Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition

Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition

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Table of contents

  1. Cover Page
  2. Dr. Kerzner's 16 Points to Project Management Maturity
  3. Title Page
  4. Copyright
  5. Dedication
  6. Contents
  7. Preface
  8. Overview
    1. 1.0 INTRODUCTION
    2. 1.1 UNDERSTANDING PROJECT MANAGEMENT
    3. 1.2 DEFINING PROJECT SUCCESS
    4. 1.3 THE PROJECT MANAGER–LINE MANAGER INTERFACE
    5. 1.4 DEFINING THE PROJECT MANAGER'S ROLE
    6. 1.5 DEFINING THE FUNCTIONAL MANAGER'S ROLE
    7. 1.6 DEFINING THE FUNCTIONAL EMPLOYEE'S ROLE
    8. 1.7 DEFINING THE EXECUTIVE'S ROLE
    9. 1.8 WORKING WITH EXECUTIVES
    10. 1.9 THE PROJECT MANAGER AS THE PLANNING AGENT
    11. 1.10 PROJECT CHAMPIONS
    12. 1.11 THE DOWNSIDE OF PROJECT MANAGEMENT
    13. 1.12 PROJECT-DRIVEN VERSUS NON–PROJECT-DRIVEN ORGANIZATIONS
    14. 1.13 MARKETING IN THE PROJECT-DRIVEN ORGANIZATION
    15. 1.14 CLASSIFICATION OF PROJECTS
    16. 1.15 LOCATION OF THE PROJECT MANAGER
    17. 1.16 DIFFERING VIEWS OF PROJECT MANAGEMENT
    18. 1.17 CONCURRENT ENGINEERING: A PROJECT MANAGEMENT APPROACH
    19. 1.18 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    20. ANSWERS
    21. PROBLEMS
  9. Project Management Growth: Concepts and Definitions
    1. 2.0 INTRODUCTION
    2. 2.1 GENERAL SYSTEMS MANAGEMENT
    3. 2.2 PROJECT MANAGEMENT: 1945–1960
    4. 2.3 PROJECT MANAGEMENT: 1960–1985
    5. 2.4 PROJECT MANAGEMENT: 1985–2009
    6. 2.5 RESISTANCE TO CHANGE
    7. 2.6 SYSTEMS, PROGRAMS, AND PROJECTS: A DEFINITION
    8. 2.7 PRODUCT VERSUS PROJECT MANAGEMENT: A DEFINITION
    9. 2.8 MATURITY AND EXCELLENCE: A DEFINITION
    10. 2.9 INFORMAL PROJECT MANAGEMENT: A DEFINITION
    11. 2.10 THE MANY FACES OF SUCCESS
    12. 2.11 THE MANY FACES OF FAILURE
    13. 2.12 THE STAGE-GATE PROCESS
    14. 2.13 PROJECT LIFE CYCLES
    15. 2.14 GATE REVIEW MEETINGS (PROJECT CLOSURE)
    16. 2.15 PROJECT MANAGEMENT METHODOLOGIES: A DEFINITION
    17. 2.16 ORGANIZATIONAL CHANGE MANAGEMENT AND CORPORATE CULTURES
    18. 2.17 PROJECT MANAGEMENT INTELLECTUAL PROPERTY
    19. 2.18 SYSTEMS THINKING
    20. 2.19 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    21. ANSWERS
    22. PROBLEMS
  10. Organizational Structures
    1. 3.0 INTRODUCTION
    2. 3.1 ORGANIZATIONAL WORK FLOW
    3. 3.2 TRADITIONAL (CLASSICAL) ORGANIZATION
    4. 3.3 DEVELOPING WORK INTEGRATION POSITIONS
