Project Management: A Managerial Approach

Project Management: A Managerial Approach, 11th Edition delivers a practical exploration of proven project management techniques and strategies. With a strong emphasis on real-world application and implementation, the book is perfect for managers and business students seeking an instructive leadership resource. Detailed and accessible chapters offer expert guidance on managing common organizational, economic, interpersonal, and technical disruptions.

Table of Contents:
1 Projects in Contemporary Organizations 1 1.1 The Definition of a “Project” 2 1.2 Why Project Management? 9 1.3 The Project Life Cycle 16 1.4 Agile Project Management 21 1.5 The Structure of this Text 26 Project Management In Practice A Unique Method for Traveler-Tracking at Copenhagen Airport 5 The Smart-Grid Revolution Starts in Boulder, Colorado 7 The Olympic Torch Relay Project 8 Turning London’s Waste Dump into the 2012 Olympics Stadium 19 Part I: Project Initiation 2 Project Strategy and Selection 37 2.1 Organizational Project Management and Governance 38 2.2 Project Selection Models 43 2.3 Project Portfolio Management (PPM) 57 Project Management In Practice Beagle 2 Mars Probe—A Planning Failure 38 Taipei 101: Refitted as World’s Tallest Sustainable Building 47 Using a Project Portfolio to Achieve 100 Percent On-Time Delivery at Decor Cabinet Company 59 Implementing Strategy through Projects at Blue Cross/Blue Shield 61 Case: MDCM, Inc. (B): Strategic IT Portfolio Management 72 Reading: From Experience: Linking Projects to Strategy 74 3 The Project Manager 83 3.1 Project Management and the Project Manager 84 3.2 Special Demands on the Project Manager 90 3.3 Attributes of Effective Project Managers 98 3.4 Problems of Cultural Differences 105 Project Management In Practice The Project Management Career Path at AT&T 89 Shanghai Unlucky with Passengers 96 Growing Stress at Twitter 104 Success at Energo by Integrating Two Diverse Cultures 108 Cases: Two Emergency Projects and PMs 114 Reading: Juggling Act 117 Chapter 3 Appendix: Primer on Effective TimeManagement (Online) 4 Managing for Stakeholders and Resolving Conflicts 119 4.1 Identifying and Analyzing Stakeholders 121 4.2 Conflicts and the Project Life Cycle 124 4.3 Dealing with Conflicts 128 4.4 The Nature of Negotiation 130 4.5 Partnering, Chartering, and Scope Change 133 Project Management In Practice Agile Project to Create Website Following Earthquake 121 Stakeholder Involvement at Nemours Children’s Hospital 124 A Consensus Feasibility Study for Montreal’s Archipel Dam 129 Quickly Building a Kindergarten through Negotiation 132 Case 4.1: Winds of Change in Klickitat County: The Harvest Wind Project 139 Case 4.2: Negotiation in Action—The Quad Sensor Project 145 Reading: Roll Call 146 5 The Project in the Organizational Structure 148 5.1 Projects in a Functional Organization 150 5.2 Projects in a Projectized Organization 153 5.3 Projects in a Matrixed Organization 155 5.4 Projects in Composite Organizational Structures 161 5.5 Selecting a Project Form 162 5.6 The Project Management Office 163 5.7 The Project Team 172 5.8 Human Factors and the Project Team 177 Project Management In Practice Reorganizing for Project Management at Prevost Car 153 Software Firm Yunio Avoids Complex Technologies 160 Trinatronic, Inc. 164 A Project Management Office Success for the Transportation Security Administration 167 Convention Security: Project Success through Budget Recovery 169 South African Repair Success through Teamwork 178 Case: Acorn Industries 185 Reading: Four Steps to a Stronger PMO 188 Part II: Project Planning 6 Activity Planning: Traditional and Agile 193 6.1 Traditional Project Activity Planning 195 6.2 Agile Project Planning 213 6.3 Coordination through Integration Management 221 Project Management In Practice Child Support Software a Victim of Scope Creep 200 Using Agile to Integrate Two Gas Pipeline Systems 215 The Current State of Agile Project Management 216 An Acquisition Failure Questions Recommended Practice 222 Case: Heublein: Planning a Project Management and Control System 228 Reading: The Evolution of Agile 