Project Management: Achieving Competitive Advantage, Fifth Edition

Book Description

This print textbook is available for students to rent for their classes. The Pearson print rental program provides students with affordable access to learning materials, so they come to class ready to succeed.

 

For project management courses.

 

Project management fundamentals with broad applications

In its 5th Edition, Project Management: Achieving Competitive Advantage takes a contemporary, decisive, and business-oriented approach to teaching and learning project management. To promote a comprehensive, multi-industry understanding of the text, the author addresses project management theory within the context of a variety of successful organizations, whether they be publicly held, private, or nonprofit. Comprehensive case analysis and detailed exercises, including brand-new, contemporary case studies for the 5th Edition, give readers the tools to assess projects in real time, while also leveraging the latest project management technology, including MS Project 2016.

Table of Contents

  1. Project Management Achieving Competitive Advantage
  2. BRIEF CONTENTS
  3. CONTENTS
  4. PREFACE
    1. NEW TO THIS EDITION
    2. SOLVING TEACHING AND LEARNING CHALLENGES
    3. DEVELOPING EMPLOYABILITY SKILLS
    4. INSTRUCTOR TEACHING RESOURCES
  5. FEEDBACK
  6. List of Cases by Chapter
  7. 1 Introduction Why Project Management?
