book

Project Management: Achieving Competitive Advantage, Fifth Edition

Name: Project Management: Achieving Competitive Advantage, Fifth Edition
Author: Jeffrey K. Pinto
ISBN: 9780134730332

by Jeffrey K. Pinto

January 2018

Intermediate to advanced

480 pages

33h 56m

English

Pearson

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Project Management Achieving Competitive Advantage
BRIEF CONTENTS
CONTENTS
PREFACE
NEW TO THIS EDITIONSOLVING TEACHING AND LEARNING CHALLENGESDEVELOPING EMPLOYABILITY SKILLSINSTRUCTOR TEACHING RESOURCES
FEEDBACK
List of Cases by Chapter
1 Introduction Why Project Management?
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
The Need for Projects
What is a Project?
GENERAL PROJECT CHARACTERISTICS
Why are Projects Important?

Project Life Cycles
Determinants of Project Success
Developing Project Management Maturity
Employability Skills
COMMUNICATIONCRITICAL THINKINGCOLLABORATIONKNOWLEDGE APPLICATION AND ANALYSISBUSINESS ETHICS AND SOCIAL RESPONSIBILITYINFORMATION TECHNOLOGY APPLICATION AND COMPUTING SKILLSDATA LITERACY
Project Elements and Text Organization
Summary
Key Terms
Discussion Questions
QuestionsQuestionsQuestionsQuestions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Notes
2 The Organizational Context Strategy, Structure, and Culture
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
Implementing Strategy Through Projects
Projects and Organizational Strategy
Stakeholder Management
IDENTIFYING PROJECT STAKEHOLDERSCLIENTSCOMPETITORSSUPPLIERSINTERVENOR GROUPSTOP MANAGEMENTACCOUNTINGFUNCTIONAL MANAGERSPROJECT TEAM MEMBERSMANAGING STAKEHOLDERSASSESS THE ENVIRONMENTIDENTIFY THE GOALS OF THE PRINCIPAL ACTORSASSESS YOUR OWN CAPABILITIESDEFINE THE PROBLEMDEVELOP SOLUTIONSTEST AND REFINE THE SOLUTIONS
Organizational Structure
FORMS OF ORGANIZATIONAL STRUCTUREFUNCTIONAL ORGANIZATIONSPROJECT ORGANIZATIONSMATRIX ORGANIZATIONSMOVING TO HEAVYWEIGHT PROJECT ORGANIZATIONS
Project Management Offices
Organizational Culture
HOW DO CULTURES FORM?TECHNOLOGYENVIRONMENTGEOGRAPHICAL LOCATIONREWARD SYSTEMSRULES AND PROCEDURESKEY ORGANIZATIONAL MEMBERSCRITICAL INCIDENTSORGANIZATIONAL CULTURE AND PROJECT MANAGEMENT
Summary
Key Terms
Discussion Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Building Your Project PlanEXERCISE 1—DEVELOPING THE PROJECT NARRATIVE AND GOALSSAMPLE BACKGROUND ANALYSIS AND PROJECT NARRATIVE FOR ABCUPS, INC.CURRENT PROCESSOVERVIEW OF THE PROJECTObjectivesGeneral ApproachConstraints
Notes
3 Project Selection and Portfolio Management
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction: Project Selection
Approaches to Project Screening and Selection
METHOD ONE: CHECKLIST MODELSOLUTIONMETHOD TWO: SIMPLIFIED SCORING MODELSSOLUTIONLIMITATIONS OF SCORING MODELSMETHOD THREE: THE ANALYTICAL HIERARCHY PROCESSSTRUCTURING THE HIERARCHY OF CRITERIAALLOCATING WEIGHTS TO CRITERIAASSIGNING NUMERICAL VALUES TO EVALUATION DIMENSIONSEVALUATING PROJECT PROPOSALSMETHOD FOUR: PROFILE MODELSSOLUTION
Financial Models
PAYBACK PERIODSOLUTIONNET PRESENT VALUESOLUTIONDISCOUNTED PAYBACKINTERNAL RATE OF RETURNSOLUTIONCHOOSING A PROJECT SELECTION APPROACH
Project Portfolio Management
