Project Management: A Managerial Approach, 8th Edition

Project Management: A Managerial Approach, 8th Edition

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Publisher(s): Wiley
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Book description

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Table of contents

  1. Cover Page
  2. Title Page
  3. Dedication
  4. Copyright
  5. Preface
    1. APPROACH
    2. ORGANIZATION AND CONTENT
    3. PEDAGOGY
    4. WHAT'S NEW
    5. ONLINE SUPPLEMENTS
    6. ACKNOWLEDGMENTS
  6. Contents
  7. CHAPTER 1: Projects in Contemporary Organizations
    1. 1.1 THE DEFINITION OF A “PROJECT”
    2. 1.2 WHY PROJECT MANAGEMENT?
    3. 1.3 THE PROJECT LIFE CYCLE
    4. 1.4 THE STRUCTURE OF THIS TEXT
    5. SUMMARY
    6. GLOSSARY
    7. QUESTIONS
    8. INCIDENTS FOR DISCUSSION
    9. CONTINUING INTEGRATIVE CLASS PROJECT
    10. BIBLIOGRAPHY
    11. APPENDIX: PMI CERTIFICATIONS
    12. DIRECTED READING: LESSONS FOR AN ACCIDENTAL PROFESSION
  8. PART I: PROJECT INITIATION
    1. CHAPTER 2: Strategic Management and Project Selection
      1. 2.1 PROJECT MANAGEMENT MATURITY
      2. 2.2 PROJECT SELECTION CRITERIA AND MODELS
      3. 2.3 TYPES OF PROJECT SELECTION MODELS
      4. 2.4 RISK CONSIDERATIONS IN PROJECT SELECTION
      5. 2.5 THE PROJECT PORTFOLIO PROCESS (PPP)
      6. 2.6 PROJECT BIDS AND RFPS (REQUESTS FOR PROPOSALS)
      7. SUMMARY
      8. GLOSSARY
      9. QUESTIONS
      10. PROBLEMS
      11. INCIDENTS FOR DISCUSSION
      12. CONTINUING INTEGRATIVE CLASS PROJECT
      13. BIBLIOGRAPHY
      14. CASE: PAN-EUROPA FOODS S.A.
      15. QUESTIONS
      16. DIRECTED READING: FROM EXPERIENCE: LINKING PROJECTS TO STRATEGY
    2. CHAPTER 3: The Project Manager
      1. 3.1 PROJECT MANAGEMENT AND THE PROJECT MANAGER
      2. 3.2 SPECIAL DEMANDS ON THE PROJECT MANAGER
      3. 3.3 ATTRIBUTES OF EFFECTIVE PROJECT MANAGERS
      4. 3.4 PROBLEMS OF CULTURAL DIFFERENCES
      5. SUMMARY
      6. GLOSSARY
      7. QUESTIONS
      8. INCIDENTS FOR DISCUSSION
      9. CONTINUING INTEGRATIVE CLASS PROJECT
      10. BIBLIOGRAPHY
      11. CASE: THE NATIONAL JAZZ HALL OF FAME
      12. QUESTIONS
      13. DIRECTED READING: WHAT IT TAKES TO BE A GOOD PROJECT MANAGER
    3. CHAPTER 4: Managing Conflict and the Art of Negotiation
      1. 4.1 CONFLICT AND THE PROJECT LIFE CYCLE
      2. 4.2 THE NATURE OF NEGOTIATION
      3. 4.3 PARTNERING, CHARTERING, AND SCOPE CHANGE
      4. 4.4 SOME REQUIREMENTS AND PRINCIPLES OF NEGOTIATION
      5. SUMMARY
      6. GLOSSARY
      7. QUESTIONS
      8. INCIDENTS FOR DISCUSSION
      9. CONTINUING INTEGRATIVE CLASS PROJECT
      10. BIBLIOGRAPHY
      11. DIRECTED READING: METHODS OF RESOLVING INTERPERSONAL CONFLICT
    4. CHAPTER 5: The Project in the Organizational Structure
