book

Project Management: A Managerial Approach, 8th Edition

by Jack R. Meredith, Samuel J. Mantel Jr.

August 2011

Beginner to intermediate

589 pages

27h 14m

English

Wiley

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APPROACHORGANIZATION AND CONTENTPEDAGOGYWHAT'S NEWONLINE SUPPLEMENTSACKNOWLEDGMENTS
1.1 THE DEFINITION OF A “PROJECT”1.2 WHY PROJECT MANAGEMENT?1.3 THE PROJECT LIFE CYCLE1.4 THE STRUCTURE OF THIS TEXTSUMMARYGLOSSARYQUESTIONSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYAPPENDIX: PMI CERTIFICATIONSDIRECTED READING: LESSONS FOR AN ACCIDENTAL PROFESSION
2.1 PROJECT MANAGEMENT MATURITY2.2 PROJECT SELECTION CRITERIA AND MODELS2.3 TYPES OF PROJECT SELECTION MODELS2.4 RISK CONSIDERATIONS IN PROJECT SELECTION2.5 THE PROJECT PORTFOLIO PROCESS (PPP)2.6 PROJECT BIDS AND RFPS (REQUESTS FOR PROPOSALS)SUMMARYGLOSSARYQUESTIONSPROBLEMSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: PAN-EUROPA FOODS S.A.QUESTIONSDIRECTED READING: FROM EXPERIENCE: LINKING PROJECTS TO STRATEGY
3.1 PROJECT MANAGEMENT AND THE PROJECT MANAGER3.2 SPECIAL DEMANDS ON THE PROJECT MANAGER3.3 ATTRIBUTES OF EFFECTIVE PROJECT MANAGERS3.4 PROBLEMS OF CULTURAL DIFFERENCESSUMMARYGLOSSARYQUESTIONSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: THE NATIONAL JAZZ HALL OF FAMEQUESTIONSDIRECTED READING: WHAT IT TAKES TO BE A GOOD PROJECT MANAGER