OBJECTIVES AND INITIATIVESDECISION MAKINGPRIORITIZATIONREVIEWREALIGNMENTREPRIORITIZATIONTHE PORTFOLIO SELECTION PROCESSPREPROCESS PHASEPROCESS PHASEPOST-PROCESS PHASEDEVELOPING A PROACTIVE PORTFOLIOKEYS TO SUCCESSFUL PROJECT PORTFOLIO MANAGEMENTFLEXIBLE STRUCTURE AND FREEDOM OF COMMUNICATIONLOW-COST ENVIRONMENTAL SCANNINGTIME-PACED TRANSITIONPROBLEMS IN IMPLEMENTING PORTFOLIO MANAGEMENTCONSERVATIVE TECHNICAL COMMUNITIESOUT-OF-SYNC PROJECTS AND PORTFOLIOSUNPROMISING PROJECTSSCARCE RESOURCES
Summary
Key Terms
Solved Problems
3.1 NET PRESENT VALUESOLUTION3.2 DISCOUNTED PAYBACKSOLUTION3.3 INTERNAL RATE OF RETURNSOLUTION
Discussion Questions
ProblemsQuestionsQuestions
Internet Exercises
Notes
4 Leadership and the Project Manager
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction: Successful Projects Need Leaders
Leaders Versus Managers
How the Project Manager Leads
ACQUIRING PROJECT RESOURCESMOTIVATING AND BUILDING TEAMSHAVING A VISION AND FIGHTING FIRESCOMMUNICATING
Traits of Effective Project Leaders
CONCLUSIONS ABOUT PROJECT LEADERS
Project Champions
CHAMPIONS—WHO ARE THEY?CREATIVE ORIGINATORENTREPRENEUR“Godfather” OR SPONSORPROJECT MANAGERWHAT DO CHAMPIONS DO?HOW TO MAKE A CHAMPIONIDENTIFY AND ENCOURAGE THE EMERGENCE OF CHAMPIONSENCOURAGE AND REWARD RISK TAKERSREMEMBER THAT CHAMPIONS ARE CONNECTED EMOTIONALLY TO THEIR PROJECTSDON’T TIE CHAMPIONS TOO TIGHTLY TO TRADITIONAL PROJECT MANAGEMENT DUTIES
The New Project Leadership
Project Management Professionalism
Project Management and Ethics
UNETHICAL BEHAVIORS IN PROJECT MANAGEMENT
Summary
Key Terms
Discussion Questions
Questions
Questions
How widespread are VW’s problems?
PostscriptQuestionsAnalysis of the ProblemPossible Courses of ActionQuestions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Notes
5 Scope Management
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
Introduction: The Importance of Scope Management
Conceptual Development
THE STATEMENT OF WORKTHE PROJECT CHARTER
The Scope Statement
THE WORK BREAKDOWN STRUCTUREPURPOSES OF THE WORK BREAKDOWN STRUCTURETHE ORGANIZATION BREAKDOWN STRUCTURETHE RESPONSIBILITY ASSIGNMENT MATRIX
Work Authorization
Scope Reporting
Control Systems
CONFIGURATION MANAGEMENT
Project Closeout
Project Management and Sustainability
MANAGING PROJECTS FOR SUSTAINABILITY
Summary
Key Terms
Discussion Questions
ProblemsQuestionsQuestionsQuestionsWrong Weapon for the Wrong War?Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
MS Project Exercises
Project Outline—Remodeling an Appliance
APPENDIX 5.1
Sample Project CharterPROJECT CHARTERINTEGRATED PROJECTDeveloping the Work Breakdown StructureSAMPLE WORK BREAKDOWN STRUCTURE—ABCUPS, INC.WORK BREAKDOWN STRUCTURE—ABCUPS’ PROCESS MODIFICATION
Notes
6 Project Team Building, Conflict, and Negotiation
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:Introduction
Building the Project Team
IDENTIFY NECESSARY SKILL SETSIDENTIFY PEOPLE WHO HAVE THE REQUIRED SKILLSTALK TO POTENTIAL TEAM MEMBERS AND NEGOTIATE WITH FUNCTIONAL HEADSBUILD IN FALLBACK POSITIONSTRY TO NEGOTIATE FOR PARTIAL ASSISTANCEADJUST PROJECT SCHEDULES AND PRIORITIES ACCORDINGLYNOTIFY TOP MANAGEMENT OF THE CONSEQUENCESASSEMBLE THE TEAM
Characteristics of Effective Project Teams
A CLEAR SENSE OF MISSIONA PRODUCTIVE INTERDEPENDENCYCOHESIVENESSTRUSTENTHUSIASMRESULTS ORIENTATION
Reasons Why Teams Fail
POORLY DEVELOPED OR UNCLEAR GOALSUNCLEAR GOALS PERMIT MULTIPLE INTERPRETATIONSUNCLEAR GOALS IMPEDE THE WILLINGNESS OF TEAM MEMBERS TO WORK TOGETHERUNCLEAR GOALS INCREASE CONFLICTPOORLY DEFINED PROJECT TEAM ROLES AND INTERDEPENDENCIESLACK OF PROJECT TEAM MOTIVATIONTHE PROJECT IS PERCEIVED AS UNNECESSARYTHE PROJECT MAY HAVE LOW PRIORITYPOOR COMMUNICATIONPOOR LEADERSHIPTURNOVER AMONG PROJECT TEAM MEMBERSDYSFUNCTIONAL BEHAVIOR
