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Project Management in Practice, Fourth Edition

Name: Project Management in Practice, Fourth Edition
ISBN: 9780470533017

by Samuel J. Mantel Jr., Jack R. Meredith, Scott M. Shafer, Margaret M. Sutton

October 2010

Intermediate to advanced

330 pages

11h 59m

English

Wiley

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Copyright
Preface
THE APPROACHORGANIZATION AND CONTENTPEDAGOGYWHAT'S NEWSUPPLEMENTSACKNOWLEDGMENTS
1. The World of Project Management
1.1. WHAT IS A PROJECT?1.1.1. Trends in Project Management1.1.1.1. Achieving Strategic Goals1.1.1.2. Achieving Routine Goals1.1.1.3. Improving Project Effectiveness1.1.1.4. Virtual Projects1.1.1.5. Quasi-Projects1.2. PROJECT MANAGEMENT VS. GENERAL MANAGEMENT1.2.1. Major Differences1.2.2. Negotiation1.3. WHAT IS MANAGED? THE THREE GOALS OF A PROJECT1.4. THE LIFE CYCLES OF PROJECTS1.5. SELECTING PROJECTS TO MEET ORGANIZATIONAL OBJECTIVES1.5.1. Nonnumeric Selection Methods1.5.1.1. The Sacred Cow1.5.1.2. The Operating/Competitive Necessity1.5.1.3. Comparative Benefits1.5.2. Numeric Selection Methods1.5.2.1. Financial Assessment Methods1.5.2.2. Financial Options and Opportunity Costs1.5.2.3. Scoring Methods1.6. CONFRONTING UNCERTAINTY—THE MANAGEMENT OF RISK1.6.1. Considering Uncertainty in Project Selection Decisions1.6.2. Considering Disaster1.7. THE PROJECT PORTFOLIO PROCESS1.7.1. Step 1: Establish a Project Council1.7.2. Step 2: Identify Project Categories and Criteria1.7.3. Step 3: Collect Project Data1.7.4. Step 4: Assess Resource Availability1.7.5. Step 5: Reduce the Project and Criteria Set1.7.6. Step 6: Prioritize the Projects within Categories1.7.7. Step 7: Select the Projects to Be Funded and Held in Reserve1.7.8. Step 8: Implement the Process1.8. THE MATERIALS IN THIS TEXT1.9. REVIEW QUESTIONS1.10. DISCUSSION QUESTIONS1.11. PROBLEMS1.12. INCIDENT FOR DISCUSSION1.12.1. Broken Welds1.12.1.1. Questions:1.13. CASE: United Screen Printers1.14. QUESTIONS1.15. CASE: Handstar Inc.1.16. QUESTIONS1.17. BIBLIOGRAPHY
2. The Manager, the Organization, and the Team
2.1. THE PM'S ROLES2.1.1. Facilitator2.1.1.1. Facilitator vs. Supervisor2.1.1.2. Systems Approach2.1.1.3. Micromanagement2.1.2. Communicator2.1.3. Virtual Project Manager2.1.4. Meetings, Convener and Chair2.2. THE PM'S RESPONSIBILITIES TO THE PROJECT2.2.1. Acquiring Resources2.2.2. Fighting Fires and Obstacles2.2.3. Leadership and Making Trade-Offs2.2.4. Negotiation, Conflict Resolution, and Persuasion2.3. SELECTION OF A PROJECT MANAGER2.3.1. Credibility2.3.2. Sensitivity2.3.3. Leadership, Style, Ethics2.4. PROJECT MANAGEMENT AS A PROFESSION2.5. FITTING PROJECTS INTO THE PARENT ORGANIZATION2.5.1. More on "Why Projects?"2.5.2. Pure Project Organization2.5.3. Functional Project Organization2.5.4. Matrix Project Organization2.5.4.1. Advantages2.5.4.2. Disadvantages2.5.5. Mixed Organizational Systems2.5.6. The Project Management Office and Project Maturity2.6. THE PROJECT TEAM2.6.1. Matrix Team Problems2.6.2. Intrateam Conflict2.7. REVIEW QUESTIONS2.8. DISCUSSION QUESTIONS2.9. INCIDENTS FOR DISCUSSION2.9.1. Samuel's Approach to Project Management:2.9.1.1. Questions:2.9.2. HardTech, Inc.:2.9.2.1. Questions:2.10. CASE: The Quantum Bank2.10.1.1.2.10.1.1. Bill Fence2.10.1.2. Andy Dover2.11. QUESTIONS2.12. CASE: Southern Care Hospital2.13. QUESTIONS2.14. BIBLIOGRAPHY
3. Planning the Project