      1. 5.1 PROJECTS IN A FUNCTIONAL ORGANIZATION
      2. 5.2 PROJECTS IN A PROJECTIZED ORGANIZATION
      3. 5.3 PROJECTS IN A MATRIXED ORGANIZATION
      4. 5.4 PROJECTS IN COMPOSITE ORGANIZATIONAL STRUCTURES
      5. 5.5 SELECTING A PROJECT FORM
      6. 5.6 THE PROJECT MANAGEMENT OFFICE (PMO)
      7. 5.7 THE PROJECT TEAM
      8. 5.8 HUMAN FACTORS AND THE PROJECT TEAM
      9. SUMMARY
      10. GLOSSARY
      11. QUESTIONS
      12. INCIDENTS FOR DISCUSSION
      13. CONTINUING INTEGRATIVE CLASS PROJECT
      14. BIBLIOGRAPHY
      15. CASE: OILWELL CABLE COMPANY, INC.
      16. QUESTIONS
      17. DIRECTED READING: THE VIRTUAL PROJECT: MANAGING TOMORROW'S TEAM TODAY
  9. PART II: PROJECT PLANNING
    1. CHAPTER 6: Project Activity and Risk Planning
      1. 6.1 INITIAL PROJECT COORDINATION AND THE PROJECT CHARTER
      2. 6.2 STARTING THE PROJECT PLAN: THE WBS
      3. 6.3 HUMAN RESOURCES: THE RACI MATRIX AND AGILE PROJECTS
      4. 6.4 INTERFACE COORDINATION THROUGH INTEGRATION MANAGEMENT
      5. 6.5 PROJECT RISK MANAGEMENT
      6. SUMMARY
      7. GLOSSARY
      8. QUESTIONS
      9. PROBLEMS
      10. INCIDENTS FOR DISCUSSION
      11. CONTINUING INTEGRATIVE CLASS PROJECT
      12. BIBLIOGRAPHY
      13. CASE: HEUBLEIN: PROJECT MANAGEMENT AND CONTROL SYSTEM
      14. QUESTIONS
      15. DIRECTED READING: PLANNING FOR CRISES IN PROJECT MANAGEMENT
    2. CHAPTER 7: Budgeting: Estimating Costs and Risks
      1. 7.1 ESTIMATING PROJECT BUDGETS
      2. 7.2 IMPROVING THE PROCESS OF COST ESTIMATING
      3. 7.3 RISK ESTIMATION
      4. SUMMARY
      5. GLOSSARY
      6. QUESTIONS
      7. PROBLEMS
      8. INCIDENTS FOR DISCUSSION
      9. CONTINUING INTEGRATIVE CLASS PROJECT
      10. BIBLIOGRAPHY
      11. CASE: AUTOMOTIVE BUILDERS, INC.: THE STANHOPE PROJECT
      12. QUESTIONS
      13. DIRECTED READING: THREE PERCEPTIONS OF PROJECT COST
    3. CHAPTER 8: Scheduling
      1. 8.1 BACKGROUND
      2. 8.2 NETWORK TECHNIQUES: PERT (ADM) AND CPM (PDM)
      3. 8.3 RISK ANALYSIS USING SIMULATION WITH CRYSTAL BALL®
      4. 8.4 USING THESE TOOLS
      5. SUMMARY
      6. GLOSSARY
      7. QUESTIONS
      8. PROBLEMS
      9. INCIDENTS FOR DISCUSSION
      10. CONTINUING INTEGRATIVE CLASS PROJECT
      11. BIBLIOGRAPHY
      12. CASE: THE SHARON CONSTRUCTION CORPORATION
    4. CHAPTER 9: Resource Allocation
      1. 9.1 CRITICAL PATH METHOD—CRASHING A PROJECT
      2. 9.2 THE RESOURCE ALLOCATION PROBLEM
      3. 9.3 RESOURCE LOADING
      4. 9.4 RESOURCE LEVELING
      5. 9.5 CONSTRAINED RESOURCE SCHEDULING
      6. 9.6 MULTIPROJECT SCHEDULING AND RESOURCE ALLOCATION
      7. 9.7 GOLDRATT'S CRITICAL CHAIN
      8. SUMMARY
      9. GLOSSARY
      10. QUESTIONS
      11. PROBLEMS
      12. INCIDENTS FOR DISCUSSION