Stages in Group Development
STAGE ONE: FORMINGSTAGE TWO: STORMINGSTAGE THREE: NORMINGSTAGE FOUR: PERFORMINGSTAGE FIVE: ADJOURNINGPUNCTUATED EQUILIBRIUM
Achieving Cross-Functional Cooperation
SUPERORDINATE GOALSRULES AND PROCEDURESPHYSICAL PROXIMITYACCESSIBILITYOUTCOMES OF COOPERATION: TASK AND PSYCHOSOCIAL RESULTS
Virtual Project Teams
Conflict Management
WHAT IS CONFLICT?SOURCES OF CONFLICTORGANIZATIONAL CAUSES OF CONFLICTINTERPERSONAL CAUSES OF CONFLICTMETHODS FOR RESOLVING CONFLICTMEDIATE THE CONFLICTARBITRATE THE CONFLICTCONTROL THE CONFLICTACCEPT THE CONFLICTELIMINATE THE CONFLICTNegotiationQUESTIONS TO ASK PRIOR TO THE NEGOTIATIONPRINCIPLED NEGOTIATIONSEPARATE THE PEOPLE FROM THE PROBLEMFOCUS ON INTERESTS, NOT POSITIONSINVENT OPTIONS FOR MUTUAL GAININSIST ON USING OBJECTIVE CRITERIA
Summary
Key Terms
Discussion Questions
Exercise in Negotiation
BCT’s PerspectiveSFI’s Perspective
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Notes
7 Risk Management
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
Introduction: What is Project Risk?
Risk Management: A Four-Stage Process
RISK IDENTIFICATIONRISK BREAKDOWN STRUCTURESANALYSIS OF PROBABILITY AND CONSEQUENCESRISK MITIGATION STRATEGIESACCEPT RISKMINIMIZE RISKSHARE RISKTRANSFER RISKUSE OF CONTINGENCY RESERVESTASK CONTINGENCYMANAGERIAL CONTINGENCYINSURANCEWORKAROUNDSOTHER MITIGATION STRATEGIESCONTROL AND DOCUMENTATION
Project Risk Management: An Integrated Approach
Summary
Key Terms
Solved Problem
7.1 QUANTITATIVE RISK ASSESSMENT
Discussion Questions
ProblemsThe Development of the CometTroublesWhat Went Wrong?QuestionsQuestionsTacoma Narrows Bridge: The PostmortemQuestions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Project Risk AssessmentSAMPLE RISK ANALYSIS—ABC u p s, INC.QUALITATIVE RISK ASSESSMENTQUANTITATIVE RISK ASSESSMENT
Notes
8 Cost Estimation and Budgeting
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Cost Management
DIRECT VERSUS INDIRECT COSTSRECURRING VERSUS NONRECURRING COSTSFIXED VERSUS VARIABLE COSTSNORMAL VERSUS EXPEDITED COSTS
Cost Estimation
LEARNING CURVES IN COST ESTIMATIONSOFTWARE PROJECT ESTIMATION—FUNCTION POINTSPROBLEMS WITH COST ESTIMATION
Creating a Project Budget
TOP-DOWN BUDGETINGBOTTOM-UP BUDGETINGACTIVITY-BASED COSTING
Developing Budget Contingencies
Summary
Key Terms
Solved Problems
8.1 CALCULATING FULLY LOADED LABOR COSTSSOLUTION 8.2 Estimating Software Costs with Function PointsSOLUTION8.3 Calculating Budget Estimates Using the Learning CurveSOLUTION
Discussion Questions
Problems
Questions
Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Developing the Cost Estimates and Budget
Notes
9 Project Scheduling Networks, Duration Estimation, and Critical Path
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:Introduction
Project Scheduling
Key Scheduling Terminology
Developing A Network
LABELING NODESSERIAL ACTIVITIESNetwork logic suggests that:CONCURRENT ACTIVITIESMERGE ACTIVITIESBURST ACTIVITIES
Duration Estimation
Constructing the Critical Path
CALCULATING THE NETWORKTHE FORWARD PASSTHE BACKWARD PASSPROBABILITY OF PROJECT COMPLETIONLADDERING ACTIVITIESHAMMOCK ACTIVITIESOPTIONS FOR REDUCING THE CRITICAL PATH
Summary
Key Terms
Solved Problems