3.1. THE CONTENTS OF A PROJECT PLAN—THE "PROJECT CHARTER"3.2. THE PLANNING PROCESS—OVERVIEW3.3. THE PLANNING PROCESS—NUTS AND BOLTS3.3.1. The Launch Meeting—and Subsequent Meetings3.3.2. Sorting Out the Project—The Work Breakdown Structure (WBS)3.3.3. Extensions of the Everyday WBS3.4. MORE ON THE WORK BREAKDOWN STRUCTURE AND OTHER AIDS3.4.1. The RACI Matrix3.4.2. A Whole-Brain Approach to Project Planning3.5. MULTIDISCIPLINARY TEAMS—BALANCING PLEASURE AND PAIN3.5.1. Integration Management3.5.2. Interface Coordination—Interface Management3.5.3. The Design Structure Matrix3.5.4. Comments on Empowerment and Work Teams3.6. REVIEW QUESTIONS3.7. DISCUSSION QUESTIONS3.8. PROBLEMS3.8.1.3.8.1.1. Question:3.9. INCIDENTS FOR DISCUSSION3.9.1. Plymouth Zoo's Re-engineering Project3.9.1.1. Questions:3.9.2. Time Is Fleeting3.9.2.1. Question:3.10. CASE: St. Dismas Assisted Living Facility—13.11. QUESTIONS3.12. CASE: John Wiley & Sons3.13. QUESTIONS3.14. BIBLIOGRAPHY
4. Budgeting the Project
4.1. METHODS OF BUDGETING4.1.1. Top-Down Budgeting4.1.2. Bottom-Up Budgeting4.2. COST ESTIMATING4.2.1. Work Element Costing4.2.2. The Impact of Budget Cuts4.2.3. An Aside4.2.4. Activity vs. Program Budgeting4.3. IMPROVING COST ESTIMATES4.3.1. Forms4.3.2. Learning Curves4.3.3. Tracking Signals4.3.4. Other Factors4.4. BUDGET UNCERTAINTY AND RISK MANAGEMENT4.4.1. Budget Uncertainty4.4.1.1. Three Causes for Change4.4.1.2. Handling Changes4.4.2. Risk Management4.4.2.1. Risk Management Planning4.4.2.2. Risk Identification and Qualitative Risk Analysis4.4.2.3. Quantitative Risk Analysis4.4.2.4. Risk Response Planning4.4.2.5. Tabletop Exercises and Dress Rehearsals4.4.2.6. Risk Monitoring and Control4.5. REVIEW QUESTIONS4.6. DISCUSSION QUESTIONS4.7. PROBLEMS4.8. INCIDENTS FOR DISCUSSION4.8.1. A Budgeting Novice4.8.1.1. Questions:4.8.2. Stealth Electronics4.8.2.1. Question:4.8.3. General Sensor Company4.8.3.1. Questions:4.9. CASE: St. Dismas Assisted Living Facility Project Budget Development—24.10. QUESTIONS4.11. CASE: Photstat Inc.4.12. QUESTIONS4.13. BIBLIOGRAPHY
5. Scheduling the Project
5.1. PERT AND CPM NETWORKS5.1.1. The Language of PERT/CPM5.1.2. Building the Network5.1.3. Finding the Critical Path and Critical Time5.1.4. Calculating Activity Slack5.1.5. Doing It the Easy Way—Microsoft Project (MSP)5.2. PROJECT UNCERTAINTY AND RISK MANAGEMENT5.2.1. Calculating Probabilistic Activity Times5.2.2. The Probabilistic Network, an Example5.2.3. Once More the Easy Way5.2.4. The Probability of Completing the Project on Time5.2.5. Selecting Risk and Finding D5.2.6. The Case of the Unreasonable Boss5.2.7. The Problem with Mergers5.3. SIMULATION5.3.1. Traditional Statistics vs. Simulation5.3.1.1. Some Common Issues5.3.1.2. Simulation5.4. THE GANTT CHART5.4.1. The Chart5.5. EXTENSIONS TO PERT/CPM5.5.1. Precedence Diagramming5.5.2. Final Thoughts on the Use of These Tools5.6. REVIEW QUESTIONS5.7. DISCUSSION QUESTIONS5.8. PROBLEMS5.9. DISCUSSION PROBLEM5.10. INCIDENTS FOR DISCUSSION5.10.1. Springville Fire Department5.10.1.1. Questions:5.10.2. Attack of the Killer Worm5.10.2.1. Question:5.11. CASE: St. Dismas Assisted Living Facility Program Plan—35.12. QUESTIONS5.13. CASE: NutriStar5.14. QUESTIONS5.15. BIBLIOGRAPHY
6. Allocating Resources to the Project
