曝光臺 注意防騙 網曝天貓店富美金盛家居專營店坑蒙拐騙欺詐消費者

R2, see Coefficient of determination
Rampey, J., 220
Recurring costs, 50
Regression analysis, 69. See also
Linear regression analysis
Regression sum of squares (SSR), 74
Repetitive activities, learning curve
for, 61–64
Requests for quotes (RFQs), 52
Resource allocation. See also Project
budgeting
methods used for, 85
over time periods, 84
Retentions, 146–147
Return phase (SCOR model), 231
Reviews:
quality, 249
value management, 176–179
RFQs (requests for quotes), 52
Risk management, 180–184
and crisis control, 202
financial risk control, 158–159
integrated value management and,
272–274
risk assessment, 180–182
and value management, 181–184
WBS level of detail for, 41
Risk register, 182
Index 287
Roberts, Harry V., 220
Robust design, 240–243
Rolls-Royce, 215, 222
The Royal Bank of Canada, 18
SCC (Supply Chain Council), 230
Schedules:
for activities and resource usage,
118
freezing, 199
project, 27, 93, 199
Schedule performance index (SPI),
115, 121
Schedule variance (SV), 115, 118
Schedule variations, price adjustments
due to, 146
SCM, see Supply chain management
Scope:
changes in, 30, 32, 47–48, 238–239
freezing, 199
Scope analysis (VM), 8
Scope creep, 47–48
Scope definition, 28–31
common shortcomings in, 29–30
cost estimates and quality of, 47
elements of, 28–30
for house construction project, 31
list of assumptions in, 30
outcome of, 27
in project planning, 28–32
and statement of work, 28
Scope statement:
in statement of work, 25
statement of work vs., 27
SCOR model, 230–231
S-curve:
in forecasting, 77–81
in performance monitoring, 109–111
significant shortcomings of, 111
Senior debt, 151–152
Shui On Construction Company,
220–221
Sikorsky Aircraft, 222–223
Simchi-Levi, David, 213
Simchi-Levi, Edith, 213
Six Sigma, 249–252
model for projects, 250–251
software PM application of, 251–252
Solheim, John K., 274
Sourcing phase (SCOR model), 231
SOW, see Statement of work
Special purpose or project vehicle
(SPV) stakeholders, 154
Specifications:
changes in, 47–48, 239
freezing, 198
SPI, see Schedule performance index
Sport Obermeyer, 212
SPV (special purpose or project
vehicle) stakeholders, 154
SSE (error sum of squares), 74
SSR (regression sum of squares), 74
SST, see Total sum of squares
Stage payments, 141–142
Stakeholders:
defining needs of, 19
perceptions of value among, 3
special purpose/project vehicle,
154
Standards:
for configuration management,
192
for proposal evaluation, 24
quality, 252–253
for work, 24
Standard error of the estimate (syx),
74–75
Statement of goals, 22
Statement of work (SOW), 23–26
form for, 25–26
project scope vs., 27
scope definition document vs., 28
topics included in, 24–25
Status accounting, configuration,
194
Strategies, corporate vs. project, 17
Structured decision making, 172–173
Submittal process, 147
Suppliers:
as critical SCM area, 213–214
development of, 224
Supplier Kaizen, 223, 224, 260
Supply chains:
choosing, 221
components of, 210–211
integration of, 225–227
optimizing value in, 220–221
288 Index
project supply chain process
framework, 221–225
total integration of, 225–227
Supply Chain Council (SCC), 230
Supply chain management (SCM),
209–232
benefits of, 212–213
critical areas of, 213–215
defined, 210
future issues in, 231–232
need for, 211–212
to optimize value in supply chains,
220–221
performance metrics in, 227–229
in project management, 215–217
and project supply chain process
framework, 221–225
and SCOR model, 230–231
for total integration of supply chain,
225–227
value drivers in, 217–219
Supply chain operations reference
model, see SCOR model
SV, see Schedule variance
Switch trades, 153
syx, see Standard error of the estimate
Taguchi, Genichi, 239–243
Target costing, 266–267
Target price, 145
Task budgets. See also Activity-based
　
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