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
    3. The Need for Projects
    4. What is a Project?
      1. GENERAL PROJECT CHARACTERISTICS
    5. Why are Projects Important?
    6. Project Life Cycles
    7. Determinants of Project Success
    8. Developing Project Management Maturity
    9. Employability Skills
      1. COMMUNICATION
      2. CRITICAL THINKING
      3. COLLABORATION
      4. KNOWLEDGE APPLICATION AND ANALYSIS
      5. BUSINESS ETHICS AND SOCIAL RESPONSIBILITY
      6. INFORMATION TECHNOLOGY APPLICATION AND COMPUTING SKILLS
      7. DATA LITERACY
    10. Project Elements and Text Organization
    11. Summary
    12. Key Terms
    13. Discussion Questions
      1. Questions
      2. Questions
      3. Questions
      4. Questions
    14. Internet Exercises
      1. PMP CERTIFICATION SAMPLE QUESTIONS
    15. Answers
    16. Notes
  8. 2 The Organizational Context Strategy, Structure, and Culture
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
    3. Implementing Strategy Through Projects
    4. Projects and Organizational Strategy
    5. Stakeholder Management
      1. IDENTIFYING PROJECT STAKEHOLDERS
        1. CLIENTS
        2. COMPETITORS
        3. SUPPLIERS
        4. INTERVENOR GROUPS
        5. TOP MANAGEMENT
        6. ACCOUNTING
        7. FUNCTIONAL MANAGERS
        8. PROJECT TEAM MEMBERS
      2. MANAGING STAKEHOLDERS
        1. ASSESS THE ENVIRONMENT
        2. IDENTIFY THE GOALS OF THE PRINCIPAL ACTORS
        3. ASSESS YOUR OWN CAPABILITIES
        4. DEFINE THE PROBLEM
        5. DEVELOP SOLUTIONS
        6. TEST AND REFINE THE SOLUTIONS
    6. Organizational Structure
      1. FORMS OF ORGANIZATIONAL STRUCTURE
      2. FUNCTIONAL ORGANIZATIONS
      3. PROJECT ORGANIZATIONS
      4. MATRIX ORGANIZATIONS
      5. MOVING TO HEAVYWEIGHT PROJECT ORGANIZATIONS
    7. Project Management Offices
    8. Organizational Culture
      1. HOW DO CULTURES FORM?
        1. TECHNOLOGY
        2. ENVIRONMENT
        3. GEOGRAPHICAL LOCATION
        4. REWARD SYSTEMS
        5. RULES AND PROCEDURES
        6. KEY ORGANIZATIONAL MEMBERS
        7. CRITICAL INCIDENTS
      2. ORGANIZATIONAL CULTURE AND PROJECT MANAGEMENT
    9. Summary
    10. Key Terms
    11. Discussion Questions
    12. Internet Exercises
      1. PMP CERTIFICATION SAMPLE QUESTIONS
    13. Answers
    14. INTEGRATED PROJECT
      1. Building Your Project Plan
        1. EXERCISE 1—DEVELOPING THE PROJECT NARRATIVE AND GOALS
        2. SAMPLE BACKGROUND ANALYSIS AND PROJECT NARRATIVE FOR ABCUPS, INC.
        3. CURRENT PROCESS
        4. OVERVIEW OF THE PROJECT
          1. Objectives
        5. General Approach
        6. Constraints
    15. Notes
  9. 3 Project Selection and ­Portfolio Management Project Selection and ­Portfolio Management
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction: Project Selection
    4. Approaches to Project Screening and Selection
      1. METHOD ONE: CHECKLIST MODEL
        1. SOLUTION
      2. METHOD TWO: SIMPLIFIED SCORING MODELS
        1. SOLUTION
      3. LIMITATIONS OF SCORING MODELS
      4. METHOD THREE: THE ANALYTICAL HIERARCHY PROCESS
        1. STRUCTURING THE HIERARCHY OF CRITERIA
        2. ALLOCATING WEIGHTS TO CRITERIA
        3. ASSIGNING NUMERICAL VALUES TO EVALUATION DIMENSIONS
        4. EVALUATING PROJECT PROPOSALS
      5. METHOD FOUR: PROFILE MODELS
        1. SOLUTION
    5. Financial Models
      1. PAYBACK PERIOD
        1. SOLUTION
      2. NET PRESENT VALUE
        1. SOLUTION
      3. DISCOUNTED PAYBACK
      4. INTERNAL RATE OF RETURN
        1. SOLUTION
      5. CHOOSING A PROJECT SELECTION APPROACH
    6. Project Portfolio Management
      1. OBJECTIVES AND INITIATIVES
        1. DECISION MAKING
        2. PRIORITIZATION
        3. REVIEW
        4. REALIGNMENT
        5. REPRIORITIZATION
      2. THE PORTFOLIO SELECTION PROCESS
        1. PREPROCESS PHASE
        2. PROCESS PHASE
        3. POST-PROCESS PHASE
      3. DEVELOPING A PROACTIVE PORTFOLIO
      4. KEYS TO SUCCESSFUL PROJECT PORTFOLIO MANAGEMENT
        1. FLEXIBLE STRUCTURE AND FREEDOM OF COMMUNICATION
        2. LOW-COST ENVIRONMENTAL SCANNING
        3. TIME-PACED TRANSITION
      5. PROBLEMS IN IMPLEMENTING PORTFOLIO MANAGEMENT
        1. CONSERVATIVE TECHNICAL COMMUNITIES
        2. OUT-OF-SYNC PROJECTS AND PORTFOLIOS
        3. UNPROMISING PROJECTS
        4. SCARCE RESOURCES
    7. Summary
    8. Key Terms
    9. Solved Problems
      1. 3.1 NET PRESENT VALUE
        1. SOLUTION
      2. 3.2 DISCOUNTED PAYBACK
        1. SOLUTION
      3. 3.3 INTERNAL RATE OF RETURN
        1. SOLUTION
    10. Discussion Questions
      1. Problems
      2. Questions
      3. Questions
    11. Internet Exercises
    12. Notes
  10. 4 Leadership and the Project Manager
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction: Successful Projects Need Leaders
