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Project Management in Practice, Fourth Edition

Book Description

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.

Table of Contents

  1. Copyright
  2. Preface
    1. THE APPROACH
    2. ORGANIZATION AND CONTENT
    3. PEDAGOGY
    4. WHAT'S NEW
    5. SUPPLEMENTS
    6. ACKNOWLEDGMENTS
  3. 1. The World of Project Management
    1. 1.1. WHAT IS A PROJECT?
      1. 1.1.1. Trends in Project Management
        1. 1.1.1.1. Achieving Strategic Goals
        2. 1.1.1.2. Achieving Routine Goals
        3. 1.1.1.3. Improving Project Effectiveness
        4. 1.1.1.4. Virtual Projects
        5. 1.1.1.5. Quasi-Projects
    2. 1.2. PROJECT MANAGEMENT VS. GENERAL MANAGEMENT
      1. 1.2.1. Major Differences
      2. 1.2.2. Negotiation
    3. 1.3. WHAT IS MANAGED? THE THREE GOALS OF A PROJECT
    4. 1.4. THE LIFE CYCLES OF PROJECTS
    5. 1.5. SELECTING PROJECTS TO MEET ORGANIZATIONAL OBJECTIVES
      1. 1.5.1. Nonnumeric Selection Methods
        1. 1.5.1.1. The Sacred Cow
        2. 1.5.1.2. The Operating/Competitive Necessity
        3. 1.5.1.3. Comparative Benefits
      2. 1.5.2. Numeric Selection Methods
        1. 1.5.2.1. Financial Assessment Methods
        2. 1.5.2.2. Financial Options and Opportunity Costs
        3. 1.5.2.3. Scoring Methods
    6. 1.6. CONFRONTING UNCERTAINTY—THE MANAGEMENT OF RISK
      1. 1.6.1. Considering Uncertainty in Project Selection Decisions
      2. 1.6.2. Considering Disaster
    7. 1.7. THE PROJECT PORTFOLIO PROCESS
      1. 1.7.1. Step 1: Establish a Project Council
      2. 1.7.2. Step 2: Identify Project Categories and Criteria
      3. 1.7.3. Step 3: Collect Project Data
      4. 1.7.4. Step 4: Assess Resource Availability
      5. 1.7.5. Step 5: Reduce the Project and Criteria Set
      6. 1.7.6. Step 6: Prioritize the Projects within Categories
      7. 1.7.7. Step 7: Select the Projects to Be Funded and Held in Reserve
      8. 1.7.8. Step 8: Implement the Process
    8. 1.8. THE MATERIALS IN THIS TEXT
    9. 1.9. REVIEW QUESTIONS
    10. 1.10. DISCUSSION QUESTIONS
    11. 1.11. PROBLEMS
    12. 1.12. INCIDENT FOR DISCUSSION
      1. 1.12.1. Broken Welds
        1. 1.12.1.1. Questions:
    13. 1.13. CASE: United Screen Printers
    14. 1.14. QUESTIONS
    15. 1.15. CASE: Handstar Inc.
    16. 1.16. QUESTIONS
    17. 1.17. BIBLIOGRAPHY
  4. 2. The Manager, the Organization, and the Team
    1. 2.1. THE PM'S ROLES
      1. 2.1.1. Facilitator
        1. 2.1.1.1. Facilitator vs. Supervisor
        2. 2.1.1.2. Systems Approach
        3. 2.1.1.3. Micromanagement
      2. 2.1.2. Communicator
      3. 2.1.3. Virtual Project Manager
      4. 2.1.4. Meetings, Convener and Chair
    2. 2.2. THE PM'S RESPONSIBILITIES TO THE PROJECT
      1. 2.2.1. Acquiring Resources
      2. 2.2.2. Fighting Fires and Obstacles
      3. 2.2.3. Leadership and Making Trade-Offs
      4. 2.2.4. Negotiation, Conflict Resolution, and Persuasion
    3. 2.3. SELECTION OF A PROJECT MANAGER
      1. 2.3.1. Credibility
      2. 2.3.2. Sensitivity
      3. 2.3.3. Leadership, Style, Ethics
    4. 2.4. PROJECT MANAGEMENT AS A PROFESSION
    5. 2.5. FITTING PROJECTS INTO THE PARENT ORGANIZATION
      1. 2.5.1. More on "Why Projects?"