    5. 3.4 LINE–STAFF ORGANIZATION (PROJECT COORDINATOR)
    6. 3.5 PURE PRODUCT (PROJECTIZED) ORGANIZATION
    7. 3.6 MATRIX ORGANIZATIONAL FORM
    8. 3.7 MODIFICATION OF MATRIX STRUCTURES
    9. 3.8 THE STRONG, WEAK, OR BALANCED MATRIX
    10. 3.9 CENTER FOR PROJECT MANAGEMENT EXPERTISE
    11. 3.10 MATRIX LAYERING
    12. 3.11 SELECTING THE ORGANIZATIONAL FORM
    13. 3.12 STRUCTURING THE SMALL COMPANY
    14. 3.13 STRATEGIC BUSINESS UNIT (SBU) PROJECT MANAGEMENT
    15. 3.14 TRANSITIONAL MANAGEMENT
    16. 3.15 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    17. ANSWERS
    18. PROBLEMS
  11. Organizing and Staffing the Project Office and Team
    1. 4.0 INTRODUCTION
    2. 4.1 THE STAFFING ENVIRONMENT
    3. 4.2 SELECTING THE PROJECT MANAGER: AN EXECUTIVE DECISION
    4. 4.3 SKILL REQUIREMENTS FOR PROJECT AND PROGRAM MANAGERS
    5. 4.4 SPECIAL CASES IN PROJECT MANAGER SELECTION
    6. 4.5 SELECTING THE WRONG PROJECT MANAGER
    7. 4.6 NEXT GENERATION PROJECT MANAGERS
    8. 4.7 DUTIES AND JOB DESCRIPTIONS
    9. 4.8 THE ORGANIZATIONAL STAFFING PROCESS
    10. 4.9 THE PROJECT OFFICE
    11. 4.10 THE FUNCTIONAL TEAM
    12. 4.11 THE PROJECT ORGANIZATIONAL CHART
    13. 4.12 SPECIAL PROBLEMS
    14. 4.13 SELECTING THE PROJECT MANAGEMENT IMPLEMENTATION TEAM
    15. 4.14 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    16. ANSWERS
    17. PROBLEMS
  12. Management Functions
    1. 5.0 INTRODUCTION
    2. 5.1 CONTROLLING
    3. 5.2 DIRECTING
    4. 5.3 PROJECT AUTHORITY
    5. 5.4 INTERPERSONAL INFLUENCES
    6. 5.5 BARRIERS TO PROJECT TEAM DEVELOPMENT
    7. 5.6 SUGGESTIONS FOR HANDLING THE NEWLY FORMED TEAM
    8. 5.7 TEAM BUILDING AS AN ONGOING PROCESS
    9. 5.8 DYSFUNCTIONS OF A TEAM
    10. 5.9 LEADERSHIP IN A PROJECT ENVIRONMENT
    11. 5.10 LIFE-CYCLE LEADERSHIP
    12. 5.11 ORGANIZATIONAL IMPACT
    13. 5.12 EMPLOYEE–MANAGER PROBLEMS
    14. 5.13 MANAGEMENT PITFALLS
    15. 5.14 COMMUNICATIONS
    16. 5.15 PROJECT REVIEW MEETINGS
    17. 5.16 PROJECT MANAGEMENT BOTTLENECKS
    18. 5.17 COMMUNICATION TRAPS
    19. 5.18 PROVERBS AND LAWS
    20. 5.19 HUMAN BEHAVIOR EDUCATION
    21. 5.20 MANAGEMENT POLICIES AND PROCEDURES
    22. 5.21 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    23. ANSWERS
    24. PROBLEMS
  13. Management of Your Time and Stress
    1. 6.0 INTRODUCTION
    2. 6.1 UNDERSTANDING TIME MANAGEMENT
    3. 6.2 TIME ROBBERS
    4. 6.3 TIME MANAGEMENT FORMS
    5. 6.4 EFFECTIVE TIME MANAGEMENT
    6. 6.5 STRESS AND BURNOUT