9.1 CREATING AN ACTIVITY NETWORKSOLUTION9.2 CALCULATING ACTIVITY DURATIONS AND VARIANCESSOLUTION9.3 DETERMINING CRITICAL PATH AND ACTIVITY SLACKSOLUTION
Discussion Questions
ProblemsQuestions
Internet Exercises
MS Project Exercises
Exercise 9.27Exercise 9.28Exercise 9.29PMP Certification Sample Questions
Answers
Notes
10 Project Scheduling Lagging, Crashing, and Activity Networks
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:Introduction
Lags in Precedence Relationships
FINISH TO STARTFINISH TO FINISHSTART TO STARTSTART TO FINISH
Gantt Charts
ADDING RESOURCES TO GANTT CHARTSINCORPORATING LAGS IN GANTT CHARTS
Crashing Projects
OPTIONS FOR ACCELERATING PROJECTSCRASHING THE PROJECT: BUDGET EFFECTS
Activity-On-Arrow Networks
HOW ARE THEY DIFFERENT?DUMMY ACTIVITIESFORWARD AND BACKWARD PASSES WITH AOA NETWORKSAOA VERSUS AONAON STRENGTHS AND WEAKNESSESAOA STRENGTHS AND WEAKNESSES
Controversies in the Use of Networks
CONCLUSIONS
Summary
Key Terms
Solved Problems
10.1 CRASHING PROJECT ACTIVITIESSOLUTION10.2 COST OF CRASHING A PROJECTSOLUTION
Discussion Questions
ProblemsQuestionsQuestionsMS Project ExercisesExercise 10.20Exercise 10.21Exercise 10.22Exercise 10.23PMP CERTIFICATION SAMPLE QUESTIONSAnswersINTEGRATED PROJECTDeveloping the Project ScheduleNotes
11 Advanced Topics in Planning and Scheduling Agile and Critical Chain
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:Introduction
Agile Project Management
WHAT IS UNIQUE ABOUT AGILE PM?TASKS VERSUS STORIESKEY TERMS IN AGILE PM5STEPS IN AGILE6SPRINT PLANNINGDAILY SCRUMSTHE DEVELOPMENT WORKSPRINT REVIEWSSPRINT RETROSPECTIVEKEYS TO SUCCESS WITH AGILEPROBLEMS WITH AGILE
Extreme Programming (XP)
Theory of Constraints and Critical Chain Project Scheduling
THEORY OF CONSTRAINTS
The Critical Chain Solution to Project Scheduling
Developing the Critical Chain Activity NetworkCRITICAL CHAIN SOLUTIONS VERSUS CRITICAL PATH SOLUTIONS
Critical Chain Solutions to Resource Conflicts
Critical Chain Project Portfolio Management
Critiques of Ccpm
Summary
Key Terms
Solved Problem
Discussion Questions
ProblemsQuestionsQuestions
Internet Exercises
Notes
12 Resource Management
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:Introduction
The Basics of Resource Constraints
TIME AND RESOURCE SCARCITY
Resource Loading
Resource Leveling
STEP ONE: DEVELOP THE RESOURCE-LOADING TABLESTEP TWO: DETERMINE ACTIVITY LATE FINISH DATESSTEP THREE: IDENTIFY RESOURCE OVERALLOCATIONSTEP FOUR: LEVEL THE RESOURCE-LOADING TABLEPHASE ONEPHASE TWOPHASE THREE
Resource-Loading Charts
Managing Resources in Multiproject Environments
SCHEDULE SLIPPAGERESOURCE UTILIZATIONIN-PROCESS INVENTORYRESOLVING RESOURCE DECISIONS IN MULTIPROJECT ENVIRONMENTSFIRST IN LINEGREATEST RESOURCE DEMANDGREATEST RESOURCE UTILIZATIONMINIMUM LATE FINISH TIMEMATHEMATICAL PROGRAMMING
Summary
Key Terms
Solved Problem
SOLUTION
Discussion Questions
ProblemsQuestionsQuestions
Internet Exercises
MS Project Exercises
Exercise 12.23 Exercise 12.24 Exercise 12.25 Exercise 12.26 PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Managing Your Project’s Resources
Notes
13 Project Evaluation and Control
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:Introduction
Control Cycles—A General Model
Monitoring Project Performance
THE PROJECT S-CURVE: A BASIC TOOLS-CURVE DRAWBACKSMILESTONE ANALYSISPROBLEMS WITH MILESTONESTHE TRACKING GANTT CHARTBENEFITS AND DRAWBACKS OF TRACKING GANTT CHARTS
Earned Value Management