    4. Leaders Versus Managers
    5. How the Project Manager Leads
      1. ACQUIRING PROJECT RESOURCES
      2. MOTIVATING AND BUILDING TEAMS
      3. HAVING A VISION AND FIGHTING FIRES
      4. COMMUNICATING
    6. Traits of Effective Project Leaders
      1. CONCLUSIONS ABOUT PROJECT LEADERS
    7. Project Champions
      1. CHAMPIONS—WHO ARE THEY?
        1. CREATIVE ORIGINATOR
        2. ENTREPRENEUR
        3. “Godfather” OR SPONSOR
        4. PROJECT MANAGER
      2. WHAT DO CHAMPIONS DO?
      3. HOW TO MAKE A CHAMPION
        1. IDENTIFY AND ENCOURAGE THE EMERGENCE OF CHAMPIONS
        2. ENCOURAGE AND REWARD RISK TAKERS
        3. REMEMBER THAT CHAMPIONS ARE CONNECTED EMOTIONALLY TO THEIR PROJECTS
        4. DON’T TIE CHAMPIONS TOO TIGHTLY TO TRADITIONAL PROJECT MANAGEMENT DUTIES
    8. The New Project Leadership
    9. Project Management Professionalism
    10. Project Management and Ethics
      1. UNETHICAL BEHAVIORS IN PROJECT MANAGEMENT
    11. Summary
    12. Key Terms
    13. Discussion Questions
    14. Questions
    15. Questions
    16. How widespread are VW’s problems?
    17. Postscript
      1. Questions
    18. Analysis of the Problem
    19. Possible Courses of Action
      1. Questions
    20. Internet Exercises
      1. PMP CERTIFICATION SAMPLE QUESTIONS
    21. Answers
    22. Notes
  11. 5 Scope Management
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
    3. Introduction: The Importance of Scope Management
    4. Conceptual Development
      1. THE STATEMENT OF WORK
      2. THE PROJECT CHARTER
    5. The Scope Statement
      1. THE WORK BREAKDOWN STRUCTURE
      2. PURPOSES OF THE WORK BREAKDOWN STRUCTURE
      3. THE ORGANIZATION BREAKDOWN STRUCTURE
      4. THE RESPONSIBILITY ASSIGNMENT MATRIX
    6. Work Authorization
    7. Scope Reporting
    8. Control Systems
      1. CONFIGURATION MANAGEMENT
    9. Project Closeout
    10. Project Management and Sustainability
      1. MANAGING PROJECTS FOR SUSTAINABILITY
    11. Summary
    12. Key Terms
    13. Discussion Questions
      1. Problems
      2. Questions
      3. Questions
      4. Questions
      5. Wrong Weapon for the Wrong War?
        1. Questions
    14. Internet Exercises
      1. PMP CERTIFICATION SAMPLE QUESTIONS
    15. Answers
    16. MS Project Exercises
      1. Project Outline—Remodeling an Appliance
    17. APPENDIX 5.1
      1. Sample Project Charter
        1. PROJECT CHARTER
      2. INTEGRATED PROJECT
        1. Developing the Work Breakdown Structure
          1. SAMPLE WORK BREAKDOWN STRUCTURE—ABCUPS, INC.
          2. WORK BREAKDOWN STRUCTURE—ABCUPS’ PROCESS MODIFICATION
    18. Notes
  12. 6 Project Team Building, ­Conflict, and Negotiation Project Team Building, ­Conflict, and Negotiation