    7. 6.6 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    8. ANSWERS
    9. PROBLEMS
  14. Conflicts
    1. 7.0 INTRODUCTION
    2. 7.1 OBJECTIVES
    3. 7.2 THE CONFLICT ENVIRONMENT
    4. 7.3 CONFLICT RESOLUTION
    5. 7.4 UNDERSTANDING SUPERIOR, SUBORDINATE, AND FUNCTIONAL CONFLICTS
    6. 7.5 THE MANAGEMENT OF CONFLICTS
    7. 7.6 CONFLICT RESOLUTION MODES
    8. 7.7 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    9. ANSWERS
    10. PROBLEMS
  15. Special Topics
    1. 8.0 INTRODUCTION
    2. 8.1 PERFORMANCE MEASUREMENT
    3. 8.2 FINANCIAL COMPENSATION AND REWARDS
    4. 8.3 CRITICAL ISSUES WITH REWARDING PROJECT TEAMS
    5. 8.4 EFFECTIVE PROJECT MANAGEMENT IN THE SMALL BUSINESS ORGANIZATION
    6. 8.5 MEGA PROJECTS
    7. 8.6 MORALITY, ETHICS, AND THE CORPORATE CULTURE
    8. 8.7 PROFESSIONAL RESPONSIBILITIES
    9. 8.8 INTERNAL PARTNERSHIPS
    10. 8.9 EXTERNAL PARTNERSHIPS
    11. 8.10 TRAINING AND EDUCATION
    12. 8.11 INTEGRATED PRODUCT/PROJECT TEAMS
    13. 8.12 VIRTUAL PROJECT TEAMS
    14. 8.13 BREAKTHROUGH PROJECTS
    15. 8.14 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    16. ANSWERS
    17. PROBLEMS
  16. The Variables for Success
    1. 9.0 INTRODUCTION
    2. 9.1 PREDICTING PROJECT SUCCESS
    3. 9.2 PROJECT MANAGEMENT EFFECTIVENESS
    4. 9.3 EXPECTATIONS
    5. 9.4 LESSONS LEARNED
    6. 9.5 UNDERSTANDING BEST PRACTICES
    7. 9.6 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    8. ANSWERS
    9. PROBLEMS
  17. Working with Executives
    1. 10.0 INTRODUCTION
    2. 10.1 THE PROJECT SPONSOR
    3. 10.2 HANDLING DISAGREEMENTS WITH THE SPONSOR
    4. 10.3 THE COLLECTIVE BELIEF
    5. 10.4 THE EXIT CHAMPION
    6. 10.5 THE IN-HOUSE REPRESENTATIVES
    7. 10.6 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    8. ANSWERS
    9. PROBLEMS
  18. Planning
    1. 11.0 INTRODUCTION
    2. 11.1 VALIDATING THE ASSUMPTIONS
    3. 11.2 GENERAL PLANNING
    4. 11.3 LIFE-CYCLE PHASES
    5. 11.4 PROPOSAL PREPARATION
    6. 11.5 KICKOFF MEETINGS
    7. 11.6 UNDERSTANDING PARTICIPANTS' ROLES
    8. 11.7 PROJECT PLANNING
    9. 11.8 THE STATEMENT OF WORK
    10. 11.9 PROJECT SPECIFICATIONS
    11. 11.10 MILESTONE SCHEDULES
    12. 11.11 WORK BREAKDOWN STRUCTURE
    13. 11.12 WBS DECOMPOSITION PROBLEMS
    14. 11.13 ROLE OF THE EXECUTIVE IN PROJECT SELECTION
    15. 11.14 ROLE OF THE EXECUTIVE IN PLANNING
    16. 11.15 THE PLANNING CYCLE
    17. 11.16 WORK PLANNING AUTHORIZATION
    18. 11.17 WHY DO PLANS FAIL?