236 7 Budgeting and Risk Management 239 7.1 Estimating Project Budgets 240 7.2 Better Cost Estimating and Bidding 251 7.3 Project Risk Management 261 7.4 Quantitative Risk Assessment Methodologies 271 Project Management In Practice Pathfinder Mission to Mars—on a Shoestring 241 The Emanon Aircraft Corporation 260 Facebook Risks Interruption to Move a Terabyte 270 Ignoring Risk Contrasted with Recognizing Risk in Two Industries 274 Simulating the Failure of California’s Levees 275 Case: Fuddruckers and the Crystal Coast Music Festival 291 Reading: Building Resiliency 294 8 Scheduling 297 8.1 Background 297 8.2 Network Techniques: PERT and CPM 299 8.3 Risk Analysis Using Simulation with Crystal Ball® 328 8.4 Using these Tools 338 8.5 Scheduling with Scrum 339 Project Management In Practice Massachusetts’ Instant Bridges 298 Election Returns within Three Hours 306 Hosting the Annual Project Management Institute Symposium 326 Designing and Delivering a Rush Vehicle for War 337 Case: NutriStar Energy, Inc. 351 Reading: Without Further Delay 353 9 Resource Allocation 356 9.1 Critical Path Method—Crashing a Project 357 9.2 The Resource Allocation Problem 364 9.3 Resource Loading 366 9.4 Resource Leveling 370 9.5 Constrained Resource Scheduling 374 9.6 Goldratt’s Critical Chain 380 Project Management In Practice Expediting Los Angeles Freeway Repairs after the Earthquake 357 Thirty Days to Rescue 365 Benefits of Resource Constraining at Pennsylvania Electric 379 Architectural Associates, Inc. 386 Case: D. U. Singer Hospital Products Corp. 392 Reading: Let the Games Begin—Now 395 Part III: Project Execution 10 Monitoring and Information Systems 399 10.1 The Planning–Monitoring–Controlling Cycle 400 10.2 Information Needs and Reporting 404 10.3 Earned Value Analysis 409 10.4 Agile Tools for Tracking Project Progress 421 Project Management In Practice Using Project Management Software to Schedule the Olympic Games 401 Managing Costs at Massachusetts’ Neighborhood Health Plan 405 Using Earned Value to Monitor Governmental Archiving and Records Costs 415 Success through Earned Value at Texas Instruments 420 Case: The Project Manager/Customer Interface 428 Reading: Raise the Red Flags 431 11 Project Control 433 11.1 The Fundamental Purposes of Control 436 11.2 Three Types of Control Processes 438 11.3 The Design of Control Systems 448 11.4 Control of Change and Scope Creep 455 Project Management In Practice Major Scope Creep in Boston’s “Big Dig” 436 Extensive Controls for San Francisco’s Metro Turnback Project 439 Tracking Scope Creep: A Project Manager Responds 451 Better Control of Development Projects at Johnson Controls 457 Case: The Project Manager/Customer Interface (B) 464 Reading: Delivery Dilemma: Here’s How to Choose the Right Approach for a Project 465 12 Project Auditing 468 12.1 Purposes of Evaluation—Goals of the System 469 12.2 The Project Audit 472 12.3 The Project Audit Life Cycle 479 12.4 Some Essentials of an Audit/Evaluation 483 12.5 Measurement 485 Project Management In Practice 470 Risk Analysis vs. Budget/Schedule Requirements in Australia 470 Lessons from Auditing 110 Client/Server and Open Systems Projects 473 Regaining Control of Nuclear Fusion 475 Auditing a Troubled Project at Atlantic States Chemical Laboratories 480 Case: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 490 Reading: An Assessment of Postproject Reviews 493 13 Project Closure and Benefits Realization 499 13.1 The Varieties of Project Closure 500 13.2 When to Close a Project 503 13.3 The Closure Process 508 13.4 The Project Plan Report—A Project History 515 13.5 Benefits Realization 517 13.6 Afterword 518 Project Management In Practice Nucor’s Approach to Closure by Addition 502 Twelve Hospital Handoff Projects 504 Terminating the Superconducting Super Collider Project 509 When You Have to Kill a Project 515 Author Index I-1 Subject Index I-3 Please visit http://www.wiley.com/college/meredith for Appendices. Appendix A Probability and Statistics (Online) Appendix B Solutions to Selected Problems (Online) Appendix C Technological Forecasting (Online) Appendix D Creativity and Idea Generation (Online)