Project Management

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.

Contenu

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:…