    19. 11.18 STOPPING PROJECTS
    20. 11.19 HANDLING PROJECT PHASEOUTS AND TRANSFERS
    21. 11.20 DETAILED SCHEDULES AND CHARTS
    22. 11.21 MASTER PRODUCTION SCHEDULING
    23. 11.22 PROJECT PLAN
    24. 11.23 TOTAL PROJECT PLANNING
    25. 11.24 THE PROJECT CHARTER
    26. 11.25 MANAGEMENT CONTROL
    27. 11.26 THE PROJECT MANAGER–LINE MANAGER INTERFACE
    28. 11.27 FAST-TRACKING
    29. 11.28 CONFIGURATION MANAGEMENT
    30. 11.29 ENTERPRISE PROJECT MANAGEMENT METHODOLOGIES
    31. 11.30 PROJECT AUDITS
    32. 11.31 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    33. ANSWERS
    34. PROBLEMS
  19. Network Scheduling Techniques
    1. 12.0 INTRODUCTION
    2. 12.1 NETWORK FUNDAMENTALS
    3. 12.2 GRAPHICAL EVALUATION AND REVIEW TECHNIQUE (GERT)
    4. 12.3 DEPENDENCIES
    5. 12.4 SLACK TIME
    6. 12.5 NETWORK REPLANNING
    7. 12.6 ESTIMATING ACTIVITY TIME
    8. 12.7 ESTIMATING TOTAL PROJECT TIME
    9. 12.8 TOTAL PERT/CPM PLANNING
    10. 12.9 CRASH TIMES
    11. 12.10 PERT/CPM PROBLEM AREAS
    12. 12.11 ALTERNATIVE PERT/CPM MODELS
    13. 12.12 PRECEDENCE NETWORKS
    14. 12.13 LAG
    15. 12.14 SCHEDULING PROBLEMS
    16. 12.15 THE MYTHS OF SCHEDULE COMPRESSION
    17. 12.16 UNDERSTANDING PROJECT MANAGEMENT SOFTWARE
    18. 12.17 SOFTWARE FEATURES OFFERED
    19. 12.18 SOFTWARE CLASSIFICATION
    20. 12.19 IMPLEMENTATION PROBLEMS
    21. 12.20 CRITICAL CHAIN
    22. 12.21 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    23. ANSWERS
    24. PROBLEMS
  20. Project Graphics
    1. 13.0 INTRODUCTION
    2. 13.1 CUSTOMER REPORTING
    3. 13.2 BAR (GANTT) CHART
    4. 13.3 OTHER CONVENTIONAL PRESENTATION TECHNIQUES
    5. 13.4 LOGIC DIAGRAMS/NETWORKS
    6. 13.5 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    7. ANSWERS
    8. PROBLEMS
  21. Pricing and Estimating
    1. 14.0 INTRODUCTION
    2. 14.1 GLOBAL PRICING STRATEGIES
    3. 14.2 TYPES OF ESTIMATES
    4. 14.3 PRICING PROCESS
    5. 14.4 ORGANIZATIONAL INPUT REQUIREMENTS
    6. 14.5 LABOR DISTRIBUTIONS
    7. 14.6 OVERHEAD RATES
    8. 14.7 MATERIALS/SUPPORT COSTS
    9. 14.8 PRICING OUT THE WORK
    10. 14.9 SMOOTHING OUT DEPARTMENT MAN-HOURS
    11. 14.10 THE PRICING REVIEW PROCEDURE
    12. 14.11 SYSTEMS PRICING
    13. 14.12 DEVELOPING THE SUPPORTING/BACKUP COSTS
    14. 14.13 THE LOW-BIDDER DILEMMA
    15. 14.14 SPECIAL PROBLEMS
    16. 14.15 ESTIMATING PITFALLS
    17. 14.16 ESTIMATING HIGH-RISK PROJECTS
    18. 14.17 PROJECT RISKS
    19. 14.18 THE DISASTER OF APPLYING THE 10 PERCENT SOLUTION TO PROJECT ESTIMATES
    20. 14.19 LIFE-CYCLE COSTING (LCC)
    21. 14.20 LOGISTICS SUPPORT
    22. 14.21 ECONOMIC PROJECT SELECTION CRITERIA: CAPITAL BUDGETING
    23. 14.22 PAYBACK PERIOD
    24. 14.23 THE TIME VALUE OF MONEY
    25. 14.24 NET PRESENT VALUE (NPV)
    26. 14.25 INTERNAL RATE OF RETURN (IRR)
