Managerial Accounting with Connect Access Card

Business & Money

Garrison,Ray

Webb, Alan

Libby, Theresa

Carroll, Ray

Chesley, G. Richard

Accounting

McGraw-Hill/Ryerson

A comprehensive guide to the tools and techniques of contemporary project management, for practicing managers and professionals in new product development. New methods are explained in detail, including cost-performance measurement; configuration control; risk management; parametric estimating; and a review of contemporary software applications. The managerial applications of the methodologies are enhanced with worked examples, taken from a wide range of industries, which illustrate many common problems and pitfalls. Annotation copyright Book News, Inc. Portland, Or.

Managing Innovative Projects

Management & Leadership

Chapman & Hall

This comprehensive book provides a complete guide to managing projects involving the development of new products. It aims to give the practising project manager an insight into the many processes that are involved in handling one of the most complex of industrial activities. The book is arranged in a logical sequence covering the development of project management, project management structures, aspects of planning, monitoring and control, economics and value management, design management, intellectual property issues and production start-up. Particular emphasis has been given to risk management which is recognized as both a difficult subject and also one of growing importance to today’s project manager, especially in product innovation. A complete explanation is given of the latest and most relevant techniques together with guidance as to where and how they should be applied. Where software tools are available these are named and, in some cases, brief descriptions are included; in all cases contact details of the vendors are provided.

Project Management for Successful Product Innovation

Routledge

The concept of 'earned value' as a project management tool has been around since the 1960s; although recognized as an important technique and widely used on US Government contracts, it failed to excite much interest in the wider world because of its specifically American requirements and the cumbersome, prescriptive bureaucracy that seemed to accompany it. Recently however, with the advent of suitable software and used in a much more flexible way, there has been a growth in interest among project managers. Crucially it has been recognised that this technique can be helpful in a wide variety of projects of almost any size, not just government projects costing billions of pounds. In essence, earned value allows the project manager a more precise view of actual project performance in terms of both value generated and schedule progress than is possible with any other approach. Alan Webb's concise guide provides practising project managers with everything they need to: ¢ assess the appropriateness and benefits of the earned value process for both their project(s) and their organization; ¢ appreciate, understand and learn the techniques involved; ¢ identify how to apply the data to manage projects with flexibility, pragmatism and rigour; ¢ understand the different features and benefits of the various software packages available; ¢ plan for the introduction of an earned value methodology, anticipating both the systems and people problems they may face. The book uses worked examples, cases and anecdotes from the author's own extensive experience to bring this technical subject to life. Alan's writing style is direct and economical, which means that whether you are dipping into chapters for reference or reading about the process from cover to cover, everything he has to say is pertinent and helpful.

Using Earned Value: A Project Manager's Guide

Finance

Risk is a key issue for every project manager. How the various risks are handled can often define the final outcome of a project; it can determine its overall worth to both sponsors and contractors and its ultimate success or failure. Alan Webb's The Project Manager's Guide to Handling Risk is a concise, practical guide to the process for every project manager. Starting from an explanation of how our current ideas of risk have evolved, the author: � introduces the nature of risk and the basis of risk analysis; � explores how and where different patterns of risk emerge within the life of a project, and � explains the variety of tools and techniques for risk analysis and management and shows how to use them. The book also provides a comprehensive assessment of the current range of software tools that deals with the various aspects of risk management. Included with The Project Manager's Guide to Handling Risk is a free CD-ROM containing samples of available software packages.

The Project Manager's Guide to Handling Risk

Once Upon a Time in Zimbabwe: A Story of Race and Inheritance

Literature & Fiction

United States

FriesenPress

The concept of 'earned value' as a project management tool has been around since the 1960s; although recognized as an important technique and widely used on US Government contracts, it failed to excite much interest in the wider world because of its specifically American requirements and the cumbersome, prescriptive bureaucracy that seemed to accompany it. Recently however, with the advent of suitable software and used in a much more flexible way, there has been a growth in interest among project managers. Crucially it has been recognised that this technique can be helpful in a wide variety of projects of almost any size, not just government projects costing billions of pounds. In essence, earned value allows the project manager a more precise view of actual project performance in terms of both value generated and schedule progress than is possible with any other approach. Alan Webb's concise guide provides practising project managers with everything they need to: ¢ assess the appropriateness and benefits of the earned value process for both their project(s) and their organization; ¢ appreciate, understand and learn the techniques involved; ¢ identify how to apply the data to manage projects with flexibility, pragmatism and rigour; ¢ understand the different features and benefits of the various software packages available; ¢ plan for the introduction of an earned value methodology, anticipating both the systems and people problems they may face. The book uses worked examples, cases and anecdotes from the author's own extensive experience to bring this technical subject to life. Alan's writing style is direct and economical, which means that whether you are dipping into chapters for reference or reading about the process from cover to cover, everything he has to say is pertinent and helpful.

Using Earned Value

About the Author\nRay H. Garrison (B.S. and M.S. Brigham Young University, D.B.A. Indiana University) is emeritus Professor of Accounting at Brigham Young University, Provo, Utah. As a certified public accountant, he has been involved in management consulting work with both national and regional accounting firms. He has published articles in The Accounting Review, Management Accounting, and other professional journals. Innovation in the classroom has earned him the Karl G. Maeser Distinguished Teaching Award from Brigham Young University.\nR. Alan Webb is an Associate Professor in the School of Accounting and Finance at the University of Waterloo. He is a graduate of Mount Allison University and the University of Alberta, with B. Comm. and Ph.D. degrees. His primary research interests are in the areas of budgeting, goal-setting, and performance measurement. Professor Webb has presented his work throughout North America and he is an Associate Editor of Contemporary Accounting Research. His recent publications appear in The Accounting Review, Journal of Accounting Research, Contemporary Accounting Research, Issues in Accounting Education, CA Magazine, and CMA Management magazine. He is a chartered accountant and has volunteered in numerous professional activities both in Canada and abroad.\nFor centuries, the lighthouse has stood as a beacon of guidance for mariners at sea. More than an aid to navigation, the lighthouse symbolizes safety, permanence, reliability, and the comforts of the familiar. For this reason, we have chosen to illustrate the twelfth Canadian edition of our flagship Managerial Accounting publication by Garrison/Libby/Webb with a lighthouse image that encapsulates the greatest strengths of this market leading text.\nGarrison guides students through the challenges of learning managerial accounting. It identifies the three functions managers must perform within their organizations―plan operations, control activities, and make decisions―and explains the accounting information necessary for these functions. The twelfth Canadian edition of Managerial Accounting continues to place an emphasis on three core qualities: relevance, balance and clarity.

Managerial Accounting

Garrison, Ray H.

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