6.1. EXPEDITING A PROJECT6.1.1. The Critical Path Method6.1.2. Fast-Tracking a Project6.2. RESOURCE LOADING6.2.1. The Charismatic VP6.3. RESOURCE LEVELING6.3.1. Resource Loading/Leveling and Uncertainty6.4. ALLOCATING SCARCE RESOURCES TO PROJECTS6.4.1. Some Comments about Constrained Resources6.4.2. Some Priority Rules6.5. ALLOCATING SCARCE RESOURCES TO SEVERAL PROJECTS6.5.1. Criteria of Priority Rules6.5.2. The Basic Approach6.5.3. Resource Allocation and the Project Life Cycle6.6. GOLDRATT'S CRITICAL CHAIN6.6.1. Estimating Task Times6.6.2. The Effect of Not Reporting Early Activity Completion6.6.3. Multitasking6.6.4. Common Chain of Events6.6.5. The Critical Chain6.7. REVIEW QUESTIONS6.8. DISCUSSION QUESTIONS6.9. PROBLEMS6.10. INCIDENTS FOR DISCUSSION6.10.1. Lab Results, Inc.6.10.1.1. questions:6.10.2. Southern Kentucky University Bookstore6.10.2.1. questions:6.11. CASE: St. Dismas Assisted Living Facility Resource Usage—46.12. QUESTIONS6.13. CASE: Charter Financial Bank6.14. QUESTIONS6.15. BIBLIOGRAPHY
7. Monitoring and Controlling the Project
7.1. THE PLAN-MONITOR-CONTROL CYCLE7.1.1. Designing the Monitoring System7.2. DATA COLLECTION AND REPORTING7.2.1. Data Collecting7.2.2. Data Analysis7.2.3. Reporting and Report Types7.2.4. Meetings7.2.5. Virtual Meetings, Reports, and Project Management7.3. EARNED VALUE7.4. PROJECT CONTROL7.4.1. Purposes of Control7.5. DESIGNING THE CONTROL SYSTEM7.5.1. Types of Control Systems7.5.2. Tools for Control7.6. SCOPE CREEP AND CHANGE CONTROL7.7. REVIEW QUESTIONS7.8. DISCUSSION QUESTIONS7.9. PROBLEMS7.10. INCIDENTS FOR DISCUSSION7.10.1. St. Margaret's Hospital7.10.1.1. Question:7.10.2. Stoneworth Paving Company7.10.2.1. Question:7.10.3. Happy Customers7.10.3.1. Question:7.10.4. Cable Tech, Inc.7.10.4.1. Question:7.11. CASE: St. Dismas Assisted Living Facility Case—57.12. QUESTIONS7.13. CASE: Palmstar Enterprises, Inc.7.14. QUESTIONS7.15. BIBLIOGRAPHY
8. Evaluating and Terminating the Project
8.1. EVALUATION8.1.1. Evaluation Criteria8.1.2. Measurement8.2. PROJECT AUDITING8.2.1. The Audit Process8.2.2. The Audit Report8.3. PROJECT TERMINATION8.3.1. When to Terminate a Project8.3.2. Types of Project Termination8.3.3. The Termination Process8.3.4. The Project Final Report8.4. REVIEW QUESTIONS8.5. DISCUSSION QUESTIONS8.6. INCIDENTS FOR DISCUSSION8.6.1. General Construction Company8.6.1.1. Question:8.6.2. Lexi Electronics8.6.2.1. Question8.6.3. The Shocking Machine8.6.3.1. Question:8.7. CASE: St. Dismas Assisted Living Facility Case—68.8. QUESTIONS8.9. CASE: Datatech's Audit8.10. QUESTIONS8.11. BIBLIOGRAPHY

A. Probability and Statistics
A.1. PROBABILITYA.1.1. Subjective ProbabilityA.1.2. Logical ProbabilityA.1.3. Experimental ProbabilityA.2. EVENT RELATIONSHIPS AND PROBABILITY LAWSA.2.1. The Multiplication RuleA.2.2. The Addition RuleA.3. STATISTICSA.3.1. Descriptive versus Inferential StatisticsA.3.2. Measures of Central TendencyA.3.3. Measures of DispersionA.3.4. Inferential StatisticsA.3.5. Standard Probability DistributionsA.4. BIBLIOGRAPHY

Overview

Project Management in Practice, 4th Edition focuses on the technical aspects of project management that are directly related to practice. This textbook is organised around the project management life cycle and it provides students with essential project management concepts, with a focus on PMBOK, the Project Management Body of Knowledge. (The Project Management Institute runs the PMBOK certification program). This new edition Improves ancillaries like the Instructor's Manual and PowerPoint slides and Integrates inclusion of Microsoft Project software throughout the text. Provides better cases, and end-of chapter problems, and exercises for an overall greater understanding of the material.

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