      13. CONTINUING INTEGRATIVE CLASS PROJECT
      14. BIBLIOGRAPHY
      15. CASE: D. U. SINGER HOSPITAL PRODUCTS CORP.
      16. QUESTIONS
  10. PART III: PROJECT EXECUTION
    1. CHAPTER 10: Monitoring and Information Systems
      1. 10.1 THE PLANNING-MONITORING-CONTROLLING CYCLE
      2. 10.2 INFORMATION NEEDS AND REPORTING
      3. 10.3 EARNED VALUE ANALYSIS
      4. 10.4 COMPUTERIZED PMIS (PROJECT MANAGEMENT INFORMATION SYSTEMS)
      5. SUMMARY
      6. GLOSSARY
      7. QUESTIONS
      8. PROBLEMS
      9. INCIDENTS FOR DISCUSSION
      10. CONTINUING INTEGRATIVE CLASS PROJECT
      11. BIBLIOGRAPHY
      12. CASE: THE PROJECT MANAGER/CUSTOMER INTERFACE
    2. CHAPTER 11: Project Control
      1. 11.1 THE FUNDAMENTAL PURPOSES OF CONTROL
      2. 11.2 THREE TYPES OF CONTROL PROCESSES
      3. 11.3 THE DESIGN OF CONTROL SYSTEMS
      4. 11.4 CONTROL OF CHANGE AND SCOPE CREEP
      5. 11.5 CONTROL: A PRIMARY FUNCTION OF MANAGEMENT
      6. SUMMARY
      7. GLOSSARY
      8. QUESTIONS
      9. PROBLEMS
      10. INCIDENTS FOR DISCUSSION
      11. CONTINUING INTEGRATIVE CLASS PROJECT
      12. BIBLIOGRAPHY
      13. CASE: PEERLESS LASER PROCESSORS
      14. QUESTIONS
      15. DIRECTED READING: CONTROLLING PROJECTS ACCORDING TO PLAN
    3. CHAPTER 12: Project Auditing
      1. 12.1 PURPOSES OF EVALUATION—GOALS OF THE SYSTEM
      2. 12.2 THE PROJECT AUDIT
      3. 12.3 THE PROJECT AUDIT LIFE CYCLE
      4. 12.4 SOME ESSENTIALS OF AN AUDIT/EVALUATION
      5. 12.5 MEASUREMENT
      6. SUMMARY
      7. GLOSSARY
      8. QUESTIONS
      9. INCIDENTS FOR DISCUSSION
      10. CONTINUING INTEGRATIVE CLASS PROJECT
      11. BIBLIOGRAPHY
      12. CASE: THEATER HIGH ALTITUDE AREA DEFENSE (THAAD): FIVE FAILURES AND COUNTING (B)
      13. QUESTIONS
      14. DIRECTED READING: AN ASSESSMENT OF POSTPROJECT REVIEWS
    4. CHAPTER 13: Project Termination
      1. 13.1 THE VARIETIES OF PROJECT TERMINATION
      2. 13.2 WHEN TO TERMINATE A PROJECT
      3. 13.3 THE TERMINATION PROCESS
      4. 13.4 THE FINAL REPORT—A PROJECT HISTORY
      5. 13.5 AFTERWORD
      6. SUMMARY
      7. GLOSSARY
      8. QUESTIONS
      9. INCIDENTS FOR DISCUSSION
      10. CONTINUING INTEGRATIVE CLASS PROJECT
      11. BIBLIOGRAPHY
  11. Photo and Copyright Credits
  12. Name Index
  13. Subject Index
  14. APPENDIX A: Probability and Statistics
    1. A.1 PROBABILITY
    2. A.2 EVENT RELATIONSHIPS AND PROBABILITY LAWS
    3. A.3 STATISTICS
    4. BIBLIOGRAPHY
  15. APPENDIX B: Answers to the Even-Numbered Problems
    1. PROBLEMS
    2. PROBLEMS
    3. PROBLEMS
    4. PROBLEMS
    5. PROBLEMS
    6. PROBLEMS

Product information

  • Title: Project Management: A Managerial Approach, 8th Edition
  • Author(s):
  • Release date:
  • Publisher(s): Wiley
  • ISBN: None