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction
    4. Building the Project Team
      1. IDENTIFY NECESSARY SKILL SETS
      2. IDENTIFY PEOPLE WHO HAVE THE REQUIRED SKILLS
      3. TALK TO POTENTIAL TEAM MEMBERS AND NEGOTIATE WITH FUNCTIONAL HEADS
      4. BUILD IN FALLBACK POSITIONS
        1. TRY TO NEGOTIATE FOR PARTIAL ASSISTANCE
        2. ADJUST PROJECT SCHEDULES AND PRIORITIES ACCORDINGLY
        3. NOTIFY TOP MANAGEMENT OF THE CONSEQUENCES
      5. ASSEMBLE THE TEAM
    5. Characteristics of Effective Project Teams
      1. A CLEAR SENSE OF MISSION
      2. A PRODUCTIVE INTERDEPENDENCY
      3. COHESIVENESS
      4. TRUST
      5. ENTHUSIASM
      6. RESULTS ORIENTATION
    6. Reasons Why Teams Fail
      1. POORLY DEVELOPED OR UNCLEAR GOALS
        1. UNCLEAR GOALS PERMIT MULTIPLE INTERPRETATIONS
        2. UNCLEAR GOALS IMPEDE THE WILLINGNESS OF TEAM MEMBERS TO WORK TOGETHER
        3. UNCLEAR GOALS INCREASE CONFLICT
      2. POORLY DEFINED PROJECT TEAM ROLES AND INTERDEPENDENCIES
      3. LACK OF PROJECT TEAM MOTIVATION
        1. THE PROJECT IS PERCEIVED AS UNNECESSARY
        2. THE PROJECT MAY HAVE LOW PRIORITY
      4. POOR COMMUNICATION
      5. POOR LEADERSHIP
      6. TURNOVER AMONG PROJECT TEAM MEMBERS
      7. DYSFUNCTIONAL BEHAVIOR
    7. Stages in Group Development
      1. STAGE ONE: FORMING
      2. STAGE TWO: STORMING
      3. STAGE THREE: NORMING
      4. STAGE FOUR: PERFORMING
      5. STAGE FIVE: ADJOURNING
      6. PUNCTUATED EQUILIBRIUM
    8. Achieving Cross-Functional Cooperation
      1. SUPERORDINATE GOALS
      2. RULES AND PROCEDURES
      3. PHYSICAL PROXIMITY
      4. ACCESSIBILITY
      5. OUTCOMES OF COOPERATION: TASK AND PSYCHOSOCIAL RESULTS
    9. Virtual Project Teams
    10. Conflict Management
      1. WHAT IS CONFLICT?
      2. SOURCES OF CONFLICT
        1. ORGANIZATIONAL CAUSES OF CONFLICT
        2. INTERPERSONAL CAUSES OF CONFLICT
      3. METHODS FOR RESOLVING CONFLICT
        1. MEDIATE THE CONFLICT
        2. ARBITRATE THE CONFLICT
        3. CONTROL THE CONFLICT
        4. ACCEPT THE CONFLICT
        5. ELIMINATE THE CONFLICT
      4. Negotiation
      5. QUESTIONS TO ASK PRIOR TO THE NEGOTIATION
      6. PRINCIPLED NEGOTIATION
        1. SEPARATE THE PEOPLE FROM THE PROBLEM
        2. FOCUS ON INTERESTS, NOT POSITIONS
      7. INVENT OPTIONS FOR MUTUAL GAIN
      8. INSIST ON USING OBJECTIVE CRITERIA
    11. Summary
    12. Key Terms
    13. Discussion Questions
    14. Exercise in Negotiation
      1. BCT’s Perspective
      2. SFI’s Perspective
    15. Internet Exercises
      1. PMP CERTIFICATION SAMPLE QUESTIONS
    16. Answers
    17. Notes
  13. 7 Risk Management
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
    3. Introduction: What is Project Risk?
    4. Risk Management: A Four-Stage Process
      1. RISK IDENTIFICATION
      2. RISK BREAKDOWN STRUCTURES
      3. ANALYSIS OF PROBABILITY AND CONSEQUENCES
      4. RISK MITIGATION STRATEGIES
        1. ACCEPT RISK
        2. MINIMIZE RISK
        3. SHARE RISK
        4. TRANSFER RISK
      5. USE OF CONTINGENCY RESERVES
        1. TASK CONTINGENCY
        2. MANAGERIAL CONTINGENCY
        3. INSURANCE
        4. WORKAROUNDS
      6. OTHER MITIGATION STRATEGIES
      7. CONTROL AND DOCUMENTATION
    5. Project Risk Management: An Integrated Approach
    6. Summary
    7. Key Terms
    8. Solved Problem
      1. 7.1 QUANTITATIVE RISK ASSESSMENT
    9. Discussion Questions
      1. Problems
      2. The Development of the Comet