    27. 14.26 COMPARING IRR, NPV, AND PAYBACK
    28. 14.27 RISK ANALYSIS
    29. 14.28 CAPITAL RATIONING
    30. 14.29 PROJECT FINANCING
    31. 14.30 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    32. ANSWERS
    33. PROBLEMS
  22. Cost Control
    1. 15.0 INTRODUCTION
    2. 15.1 UNDERSTANDING CONTROL
    3. 15.2 THE OPERATING CYCLE
    4. 15.3 COST ACCOUNT CODES
    5. 15.4 BUDGETS
    6. 15.5 THE EARNED VALUE MEASUREMENT SYSTEM (EVMS)
    7. 15.6 VARIANCE AND EARNED VALUE
    8. 15.7 THE COST BASELINE
    9. 15.8 JUSTIFYING THE COSTS
    10. 15.9 THE COST OVERRUN DILEMMA
    11. 15.10 RECORDING MATERIAL COSTS USING EARNED VALUE MEASUREMENT
    12. 15.11 THE MATERIAL ACCOUNTING CRITERION
    13. 15.12 MATERIAL VARIANCES: PRICE AND USAGE
    14. 15.13 SUMMARY VARIANCES
    15. 15.14 STATUS REPORTING
    16. 15.15 COST CONTROL PROBLEMS
    17. 15.16 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    18. ANSWERS
    19. PROBLEMS
  23. Trade-off Analysis in a Project Environment
    1. 16.0 INTRODUCTION
    2. 16.1 METHODOLOGY FOR TRADE-OFF ANALYSIS
    3. 16.2 CONTRACTS: THEIR INFLUENCE ON PROJECTS
    4. 16.3 INDUSTRY TRADE-OFF PREFERENCES
    5. 16.4 CONCLUSION
    6. 16.5 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    7. ANSWERS
  24. Risk Management
    1. 17.0 INTRODUCTION
    2. 17.1 DEFINITION OF RISK
    3. 17.2 TOLERANCE FOR RISK
    4. 17.3 DEFINITION OF RISK MANAGEMENT
    5. 17.4 CERTAINTY, RISK, AND UNCERTAINTY
    6. 17.5 RISK MANAGEMENT PROCESS
    7. 17.6 PLAN RISK MANAGEMENT
    8. 17.7 RISK IDENTIFICATION
    9. 17.8 RISK ANALYSIS
    10. 17.9 QUALITATIVE RISK ANALYSIS
    11. 17.10 QUANTITATIVE RISK ANALYSIS
    12. 17.11 PROBABILITY DISTRIBUTIONS AND THE MONTE CARLO PROCESS
    13. 17.12 PLAN RISK RESPONSE
    14. 17.13 MONITOR AND CONTROL RISKS
    15. 17.14 SOME IMPLEMENTATION CONSIDERATIONS
    16. 17.15 THE USE OF LESSONS LEARNED
    17. 17.16 DEPENDENCIES BETWEEN RISKS
    18. 17.17 THE IMPACT OF RISK HANDLING MEASURES
    19. 17.18 RISK AND CONCURRENT ENGINEERING
    20. 17.19 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    21. ANSWERS
    22. PROBLEMS
  25. Learning Curves
    1. 18.0 INTRODUCTION
    2. 18.1 GENERAL THEORY
    3. 18.2 THE LEARNING CURVE CONCEPT
    4. 18.3 GRAPHIC REPRESENTATION
    5. 18.4 KEY WORDS ASSOCIATED WITH LEARNING CURVES
    6. 18.5 THE CUMULATIVE AVERAGE CURVE
    7. 18.6 SOURCES OF EXPERIENCE
    8. 18.7 DEVELOPING SLOPE MEASURES
    9. 18.8 UNIT COSTS AND USE OF MIDPOINTS
    10. 18.9 SELECTION OF LEARNING CURVES
    11. 18.10 FOLLOW-ON ORDERS
    12. 18.11 MANUFACTURING BREAKS
    13. 18.12 LEARNING CURVE LIMITATIONS
    14. 18.13 PRICES AND EXPERIENCE
    15. 18.14 COMPETITIVE WEAPON
    16. 18.15 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    17. ANSWERS
    18. PROBLEMS
