Performance Indicators 5.4 Project Monitoring, Evaluation and Control 5.5 Conclusion 6. Risk Management 6.1 Introduction 6.2 Risk Management 6.3 Risk Identification 6.4 Risk Analysis 6.5 Risk Response 6.6 Risk Control 6.7 Conclusion 7. Documentation, Audit, Termination and Closure 7.1 Introduction 7.2 Documentation 7.3 Audit 7.4 Project Termination 7.5 Project Closure 7.6 Conclusion 8.

Final Remarks and further Readings Endnotes.

We report a miniature, visible to near infrared G-Fresnel spectrometer that contains a complete spectrograph system, including the detection hardware and connects with a smartphone through a microUSB port for operational control. The smartphone spectrometer is able to achieve a resolution of 5 nm in a wavelength range from 400 nm to 1000 nm. We further developed a diffuse reflectance spectroscopy system using the smartphone spectrometer and demonstrated the capability of hemoglobin measurement. Proof of concept studies of tissue phantoms yielded a mean error of 9.2% on hemoglobin concentration measurement, comparable to that obtained with a commercial benchtop spectrometer.

The smartphone G-Fresnel spectrometer and the diffuse reflectance spectroscopy system can potentially enable new point-of-care opportunities, such as cancer screening. Hemoglobin is an important biomarker for diagnosing a variety of clinical conditions,. For instance, angiogenesis and hypoxia are two salient features of tumor growth. Thus, non-invasive measurement of both oxy- and deoxy-hemoglobin in tissue, from which the total hemoglobin concentration and its oxygenation state can be determined, is a promising approach for early detection and screening of breast cancer, oral cancer, cervical cancer, and many other malignancies.

Therefore, there is an important need for developing a portable and cost-efficient tool to perform non-invasive measurement of hemoglobin at local tissues for point of care (POC) applications. Note that current gold standard for diagnosing these conditions is biopsy, which is invasive, costly, and not easily accessible in resource scarce communities and developing regions. Diffuse reflectance spectroscopy (DRS) is a well-established method to measure hemoglobin in tissue., Unlike specular reflection, in DRS light penetrates deep into a tissue and re-emerges to the surface only after undergoing interactions with the tissue, such as absorption by chromophores and multiple scatterings by cellular and intercellular structures. As such, the diffuse reflectance spectrum contains important information of chromophore concentrations and tissue scattering properties. In the visible wavelength, the most significant absorbers in human tissue are oxy-hemoglobin and deoxy-hemoglobin. Due to its non-invasive nature, DRS can avoid blood drawing and consumables, and thus lends itself to significant cost reduction during usage. Yet, conventional implementation of DRS typically involves the use of bulky and costly optical spectrometers, which remain a significant hindrance for gaining wider accessibility, especially in resource-limited areas.

In recent years, there is an increasing interest in developing portable, low-cost optical spectroscopic devices and integrating them with mobile phones to leverage the ease of accessing and processing data using mobile computing technology., For instance, several smartphone based spectrometers were demonstrated with wavelength resolutions ranging from 2 to 15 nm. In large part due to the competing requirements of size, cost, and performance, it remains challenging to realize a truly miniature, cost-effective, and high-performance mobile phone spectrometer. Developing these capabilities is critical for enabling POC applications that demand high accuracy in measurements at low cost. In the past several years, G-Fresnel, a diffractive optical element with the dual functionality of focusing and dispersion has been developed for implementing miniaturized high-resolution optical spectrometers.

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A transmission G-Fresnel, as used in this work, can be fabricated via soft lithography, by sandwiching polydimethylsiloxane (PDMS) prepolymer between a negative Fresnel lens mold and a grating mold. As a result, the fabricated device consists of a Fresnel lens pattern in one side to focus or collimate impinging light, and a grating pattern on the other side to disperse the different constituent wavelengths. A smartphone spectrometer was recently demonstrated, by directly positioning a G-Fresnel in front of the built-in camera of a smartphone; application to Bradford assay of protein concentration was also studied. Albeit ultralow cost, using the built-in camera as a detector, however, both poses alignment challenges to accommodate the ever-changing positions of the back-camera across different smartphone models, and necessitates workarounds to undo the built-in image processing that often wrecks havoc on spectral images aquired using a smartphone camera. To overcome the challenge, in this work, we developed a G-Fresnel spectrometer that contains a complete spectrograph system, including the detection hardware and control electronics, and can connect with a smartphone through a microUSB port as an add-on device for operational control. We further developed a DRS system based on this smartphone spectrometer and demonstrated quantitive measurement of hemoglobin concentration and reduced scattering coefficient through tissue phantom study. The smartphone spectrometer based DRS system has the potential to be broadly implemented in resource-limited regions.