      3. Troubles
      4. What Went Wrong?
        1. Questions
      5. Questions
      6. Tacoma Narrows Bridge: The Postmortem
        1. Questions
    10. Internet Exercises
      1. PMP CERTIFICATION SAMPLE QUESTIONS
    11. Answers
    12. INTEGRATED PROJECT
      1. Project Risk Assessment
      2. SAMPLE RISK ANALYSIS—ABC u p s, INC.
      3. QUALITATIVE RISK ASSESSMENT
      4. QUANTITATIVE RISK ASSESSMENT
    13. Notes
  14. 8 Cost Estimation and Budgeting
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Cost Management
      1. DIRECT VERSUS INDIRECT COSTS
      2. RECURRING VERSUS NONRECURRING COSTS
      3. FIXED VERSUS VARIABLE COSTS
      4. NORMAL VERSUS EXPEDITED COSTS
    4. Cost Estimation
      1. LEARNING CURVES IN COST ESTIMATION
      2. SOFTWARE PROJECT ESTIMATION—FUNCTION POINTS
      3. PROBLEMS WITH COST ESTIMATION
    5. Creating a Project Budget
      1. TOP-DOWN BUDGETING
      2. BOTTOM-UP BUDGETING
      3. ACTIVITY-BASED COSTING
    6. Developing Budget Contingencies
    7. Summary
    8. Key Terms
    9. Solved Problems
      1. 8.1 CALCULATING FULLY LOADED LABOR COSTS
        1. SOLUTION 
      2. 8.2 Estimating Software Costs with Function Points
        1. SOLUTION
      3. 8.3 Calculating Budget Estimates Using the Learning Curve
        1. SOLUTION 
    10. Discussion Questions
      1. Problems
    11. Questions
    12. Questions
    13. Internet Exercises
      1. PMP CERTIFICATION SAMPLE QUESTIONS
    14. Answers
    15. INTEGRATED PROJECT
      1. Developing the Cost Estimates and Budget
    16. Notes
  15. 9 Project Scheduling Networks, Duration Estimation, and Critical Path
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction
    4. Project Scheduling
    5. Key Scheduling Terminology
    6. Developing A Network
      1. LABELING NODES
      2. SERIAL ACTIVITIES
        1. Network logic suggests that:
      3. CONCURRENT ACTIVITIES
      4. MERGE ACTIVITIES
      5. BURST ACTIVITIES
    7. Duration Estimation
    8. Constructing the Critical Path
      1. CALCULATING THE NETWORK
      2. THE FORWARD PASS
      3. THE BACKWARD PASS
      4. PROBABILITY OF PROJECT COMPLETION
      5. LADDERING ACTIVITIES
      6. HAMMOCK ACTIVITIES
      7. OPTIONS FOR REDUCING THE CRITICAL PATH
    9. Summary
    10. Key Terms
    11. Solved Problems
      1. 9.1 CREATING AN ACTIVITY NETWORK
        1. SOLUTION
      2. 9.2 CALCULATING ACTIVITY DURATIONS AND VARIANCES
        1. SOLUTION
      3. 9.3 DETERMINING CRITICAL PATH AND ­ACTIVITY SLACK DETERMINING CRITICAL PATH AND ­ACTIVITY SLACK
        1. SOLUTION
    12. Discussion Questions
      1. Problems
      2. Questions
    13. Internet Exercises
    14. MS Project Exercises
      1. Exercise 9.27
      2. Exercise 9.28
      3. Exercise 9.29
      4. PMP Certification Sample Questions
    15. Answers
    16. Notes
  16. 10 Project Scheduling Lagging, Crashing, and Activity Networks
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction
    4. Lags in Precedence Relationships
      1. FINISH TO START
      2. FINISH TO FINISH
      3. START TO START
      4. START TO FINISH
    5. Gantt Charts
      1. ADDING RESOURCES TO GANTT CHARTS
      2. INCORPORATING LAGS IN GANTT CHARTS
    6. Crashing Projects
      1. OPTIONS FOR ACCELERATING PROJECTS
      2. CRASHING THE PROJECT: BUDGET EFFECTS
    7. Activity-On-Arrow Networks
      1. HOW ARE THEY DIFFERENT?
        1. DUMMY ACTIVITIES
        2. FORWARD AND BACKWARD PASSES WITH AOA NETWORKS
      2. AOA VERSUS AON