TERMINOLOGY FOR EARNED VALUECREATING PROJECT BASELINESWHY USE EARNED VALUE?STEPS IN EARNED VALUE MANAGEMENTASSESSING A PROJECT’S EARNED VALUE
Using Earned Value to Manage a Portfolio of Projects
FLOW OF EARNED VALUE SYSTEM
Issues in the Effective Use of Earned Value Management
Human Factors in Project Evaluation and Control
CRITICAL SUCCESS FACTOR DEFINITIONSCONCLUSIONS
Summary
Key Terms
Solved Problem
13.1 EXAMPLE OF EARNED VALUE
Discussion Questions
ProblemsQuestionsQuestionsQuestions
Internet Exercises
MS Project Exercises
Exercise 13.32 Exercise 13.33 Exercise 13.34 Exercise 13.35 Exercise 13.36 Exercise 13.37 PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Appendix 13.1
Earned Schedule*
Notes
14 Project Closeout and Termination
Chapter ObjectivesPROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:Introduction
Types of Project Termination
Natural Termination—the Closeout Process
FINISHING THE WORKHANDING OVER THE PROJECTGAINING ACCEPTANCE FOR THE PROJECTHARVESTING THE BENEFITSREVIEWING HOW IT ALL WENTPUTTING IT ALL TO BEDDISBANDING THE TEAMWHAT PREVENTS EFFECTIVE PROJECT CLOSEOUTS?
Early Termination for Projects
MAKING THE EARLY TERMINATION DECISIONSHUTTING DOWN THE PROJECTALLOWING FOR CLAIMS AND DISPUTES
Preparing the Final Project Report
Conclusion
Summary
Key Terms
Discussion Questions
QuestionsQuestionsQuestions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Appendix 14.1
Notes
APPENDIX A The Cumulative Standard Normal Distribution
APPENDIX B Tutorial for MS Project 2016
Exercise A: Constructing the Network: Site Preparation Project1. CONSTRUCT THIS NETWORK USING MS PROJECT 20162. IDENTIFY THE CRITICAL PATH. HOW LONG WILL THIS PROJECT TAKE?3. ASSIGN AND LEVEL RESOURCES4. SUPPOSE ROSE IS RESPONSIBLE FOR ACTIVITIES B AND C. ARE THERE ANY RESOURCE CONFLICTS? HOW DO WE KNOW?5. SHOW THE SAME PROJECT WITH A GANTT CHART AND A NETWORK DIAGRAM
Exercise B: Adding Details and Updating the Network for an Ongoing Project
APPENDIX C Project Plan Template
PROJECT EXECUTION PLAN FOR PROJECT
EXECUTION PLAN REVISION HISTORY
Table of Contents
GLOSSARY
COMPANY INDEX
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Content preview from Project Management: Achieving Competitive Advantage, Fifth Edition

Solved Problem

Assume you have the project network diagram shown in Figure 11.17 and you have identified a resource conflict in which Cheryl is scheduled to work on two tasks at the same time. In this case, Cheryl has become the constrained resource for your project. How would you reconfigure this portion of the project’s network diagram to better manage your critical resource? What would be the new “critical chain”?

A network consisting of a top node to top node Cheryl, to another top node, to final node. A bottom node flows to bottom node Cheryl, with critical path to another bottom node, to final node. — FIGURE 11.17 Current Network

A diagram shows the network from figure 11.18, revised. — FIGURE 11.18 Solution to Solved Problem Critical Chain Network

Figure 11.18 Full Alternative Text

SOLUTION ...

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ISBN: 9780134730332

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Project Management: Achieving Competitive Advantage, Fifth Edition

by Jeffrey K. Pinto

Solved Problem

FIGURE 11.17 Current Network

FIGURE 11.18 Solution to Solved Problem Critical Chain Network

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