Spectrometer design and fabrication A schematic diagram of our G-Fresnel spectrometer is shown in Fig. An incoming fibre delivers light signal onto a slit. A transmission G-Fresnel device, comprising a grating pattern in one side (600 lines per mm) and Fresnel lens pattern on the other side (focal length: 1 inch at 588 nm), both collimates the light emanating from the slit and disperses the different wavelengths across a mobile camera system containing a built-in lens that focuses the dispersed light onto a complementary metal oxide semiconductor (CMOS) image sensor (Omnivision). The fabrication of G-Fresnel was described in details elsewhere. Briefly, PDMS (Dow Corning Sylgard 184 Silicone) pre-polymer is poured onto the surface of a Fresnel lens and a diffraction grating separately.

After baking the PDMS for 12 hours at 60 °C, PDMS is cured completely and a negative Fresnel lens mold and a negative grating mold are made. Afterward, a G-Fresnel can be fabricated by sandwich the PDMS pre-polymer between the two negative molds followed by curing. Raw Bayer pattern images captured by the CMOS detector are first converted to grey level two-dimensional spectral image by summing up the red, green and blue pixel values. The grey level spectral images are then summed by column (along the slit direction) to obtain the final one-dimensional spectral data.

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The spectrometer enclosure case is fabricated by three-dimensional printing, which has pre-designed slots for positioning and aligning all the components. Slot positions, such as these for holding the input slit, the G-Fresnel, and the camera detection system are first determined on an optical bench. Trial and error is then used to arrive at the final design parameters of the case. Once the case is fabricated, only minor alignment is required. Control electronics is implemented so that the spectrometer can connect to a smartphone using the microUSB charging port, common across Android smartphone platforms. Power is also provided to the CMOS camera from the microUSB connection. An Android APP is developed to configure and control the spectrometer, as well as to transfer the spectral data to the phone for analysis.

The Android APP was developed in Eclipse IDE for Java developers. It allows a user to set the integration time, initiate a measurement, store the measured data, display the spectra, and perform simple analysis on the results. Specifically, a spectral capture is initiated by pressing a button on the smartphone screen, which sends a signal to the microelectronics camera controller board over the microUSB to turn on the camera for a desired integration period. The camera then transmits the raw data to the microelectronics controller board, which transmits the data over microUSB back to the APP. The APP stores the data, processes it, and plots the spectrum on the screen. A photo of the smartphone spectrometer is presented in Fig., which shows the device attached to a smartphone and the APP measurement interface.

Wavelength calibration is performed by identifying the wavelength peaks of a calibration lamp and the corresponding pixel positions of the spectral lines captured. The relationship is fitted with a linear curve and the parameters are stored on the phone. Diffuse reflectance spectroscopy system The DRS experimental setup is illustrated in Fig. Light from a broadband tungsten halogen lamp (HL-2000-HP, Ocean Optics) is coupled into an Ocean Optics fibre probe, which consists of 6 multimode fibres surrounding a single fibre in the center (see inset in Fig. ).

The fibre core size is 400 μm, and the diameter of each fibre and the seperation between the centers of neighboring fibres are 480 μm. The six peripheral fibres are used for illumination while the central fibre collects the diffusely reflected light and delivers it to the G-Fresnel smartphone spectrometer. Tissue phantom preparation The liquid tissue phantom samples are mixtures of human hemoglobin (H0267, Sigma-Aldrich Co. LLC) as the absorber and 1-µm polystyrene microspheres (07310–15, Polysciences, Inc.) as the scatterers dispersed in water. The polystyrene microspheres are used to simulate tissue scattering.