        1. AON STRENGTHS AND WEAKNESSES
        2. AOA STRENGTHS AND WEAKNESSES
    8. Controversies in the Use of Networks
      1. CONCLUSIONS
    9. Summary
    10. Key Terms
    11. Solved Problems
      1. 10.1 CRASHING PROJECT ACTIVITIES
        1. SOLUTION
      2. 10.2 COST OF CRASHING A PROJECT
        1. SOLUTION
    12. Discussion Questions
      1. Problems
        1. Questions
        2. Questions
      2. MS Project Exercises
        1. Exercise 10.20
        2. Exercise 10.21
        3. Exercise 10.22
        4. Exercise 10.23
        5. PMP CERTIFICATION SAMPLE QUESTIONS
      3. Answers
      4. INTEGRATED PROJECT
        1. Developing the Project Schedule
      5. Notes
  17. 11 Advanced Topics in Planning and Scheduling Agile and Critical Chain
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction
    4. Agile Project Management
      1. WHAT IS UNIQUE ABOUT AGILE PM?
      2. TASKS VERSUS STORIES
      3. KEY TERMS IN AGILE PM5
      4. STEPS IN AGILE6
      5. SPRINT PLANNING
      6. DAILY SCRUMS
      7. THE DEVELOPMENT WORK
      8. SPRINT REVIEWS
      9. SPRINT RETROSPECTIVE
      10. KEYS TO SUCCESS WITH AGILE
      11. PROBLEMS WITH AGILE
    5. Extreme Programming (XP)
    6. Theory of Constraints and Critical Chain Project Scheduling
      1. THEORY OF CONSTRAINTS
    7. The Critical Chain Solution to Project Scheduling
      1. Developing the Critical Chain Activity Network
      2. CRITICAL CHAIN SOLUTIONS VERSUS CRITICAL PATH SOLUTIONS
    8. Critical Chain Solutions to Resource Conflicts
    9. Critical Chain Project Portfolio Management
    10. Critiques of Ccpm
    11. Summary
    12. Key Terms
    13. Solved Problem
    14. Discussion Questions
      1. Problems
      2. Questions
      3. Questions
    15. Internet Exercises
    16. Notes
  18. 12 Resource Management
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction
    4. The Basics of Resource Constraints
      1. TIME AND RESOURCE SCARCITY
    5. Resource Loading
    6. Resource Leveling
      1. STEP ONE: DEVELOP THE RESOURCE-LOADING TABLE
      2. STEP TWO: DETERMINE ACTIVITY LATE FINISH DATES
      3. STEP THREE: IDENTIFY RESOURCE OVERALLOCATION
      4. STEP FOUR: LEVEL THE RESOURCE-LOADING TABLE
        1. PHASE ONE
        2. PHASE TWO
        3. PHASE THREE
    7. Resource-Loading Charts
    8. Managing Resources in Multiproject Environments
      1. SCHEDULE SLIPPAGE
      2. RESOURCE UTILIZATION
      3. IN-PROCESS INVENTORY
      4. RESOLVING RESOURCE DECISIONS IN MULTIPROJECT ENVIRONMENTS
        1. FIRST IN LINE
        2. GREATEST RESOURCE DEMAND
        3. GREATEST RESOURCE UTILIZATION
        4. MINIMUM LATE FINISH TIME
        5. MATHEMATICAL PROGRAMMING
    9. Summary
    10. Key Terms
    11. Solved Problem
      1. SOLUTION
    12. Discussion Questions
      1. Problems
      2. Questions
      3. Questions
    13. Internet Exercises
    14. MS Project Exercises
      1. Exercise 12.23  
      2. Exercise 12.24  
      3. Exercise 12.25  
      4. Exercise 12.26  
      5. PMP CERTIFICATION SAMPLE QUESTIONS
    15. Answers
    16. INTEGRATED PROJECT
      1. Managing Your Project’s Resources
    17. Notes
  19. 13 Project Evaluation and Control
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction
    4. Control Cycles—A General Model
    5. Monitoring Project Performance
      1. THE PROJECT S-CURVE: A BASIC TOOL
      2. S-CURVE DRAWBACKS
      3. MILESTONE ANALYSIS
      4. PROBLEMS WITH MILESTONES
      5. THE TRACKING GANTT CHART