      2. 2.5.2. Pure Project Organization
      3. 2.5.3. Functional Project Organization
      4. 2.5.4. Matrix Project Organization
        1. 2.5.4.1. Advantages
        2. 2.5.4.2. Disadvantages
      5. 2.5.5. Mixed Organizational Systems
      6. 2.5.6. The Project Management Office and Project Maturity
    6. 2.6. THE PROJECT TEAM
      1. 2.6.1. Matrix Team Problems
      2. 2.6.2. Intrateam Conflict
    7. 2.7. REVIEW QUESTIONS
    8. 2.8. DISCUSSION QUESTIONS
    9. 2.9. INCIDENTS FOR DISCUSSION
      1. 2.9.1. Samuel's Approach to Project Management:
        1. 2.9.1.1. Questions:
      2. 2.9.2. HardTech, Inc.:
        1. 2.9.2.1. Questions:
    10. 2.10. CASE: The Quantum Bank
      1. 2.10.1.1.
        1. 2.10.1.1. Bill Fence
        2. 2.10.1.2. Andy Dover
    11. 2.11. QUESTIONS
    12. 2.12. CASE: Southern Care Hospital
    13. 2.13. QUESTIONS
    14. 2.14. BIBLIOGRAPHY
  5. 3. Planning the Project
    1. 3.1. THE CONTENTS OF A PROJECT PLAN—THE "PROJECT CHARTER"
    2. 3.2. THE PLANNING PROCESS—OVERVIEW
    3. 3.3. THE PLANNING PROCESS—NUTS AND BOLTS
      1. 3.3.1. The Launch Meeting—and Subsequent Meetings
      2. 3.3.2. Sorting Out the Project—The Work Breakdown Structure (WBS)
      3. 3.3.3. Extensions of the Everyday WBS
    4. 3.4. MORE ON THE WORK BREAKDOWN STRUCTURE AND OTHER AIDS
      1. 3.4.1. The RACI Matrix
      2. 3.4.2. A Whole-Brain Approach to Project Planning
    5. 3.5. MULTIDISCIPLINARY TEAMS—BALANCING PLEASURE AND PAIN
      1. 3.5.1. Integration Management
      2. 3.5.2. Interface Coordination—Interface Management
      3. 3.5.3. The Design Structure Matrix
      4. 3.5.4. Comments on Empowerment and Work Teams
    6. 3.6. REVIEW QUESTIONS
    7. 3.7. DISCUSSION QUESTIONS
    8. 3.8. PROBLEMS
      1. 3.8.1.
        1. 3.8.1.1. Question:
    9. 3.9. INCIDENTS FOR DISCUSSION
      1. 3.9.1. Plymouth Zoo's Re-engineering Project
        1. 3.9.1.1. Questions:
      2. 3.9.2. Time Is Fleeting
        1. 3.9.2.1. Question:
    10. 3.10. CASE: St. Dismas Assisted Living Facility—1
    11. 3.11. QUESTIONS
    12. 3.12. CASE: John Wiley & Sons
    13. 3.13. QUESTIONS
    14. 3.14. BIBLIOGRAPHY
  6. 4. Budgeting the Project
    1. 4.1. METHODS OF BUDGETING
      1. 4.1.1. Top-Down Budgeting
      2. 4.1.2. Bottom-Up Budgeting
    2. 4.2. COST ESTIMATING
      1. 4.2.1. Work Element Costing
      2. 4.2.2. The Impact of Budget Cuts
      3. 4.2.3. An Aside
      4. 4.2.4. Activity vs. Program Budgeting
    3. 4.3. IMPROVING COST ESTIMATES
      1. 4.3.1. Forms
      2. 4.3.2. Learning Curves
      3. 4.3.3. Tracking Signals
      4. 4.3.4. Other Factors
    4. 4.4. BUDGET UNCERTAINTY AND RISK MANAGEMENT
      1. 4.4.1. Budget Uncertainty
        1. 4.4.1.1. Three Causes for Change
        2. 4.4.1.2. Handling Changes
      2. 4.4.2. Risk Management
        1. 4.4.2.1. Risk Management Planning
        2. 4.4.2.2. Risk Identification and Qualitative Risk Analysis
        3. 4.4.2.3. Quantitative Risk Analysis
        4. 4.4.2.4. Risk Response Planning
        5. 4.4.2.5. Tabletop Exercises and Dress Rehearsals
        6. 4.4.2.6. Risk Monitoring and Control
    5. 4.5. REVIEW QUESTIONS
    6. 4.6. DISCUSSION QUESTIONS
    7. 4.7. PROBLEMS
    8. 4.8. INCIDENTS FOR DISCUSSION
      1. 4.8.1. A Budgeting Novice
        1. 4.8.1.1. Questions:
      2. 4.8.2. Stealth Electronics
        1. 4.8.2.1. Question:
      3. 4.8.3. General Sensor Company
        1. 4.8.3.1. Questions:
    9. 4.9. CASE: St. Dismas Assisted Living Facility Project Budget Development—2
    10. 4.10. QUESTIONS
    11. 4.11. CASE: Photstat Inc.