Hemoglobin, as the sole absorber in this sample, determines the absorption of the sample following Beer-Lambert Law. Here, we prepared 16 phantoms, which cover a hemoglobin (100% oxidized) concentration range from 5.39 to 36.16 μM in water, by fixing the number of microspheres and titrating the hemoglobin.

Tissue phantom measurement In order to measure the diffuse reflectance spectrum, the tip of the fibre probe was brought into contact with the phantom surface and a magnetic stirrer was used to ensure a uniform colloidal suspension of the microspheres throughout the measurements. Individual spectrum was measured from each phantom using the fibre probe and the G-Fresnel smartphone spectrometer with an integration time of 3.6 seconds. Immediately after all phantom measurements, the probe tip was placed in contact with a reflectance standard (Spectralon® SRS-99, LabSphere, Inc.) that has a flat reflectivity across all wavelengths. Experiments were performed at room temperature with ambient light on. Initially, a background measurement was also performed, which accounts the contribution from ambient light.

This background spectrum was then subtracted from the measured diffuse reflectance and reference spectra. For comparison, a benchtop DRS system was also utilized to obtain a diffuse reflectance spectrum from each of the same 16 phantoms. Retrieval model A Monte Carlo (MC) inverse model of reflectance is used to extract the phantom absorption coefficient µ a(λ) and reduced scattering coefficient µ sʹ(λ) as well as hemoglobin concentrations (100% HbO 2) from the phantom spectrum between 430–630 nm.

The wavelength range of 430–630 nm was selected to include the hemoglobin absorption peaks while avoiding those with low signal-to-noise ratio (e.g., between 400–430 nm). In each MC inversion, one of the phantoms was selected as the reference (with known µ a(λ), µ sʹ(λ) and reflectance spectrum) to analyze all the other phantoms.

This process was repeated 16 times, in which each of the phantoms was used as the reference once. Finally the mean and and their standard deviations (or error bars) across the 16 reference phantoms were calculated. Wavelength resolution characterization of the G-Fresnel smartphone spectrometer The spectral resolution of the G-Fresnel smartphone spectrometer is characterized through a tunable narrow-band (. By using the Monte Carlo inversion model, both the absorption and the reduced scattering coefficients were obtained from the diffuse reflectance spectra data measured with the smartphone spectrometer and the benchtop spectrometer.

The results are plotted against expected values in Fig. The percent errors, which are the relative difference between the extracted and expected values in µ a and µ sʹ, are also computed and listed in Fig. We have obtained retrieval results with errors of 9.2% and 8.1% for absorption and reduced scattering coefficients, respectively, using the MC retrieval method. From the extracted absorption coefficients, the corresponding hemoglobin concentrations are calculated and presented in Fig. Typical errors for benchtop visible DRS systems that are used for preclinical and clinical studies are 5–10%. The error in absorption for this smartphone spectrometer is on the higher end; but it is still within an acceptable range.

The extracted µ a and µ s’ showed a general trend of higher deviation from the expected values at the two ends, which was due to fewer neighboring phantoms with close µ a and µ s’ values used for reference than those in the middle. Smartphone based spectrometers have in recent years attracted significant interests thanks to the ubiquitousness of smartphones and the proven capability of optical spectroscopy for molecular sensing.

The use of the G-Fresnel device, with dual-functionalities of focusing/collimation and wavelength dispersion, can significantly simplify the design, reduce the cost, weight and size, while maintains the high performance of optical spectrometers. Our development of an “add-on” spectrometer system attachable to a smartphone leverages the same low-cost and high-performance mobile CMOS camera technology, while allowing for direct access to raw spectral data as opposed to processed ones from a built-in image sensor on a smartphone. In addition, the broadband light source can be replaced with a cost efficient micro-lamp or light emitting diode and included with the spectrometer to make a complete spectrophotometer system, resulting in a compact DRS system suitable for POC applications. The DRS retrieval errors may be further decreased by improving the wavelength resolution of the smartphone spectrometer, which can be achieved by reducing the slit size, utilizing a G-Fresnel with finer grating period, and optimizing the optical alignment. Theoretical analysis previously indicates that 1 nm resolution can be achieved with a miniature G-Fresnel. We note that the use of tissue phantoms to estimate the performance of the smartphone spectrometer is subject to several limitations. Firstly, the liquid phantoms are treated as a homogeneous medium, which may not be an ideal model for heterogeneous or layered biological tissues.