      6. BENEFITS AND DRAWBACKS OF TRACKING GANTT CHARTS
    6. Earned Value Management
      1. TERMINOLOGY FOR EARNED VALUE
      2. CREATING PROJECT BASELINES
      3. WHY USE EARNED VALUE?
      4. STEPS IN EARNED VALUE MANAGEMENT
      5. ASSESSING A PROJECT’S EARNED VALUE
    7. Using Earned Value to Manage a Portfolio of Projects
      1. FLOW OF EARNED VALUE SYSTEM
    8. Issues in the Effective Use of Earned Value Management
    9. Human Factors in Project Evaluation and Control
      1. CRITICAL SUCCESS FACTOR DEFINITIONS
      2. CONCLUSIONS
    10. Summary
    11. Key Terms
    12. Solved Problem
      1. 13.1 EXAMPLE OF EARNED VALUE
    13. Discussion Questions
      1. Problems
      2. Questions
      3. Questions
      4. Questions
    14. Internet Exercises
    15. MS Project Exercises
      1. Exercise 13.32  
      2. Exercise 13.33  
      3. Exercise 13.34  
      4. Exercise 13.35  
      5. Exercise 13.36  
      6. Exercise 13.37  
      7. PMP CERTIFICATION SAMPLE QUESTIONS
    16. Answers
    17. Appendix 13.1
      1. Earned Schedule*
    18. Notes
  20. 14 Project Closeout and Termination
    1. Chapter Objectives
    2. PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
    3. Introduction
    4. Types of Project Termination
    5. Natural Termination—the Closeout Process
      1. FINISHING THE WORK
      2. HANDING OVER THE PROJECT
      3. GAINING ACCEPTANCE FOR THE PROJECT
      4. HARVESTING THE BENEFITS
      5. REVIEWING HOW IT ALL WENT
      6. PUTTING IT ALL TO BED
      7. DISBANDING THE TEAM
      8. WHAT PREVENTS EFFECTIVE PROJECT CLOSEOUTS?
    6. Early Termination for Projects
      1. MAKING THE EARLY TERMINATION DECISION
      2. SHUTTING DOWN THE PROJECT
      3. ALLOWING FOR CLAIMS AND DISPUTES
    7. Preparing the Final Project Report
    8. Conclusion
    9. Summary
    10. Key Terms
    11. Discussion Questions
      1. Questions
      2. Questions
      3. Questions
    12. Internet Exercises
      1. PMP CERTIFICATION SAMPLE QUESTIONS
    13. Answers
    14. Appendix 14.1
    15. Notes
  21. APPENDIX A The Cumulative Standard Normal Distribution
  22. APPENDIX B Tutorial for MS Project 2016
    1. Exercise A: Constructing the Network: Site Preparation Project
      1. 1. CONSTRUCT THIS NETWORK USING MS PROJECT 2016
      2. 2. IDENTIFY THE CRITICAL PATH. HOW LONG WILL THIS PROJECT TAKE?
      3. 3. ASSIGN AND LEVEL RESOURCES
      4. 4. SUPPOSE ROSE IS RESPONSIBLE FOR ACTIVITIES B AND C. ARE THERE ANY RESOURCE CONFLICTS? HOW DO WE KNOW?
      5. 5. SHOW THE SAME PROJECT WITH A GANTT CHART AND A NETWORK DIAGRAM
    2. Exercise B: Adding Details and Updating the Network for an ­Ongoing Project
  23. APPENDIX C Project Plan Template
    1. PROJECT EXECUTION PLAN FOR PROJECT
    2. EXECUTION PLAN REVISION HISTORY
      1. Table of Contents
  24. GLOSSARY
  25. COMPANY INDEX
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. R
    18. S
    19. T
    20. U
    21. V
    22. W
    23. X
    24. Z
  26. NAME INDEX
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. Q
    18. R
    19. S
    20. T
    21. U
    22. V
    23. W
    24. Y
    25. Z
  27. SUBJECT INDEX
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. Q
    18. R
    19. S
    20. T
    21. U
    22. V
    23. W
    24. X
    25. Z

Product Information

  • Title: Project Management: Achieving Competitive Advantage, Fifth Edition
  • Author(s): Jeffrey K. Pinto
  • Release date: January 2018
  • Publisher(s): Pearson
  • ISBN: 9780134730332