  26. Contract Management
    1. 19.0 INTRODUCTION
    2. 19.1 PROCUREMENT
    3. 19.2 PLAN PROCUREMENTS
    4. 19.3 CONDUCTING THE PROCUREMENTS
    5. 19.4 CONDUCT PROCUREMENTS: REQUEST SELLER RESPONSES
    6. 19.5 CONDUCT PROCUREMENTS: SELECT SELLERS
    7. 19.6 TYPES OF CONTRACTS
    8. 19.7 INCENTIVE CONTRACTS
    9. 19.8 CONTRACT TYPE VERSUS RISK
    10. 19.9 CONTRACT ADMINISTRATION CYCLE
    11. 19.10 CONTRACT CLOSURE
    12. 19.11 USING A CHECKLIST
    13. 19.12 PROPOSAL-CONTRACTUAL INTERACTION
    14. 19.13 SUMMARY
    15. 19.14 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    16. ANSWERS
  27. Quality Management
    1. 20.0 INTRODUCTION
    2. 20.1 DEFINITION OF QUALITY
    3. 20.2 THE QUALITY MOVEMENT
    4. 20.3 COMPARISON OF THE QUALITY PIONEERS
    5. 20.4 THE TAGUCHI APPROACH
    6. 20.5 THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD
    7. 20.6 ISO 9000
    8. 20.7 QUALITY MANAGEMENT CONCEPTS
    9. 20.8 THE COST OF QUALITY
    10. 20.9 THE SEVEN QUALITY CONTROL TOOLS
    11. 20.10 PROCESS CAPABILITY (CP)
    12. 20.11 ACCEPTANCE SAMPLING
    13. 20.12 IMPLEMENTING SIX SIGMA
    14. 20.13 LEAN SIX SIGMA AND DMAIC
    15. 20.14 QUALITY LEADERSHIP
    16. 20.15 RESPONSIBILITY FOR QUALITY
    17. 20.16 QUALITY CIRCLES
    18. 20.17 JUST-IN-TIME MANUFACTURING (JIT)
    19. 20.18 TOTAL QUALITY MANAGEMENT (TQM)
    20. 20.19 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
    21. ANSWERS
  28. Modern Developments in Project Management
    1. 21.0 INTRODUCTION
    2. 21.1 THE PROJECT MANAGEMENT MATURITY MODEL (PMMM)
    3. 21.2 DEVELOPING EFFECTIVE PROCEDURAL DOCUMENTATION_
    4. 21.3 PROJECT MANAGEMENT METHODOLOGIES
    5. 21.4 CONTINUOUS IMPROVEMENT
    6. 21.5 CAPACITY PLANNING
    7. 21.6 COMPETENCY MODELS
    8. 21.7 MANAGING MULTIPLE PROJECTS
    9. 21.8 END-OF-PHASE REVIEW MEETINGS
  29. THE BUSINESS OF SCOPE CHANGES
    1. 22.0 INTRODUCTION
    2. 22.1 NEED FOR BUSINESS KNOWLEDGE
    3. 22.2 TIMING OF SCOPE CHANGES
    4. 22.3 BUSINESS NEED FOR A SCOPE CHANGE
    5. 22.4 RATIONALE FOR NOT APPROVING A SCOPE CHANGE
  30. The Project Office
    1. 23.0 INTRODUCTION
    2. 23.1 PRESENT-DAY PROJECT OFFICE
    3. 23.2 IMPLEMENTATION RISKS
    4. 23.3 TYPES OF PROJECT OFFICES
    5. 23.4 NETWORKING PROJECT MANAGEMENT OFFICES
    6. 23.5 PROJECT MANAGEMENT INFORMATION SYSTEMS
    7. 23.6 DISSEMINATION OF INFORMATION
    8. 23.7 MENTORING
    9. 23.8 DEVELOPMENT OF STANDARDS AND TEMPLATES
    10. 23.9 PROJECT MANAGEMENT BENCHMARKING
    11. 23.10 BUSINESS CASE DEVELOPMENT
    12. 23.11 CUSTOMIZED TRAINING (RELATED TO PROJECT MANAGEMENT)
    13. 23.12 MANAGING STAKEHOLDERS
    14. 23.13 CONTINUOUS IMPROVEMENT
    15. 23.14 CAPACITY PLANNING
    16. 23.15 RISKS OF USING A PROJECT OFFICE
  31. MANAGING CRISIS PROJECTS
    1. 24.0 INTRODUCTION