The DRS only measures volume-averaged absorber concentrations and scattering properties in tissues. It is challenging to quantify non-uniformities at high resolution. Secondly, the blood of in vivo tissues generally includes both oxy- and deoxy-hemoglobin molecules; but the hemoglobin molecules in the liquid phantoms used in the current experiments are mostly saturated with oxygen, which cannot be used to determine the accuracy for tissue oxygenation measurement. Finally, in the visible to near infrared wavelength range major scatterers are cell nuclei, mitochondria and collagen fibres with a size ranging from 10 micrometers to sub-micrometers. Therefore, future in vivo studies are necessary in order to fully evaluate the performance of the smartphone spectrometer for quantifying tissue hemoglobin contents. In this work, we demonstrated a G-Fresnel spectrometer that can be attached to a smartphone, and based on it a DRS system for quantitative diffuse reflectance measurement. The G-Fresnel spectrometer offers a compact package yet maintains 5 nm wavelength resolution across the visible and the near-infrared region.

Further, we have conducted measurement of the hemoglobin concentrations and reduced scattering coefficients of tissue phantoms using the smartphone spectrometer based DRS system. In comparison to a benchtop spectrometer based DRS system, our system demonstrates the feasibility to perform quantitative hemoglobin measurements with a comparable retrieval error of 9.2%. By virtue of the compact size, portability, and low cost of the demonstrated system, the efficacy of optical spectroscopy for quantitative measurement, and the ease of data collection, management, and computing afforded by smartphone technology, new POC opportunities with broad accessibility could thus be enabled.

Book Description - ISBN 978-1-62620-958-9 (42 Pages)
Organizations are increasingly using project management techniques within their operations and the specialist language of project management has become more and more commonplace in managerial and executive meetings. This trend is here to stay and it means that managers need to be familiar with project management roles, terms and processes.

Chapter 1 - Project Management Principles
Managers now find that they are frequently involved in projects that are being managed using a formalized project management methodology. Communications forms a key part of such projects and if you are going to be successful in your role as a manager it is essential that you have a thorough understanding of project management terminology, processes, and procedures.

Chapter 2 - Project Management Definition
Everything that an organization does can be categorized either as a project or process. A process is something that happens continually and has a low risk associated with it, whereas a project happens once and has a relatively high level of risk.

Chapter 3 - Project Management Perspectives
Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor designed to produce a unique product, service or result. It has a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the constraints on scope, time, quality and budget.

Chapter 4 - Project Organization and Structure
The way in which an organization is structured is largely a result of whether its day-to-day work is process driven or project driven. Every organization is unique and these classifications are only useful in that they illustrate the fact that project management is likely to present more of a challenge in process-focused organizations than in those that are project focused.

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Chapter 5 - Projects in a Matrix-Management Environment
In a matrix environment, an individual may 'belong to' a particular department but they will be assigned to different projects and report to a project manager while working on that project. An advantage of the matrix structure is that it can lead to a more efficient exchange of skills and information as people from different areas work closely together. A disadvantage of the matrix structure is that it is a recipe for disagreement between the line manager and the project managers.

Chapter 6 - Project Stakeholders Definition
Project stakeholders are individuals, groups, bodies and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by execution of the project or project completion.

Chapter 7 - Project Sponsor and Project Manager Definitions
The sponsor is responsible for securing the financing and overall resource budget approval and owns the opportunities and risks related to the financial outcome of the project. They may be referred to as the 'business sponsor,' 'project sponsor,' or 'executive' and are usually a senior manager with a direct interest in the business case behind the project. The project manager has the authority to use cash and other resources up to the limit set in the project charter. If they believe at any stage that the project cannot be delivered within the assigned budget and timescale then they must notify the project sponsor so that remedial action can be taken.

Chapter 8 - Project Life Cycle Definition
There is very little agreement about the life cycle phases of a project and many organizations have their own internal definitions and templates. This is understandable because of the complicated nature and diversity of projects, which can vary enormously in size and complexity. Despite this, all projects can be mapped to the following simple life cycle structure, which involves starting the project, organizing and preparing, carrying out the work, and closing the project.