4.1 CONFLICT AND THE PROJECT LIFE CYCLE4.2 THE NATURE OF NEGOTIATION4.3 PARTNERING, CHARTERING, AND SCOPE CHANGE4.4 SOME REQUIREMENTS AND PRINCIPLES OF NEGOTIATIONSUMMARYGLOSSARYQUESTIONSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYDIRECTED READING: METHODS OF RESOLVING INTERPERSONAL CONFLICT
5.1 PROJECTS IN A FUNCTIONAL ORGANIZATION5.2 PROJECTS IN A PROJECTIZED ORGANIZATION5.3 PROJECTS IN A MATRIXED ORGANIZATION5.4 PROJECTS IN COMPOSITE ORGANIZATIONAL STRUCTURES5.5 SELECTING A PROJECT FORM5.6 THE PROJECT MANAGEMENT OFFICE (PMO)5.7 THE PROJECT TEAM5.8 HUMAN FACTORS AND THE PROJECT TEAMSUMMARYGLOSSARYQUESTIONSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: OILWELL CABLE COMPANY, INC.QUESTIONSDIRECTED READING: THE VIRTUAL PROJECT: MANAGING TOMORROW'S TEAM TODAY
6.1 INITIAL PROJECT COORDINATION AND THE PROJECT CHARTER6.2 STARTING THE PROJECT PLAN: THE WBS6.3 HUMAN RESOURCES: THE RACI MATRIX AND AGILE PROJECTS6.4 INTERFACE COORDINATION THROUGH INTEGRATION MANAGEMENT6.5 PROJECT RISK MANAGEMENTSUMMARYGLOSSARYQUESTIONSPROBLEMSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: HEUBLEIN: PROJECT MANAGEMENT AND CONTROL SYSTEMQUESTIONSDIRECTED READING: PLANNING FOR CRISES IN PROJECT MANAGEMENT
7.1 ESTIMATING PROJECT BUDGETS7.2 IMPROVING THE PROCESS OF COST ESTIMATING7.3 RISK ESTIMATIONSUMMARYGLOSSARYQUESTIONSPROBLEMSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: AUTOMOTIVE BUILDERS, INC.: THE STANHOPE PROJECTQUESTIONSDIRECTED READING: THREE PERCEPTIONS OF PROJECT COST
8.1 BACKGROUND8.2 NETWORK TECHNIQUES: PERT (ADM) AND CPM (PDM)8.3 RISK ANALYSIS USING SIMULATION WITH CRYSTAL BALL®8.4 USING THESE TOOLSSUMMARYGLOSSARYQUESTIONSPROBLEMSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: THE SHARON CONSTRUCTION CORPORATION
9.1 CRITICAL PATH METHOD—CRASHING A PROJECT9.2 THE RESOURCE ALLOCATION PROBLEM9.3 RESOURCE LOADING9.4 RESOURCE LEVELING9.5 CONSTRAINED RESOURCE SCHEDULING9.6 MULTIPROJECT SCHEDULING AND RESOURCE ALLOCATION9.7 GOLDRATT'S CRITICAL CHAINSUMMARYGLOSSARYQUESTIONSPROBLEMSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: D. U. SINGER HOSPITAL PRODUCTS CORP.QUESTIONS
10.1 THE PLANNING-MONITORING-CONTROLLING CYCLE10.2 INFORMATION NEEDS AND REPORTING10.3 EARNED VALUE ANALYSIS10.4 COMPUTERIZED PMIS (PROJECT MANAGEMENT INFORMATION SYSTEMS)SUMMARYGLOSSARYQUESTIONSPROBLEMSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: THE PROJECT MANAGER/CUSTOMER INTERFACE
11.1 THE FUNDAMENTAL PURPOSES OF CONTROL11.2 THREE TYPES OF CONTROL PROCESSES11.3 THE DESIGN OF CONTROL SYSTEMS11.4 CONTROL OF CHANGE AND SCOPE CREEP11.5 CONTROL: A PRIMARY FUNCTION OF MANAGEMENTSUMMARYGLOSSARYQUESTIONSPROBLEMSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: PEERLESS LASER PROCESSORSQUESTIONSDIRECTED READING: CONTROLLING PROJECTS ACCORDING TO PLAN
12.1 PURPOSES OF EVALUATION—GOALS OF THE SYSTEM12.2 THE PROJECT AUDIT12.3 THE PROJECT AUDIT LIFE CYCLE12.4 SOME ESSENTIALS OF AN AUDIT/EVALUATION12.5 MEASUREMENTSUMMARYGLOSSARYQUESTIONSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHYCASE: THEATER HIGH ALTITUDE AREA DEFENSE (THAAD): FIVE FAILURES AND COUNTING (B)QUESTIONSDIRECTED READING: AN ASSESSMENT OF POSTPROJECT REVIEWS
13.1 THE VARIETIES OF PROJECT TERMINATION13.2 WHEN TO TERMINATE A PROJECT13.3 THE TERMINATION PROCESS13.4 THE FINAL REPORT—A PROJECT HISTORY13.5 AFTERWORDSUMMARYGLOSSARYQUESTIONSINCIDENTS FOR DISCUSSIONCONTINUING INTEGRATIVE CLASS PROJECTBIBLIOGRAPHY
A.1 PROBABILITYA.2 EVENT RELATIONSHIPS AND PROBABILITY LAWSA.3 STATISTICSBIBLIOGRAPHY
PROBLEMSPROBLEMSPROBLEMSPROBLEMSPROBLEMSPROBLEMS

Content preview from Project Management: A Managerial Approach, 8th Edition

Subject Index

Green entry numbers (W…) indicate those items that are located in the appendix section, which can be found on this book's Web site at http://www.wiley.com/college/meredith. The suffix “n” following a page number indicates a reference to a footnote.