    2. 24.1 UNDERSTANDING CRISIS MANAGEMENT
    3. 24.2 FORD VERSUS FIRESTONE
    4. 24.3 THE AIR FRANCE CONCORDE CRASH
    5. 24.4 INTEL AND THE PENTIUM CHIP
    6. 24.5 THE RUSSIAN SUBMARINE KURSK
    7. 24.6 THE TYLENOL POISONINGS
    8. 24.7 NESTLÉ'S MARKETING OF INFANT FORMULA
    9. 24.8 THE SPACE SHUTTLE CHALLENGER DISASTER
    10. 24.9 THE SPACE SHUTTLE COLUMBIA DISASTER
    11. 24.10 VICTIMS VERSUS VILLAINS
    12. 24.11 LIFE-CYCLE PHASES
    13. 24.12 PROJECT MANAGEMENT IMPLICATIONS
  32. The Rise, Fall, and Resurrection of Iridium: A Project Management Perspective
    1. 25.0 INTRODUCTION
    2. 25.1 NAMING THE PROJECT “IRIDIUM”
    3. 25.2 OBTAINING EXECUTIVE SUPPORT
    4. 25.3 LAUNCHING THE VENTURE
    5. 25.4 THE IRIDIUM SYSTEM
    6. 25.5 THE TERRESTRIAL AND SPACE-BASED NETWORK
    7. 25.6 PROJECT INITIATION: DEVELOPING THE BUSINESS CASE
    8. 25.7 THE “HIDDEN” BUSINESS CASE
    9. 25.8 RISK MANAGEMENT
    10. 25.9 THE COLLECTIVE BELIEF
    11. 25.10 THE EXIT CHAMPION
    12. 25.11 IRIDIUM'S INFANCY YEARS
    13. 25.12 DEBT FINANCING
    14. 25.13 THE M-STAR PROJECT
    15. 25.14 ANEW CEO
    16. 25.15 SATELLITE LAUNCHES
    17. 25.16 AN INITIAL PUBLIC OFFERING (IPO)
    18. 25.17 SIGNING UP CUSTOMERS
    19. 25.18 IRIDIUM'S RAPID ASCENT
    20. 25.19 IRIDIUM'S RAPID DESCENT
    21. 25.20 THE IRIDIUM “FLU”
    22. 25.21 SEARCHING FOR A WHITE KNIGHT
    23. 25.22 THE DEFINITION OF FAILURE (OCTOBER, 1999)
    24. 25.23 THE SATELLITE DEORBITING PLAN
    25. 25.24 IRIDIUM IS RESCUED FOR $25 MILLION
    26. 25.25 EPILOGUE
    27. 25.26 SHAREHOLDER LAWSUITS
    28. 25.27 THE BANKRUPTCY COURT RULING
    29. 25.28 AUTOPSY
    30. 25.29 FINANCIAL IMPACT OF THE BANKRUPTCY
    31. 25.30 WHAT REALLY WENT WRONG?
    32. 25.31 LESSONS LEARNED
    33. 25.32 CONCLUSION
  33. APPENDIX A: Solutions to the Project Management Conflict Exercise
  34. APPENDIX B: Solution to Leadership Exercise
  35. APPENDIX C: Dorale Products Case Studies
    1. DORALE PRODUCTS (A)
    2. DORALE PRODUCTS (B)
    3. DORALE PRODUCTS (C)
    4. DORALE PRODUCTS (D)
    5. DORALE PRODUCTS (E)
    6. DORALE PRODUCTS (F)
    7. DORALE PRODUCTS (G)
    8. DORALE PRODUCTS (H)
    9. DORALE PRODUCTS (I)
    10. DORALE PRODUCTS (J)
    11. DORALE PRODUCTS (K)
  36. APPENDIX D: Solutions to the Dorale Products Case Studies
    1. CASE STUDY (A)
    2. CASE STUDY (B)
    3. CASE STUDY (C)
    4. CASE STUDY (D)
    5. CASE STUDY (E)
    6. CASE STUDY (F)
    7. CASE STUDY (G)
    8. CASE STUDY (H)
    9. CASE STUDY (I)
    10. CASE STUDY (J)
    11. CASE STUDY (K)
  37. APPENDIX E: Alignment of the PMBOK® Guide to the Text
  38. Author Index
  39. Subject Index

Product information

  • Title: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition
  • Author(s):
  • Release date:
  • Publisher(s): Wiley
  • ISBN: None