Chapter 9 - Functional Areas of Project Management
Project management can be organized into functional areas, for example: managing the scope, managing the budget, managing the schedule, managing risk, etc. The reason for doing this is that it allows complex high-level tasks to be broken down into smaller tasks, a common practice when learning something new. For example, when learning to drive you concentrate on specific tasks, such as gear changing, hill starts etc., before you drive on an interstate road or motorway.

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I learned a lot from this eBook
I have never been a project manager by job title, so the topic always interested me. The name 'project manager' is pretty self-explanatory on its own, but I wanted to know more about what specifically is asked of a project manager on a daily basis. This book is able to offer answers to that question and I now feel that I better understand what it is that a project manager does, and what one can be used for. If you are in a similar position to myself, I would recommend this book as a great start toward acquiring more knowledge relating to the field of project management.

One thing I never quite understood was how a project was defined as opposed to just regular business. After all, it seems to me that business is nothing but a never ending stream of projects. However, this book provides some definitions of what a project is and when a project manager could be called for. While the term can be different for different organizations, it has helped me to at least have a frame of reference for what would be considered a project and what kinds of tasks lend themselves to the use of a project manager.

I was also interested to learn of the different roles that can be involved in a project. This book identifies three of them - Stakeholders, Sponsor, and Manager. By understanding the roles that each of these three entities can play in the overall scope of a project, I think I gained a better understanding of the process as a whole.

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As the book got into the section about a Project Life Cycle, I felt like I already understood many of the concepts even if I hadn't thought about them in this way specifically. The idea of mapping out a project and seeing it from start to finish is something that is probably familiar to everyone that has worked in business - whether they would call themselves a project manager or not.

Project Management By Meredith And Mantel

One of the most interesting points I remember from the book concerns the planning of a given project. Instead of thinking of planning as something that happens only at the beginning, the book pointed out that planning needs to be a constant throughout the life cycle of the project - all the way toward the end. Whenever I am involved in any kind of a project, no matter what role I may take on, I will always be thinking about how the planning phase needs to remain a constant so the project can evolve and stay on track to a successful conclusion.

I am not a project manager by trade, but I feel that I've learned a lot from this book that I will remember and take with me. In a sense, project management is a field that everyone can learn from because it touches all parts of an organization at one time or another. I suggest that you take a few moments to read through this short book and see if you don't take something away that will benefit you down the line.
Susan Brewer

Mba In Project Management By Distance Learning

Informative, easily understood, and well worth the time it takes to read
Many of us believe that we could manage a large project if given the chance, myself included. Unless you have been educated in project management or at least have a lot of hands on experience, you may not be a capable as you thought, something I learned through experience. A good friend of mine learned of my plight and suggested that I read 'Project Management Principles' on free-management-eBook s.com. Since it is a free site, I said why not and gave it a read. First let me say that project management is not my specialty and your knowledge of the subject may be superior to mine. Regardless of how much you know, I am certain this book with give you some food for thought.

As an introduction, the books gives and overview of some of the key terms and methods used in project management. The project management methods defined include the Agile, Critical Chain, Prince2, and PMBOK.

Project Management By Prasanna Chandra

In my opinion the most important takeaway was to ensure that you are using a strategic and planned approach to project management. Taking a step back, the book first defines how to determine what qualifies as a project and although elementary in nature, it certainly is an important step. Advancing slightly, a nicely laid out image will help you easily determine if your project is managerial in nature or is engineering focused. In another useful graphic you will see that the scope of a project will include time, quality, and cost. Careful consideration of these cannot be emphasized enough but the book does a good job of driving the point home. As a caveat to the last point, the next section does an excellent job of describing three very important considerations which are how does the project fit into our organization, how will it evolve over time, and what knowledge is required.

I really enjoy this approach as I feel like it prevents oversights and omissions effectively. Even though all the information I mentioned before was helpful, I really found the section covering the project life cycle phase useful. The phases are the initiation, planning, execution, and closure phase for those of you who are not familiar. I guess the point I am trying to make is that this book is informative, easily understood, and well worth the time it takes to read.
Jason Greaves