    12. 4.12. QUESTIONS
    13. 4.13. BIBLIOGRAPHY
  7. 5. Scheduling the Project
    1. 5.1. PERT AND CPM NETWORKS
      1. 5.1.1. The Language of PERT/CPM
      2. 5.1.2. Building the Network
      3. 5.1.3. Finding the Critical Path and Critical Time
      4. 5.1.4. Calculating Activity Slack
      5. 5.1.5. Doing It the Easy Way—Microsoft Project (MSP)
    2. 5.2. PROJECT UNCERTAINTY AND RISK MANAGEMENT
      1. 5.2.1. Calculating Probabilistic Activity Times
      2. 5.2.2. The Probabilistic Network, an Example
      3. 5.2.3. Once More the Easy Way
      4. 5.2.4. The Probability of Completing the Project on Time
      5. 5.2.5. Selecting Risk and Finding D
      6. 5.2.6. The Case of the Unreasonable Boss
      7. 5.2.7. The Problem with Mergers
    3. 5.3. SIMULATION
      1. 5.3.1. Traditional Statistics vs. Simulation
        1. 5.3.1.1. Some Common Issues
        2. 5.3.1.2. Simulation
    4. 5.4. THE GANTT CHART
      1. 5.4.1. The Chart
    5. 5.5. EXTENSIONS TO PERT/CPM
      1. 5.5.1. Precedence Diagramming
      2. 5.5.2. Final Thoughts on the Use of These Tools
    6. 5.6. REVIEW QUESTIONS
    7. 5.7. DISCUSSION QUESTIONS
    8. 5.8. PROBLEMS
    9. 5.9. DISCUSSION PROBLEM
    10. 5.10. INCIDENTS FOR DISCUSSION
      1. 5.10.1. Springville Fire Department
        1. 5.10.1.1. Questions:
      2. 5.10.2. Attack of the Killer Worm
        1. 5.10.2.1. Question:
    11. 5.11. CASE: St. Dismas Assisted Living Facility Program Plan—3
    12. 5.12. QUESTIONS
    13. 5.13. CASE: NutriStar
    14. 5.14. QUESTIONS
    15. 5.15. BIBLIOGRAPHY
  8. 6. Allocating Resources to the Project
    1. 6.1. EXPEDITING A PROJECT
      1. 6.1.1. The Critical Path Method
      2. 6.1.2. Fast-Tracking a Project
    2. 6.2. RESOURCE LOADING
      1. 6.2.1. The Charismatic VP
    3. 6.3. RESOURCE LEVELING
      1. 6.3.1. Resource Loading/Leveling and Uncertainty
    4. 6.4. ALLOCATING SCARCE RESOURCES TO PROJECTS
      1. 6.4.1. Some Comments about Constrained Resources
      2. 6.4.2. Some Priority Rules
    5. 6.5. ALLOCATING SCARCE RESOURCES TO SEVERAL PROJECTS
      1. 6.5.1. Criteria of Priority Rules
      2. 6.5.2. The Basic Approach
      3. 6.5.3. Resource Allocation and the Project Life Cycle
    6. 6.6. GOLDRATT'S CRITICAL CHAIN
      1. 6.6.1. Estimating Task Times
      2. 6.6.2. The Effect of Not Reporting Early Activity Completion
      3. 6.6.3. Multitasking
      4. 6.6.4. Common Chain of Events
      5. 6.6.5. The Critical Chain
    7. 6.7. REVIEW QUESTIONS
    8. 6.8. DISCUSSION QUESTIONS
    9. 6.9. PROBLEMS
    10. 6.10. INCIDENTS FOR DISCUSSION
      1. 6.10.1. Lab Results, Inc.
        1. 6.10.1.1. questions:
      2. 6.10.2. Southern Kentucky University Bookstore
        1. 6.10.2.1. questions:
    11. 6.11. CASE: St. Dismas Assisted Living Facility Resource Usage—4
    12. 6.12. QUESTIONS
    13. 6.13. CASE: Charter Financial Bank
    14. 6.14. QUESTIONS
    15. 6.15. BIBLIOGRAPHY
  9. 7. Monitoring and Controlling the Project
    1. 7.1. THE PLAN-MONITOR-CONTROL CYCLE
      1. 7.1.1. Designing the Monitoring System
    2. 7.2. DATA COLLECTION AND REPORTING
      1. 7.2.1. Data Collecting
      2. 7.2.2. Data Analysis
      3. 7.2.3. Reporting and Report Types
      4. 7.2.4. Meetings
      5. 7.2.5. Virtual Meetings, Reports, and Project Management
    3. 7.3. EARNED VALUE
    4. 7.4. PROJECT CONTROL
      1. 7.4.1. Purposes of Control
    5. 7.5. DESIGNING THE CONTROL SYSTEM
      1. 7.5.1. Types of Control Systems
      2. 7.5.2. Tools for Control
    6. 7.6. SCOPE CREEP AND CHANGE CONTROL
    7. 7.7. REVIEW QUESTIONS
    8. 7.8. DISCUSSION QUESTIONS
    9. 7.9. PROBLEMS
    10. 7.10. INCIDENTS FOR DISCUSSION
      1. 7.10.1. St. Margaret's Hospital
        1. 7.10.1.1. Question:
      2. 7.10.2. Stoneworth Paving Company
        1. 7.10.2.1. Question:
      3. 7.10.3. Happy Customers
        1. 7.10.3.1. Question:
      4. 7.10.4. Cable Tech, Inc.
        1. 7.10.4.1. Question:
    11. 7.11. CASE: St. Dismas Assisted Living Facility Case—5
    12. 7.12. QUESTIONS
    13. 7.13. CASE: Palmstar Enterprises, Inc.
    14. 7.14. QUESTIONS
    15. 7.15. BIBLIOGRAPHY
  10. 8. Evaluating and Terminating the Project
    1. 8.1. EVALUATION
      1. 8.1.1. Evaluation Criteria
      2. 8.1.2. Measurement
    2. 8.2. PROJECT AUDITING
      1. 8.2.1. The Audit Process
      2. 8.2.2. The Audit Report
    3. 8.3. PROJECT TERMINATION
      1. 8.3.1. When to Terminate a Project
      2. 8.3.2. Types of Project Termination
      3. 8.3.3. The Termination Process
      4. 8.3.4. The Project Final Report
    4. 8.4. REVIEW QUESTIONS
    5. 8.5. DISCUSSION QUESTIONS
    6. 8.6. INCIDENTS FOR DISCUSSION
      1. 8.6.1. General Construction Company
        1. 8.6.1.1. Question:
      2. 8.6.2. Lexi Electronics
        1. 8.6.2.1. Question
      3. 8.6.3. The Shocking Machine
        1. 8.6.3.1. Question:
    7. 8.7. CASE: St. Dismas Assisted Living Facility Case—6
    8. 8.8. QUESTIONS
    9. 8.9. CASE: Datatech's Audit
    10. 8.10. QUESTIONS
    11. 8.11. BIBLIOGRAPHY
  11. A. Probability and Statistics
    1. A.1. PROBABILITY
      1. A.1.1. Subjective Probability
      2. A.1.2. Logical Probability
      3. A.1.3. Experimental Probability
    2. A.2. EVENT RELATIONSHIPS AND PROBABILITY LAWS
      1. A.2.1. The Multiplication Rule
      2. A.2.2. The Addition Rule
    3. A.3. STATISTICS
      1. A.3.1. Descriptive versus Inferential Statistics
      2. A.3.2. Measures of Central Tendency
      3. A.3.3. Measures of Dispersion
      4. A.3.4. Inferential Statistics
      5. A.3.5. Standard Probability Distributions
    4. A.4. BIBLIOGRAPHY