Bibliographic record and links to related information available from the Library of Congress catalog.
Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.
Contents Preface viii Chapter 1 Modern Project Management 3 What Is a Project? 4 The Importance of Project Management 7 Snapshot from Practice: Project Management at Work 8 Snapshot from Practice: The Emergence of e.Schwab 10 Project Management Today?An Integrative Approach 11 Research Highlight: Works Well with Others 14 Summary 15 Text Overview 15 Key Terms 16 Review Questions 16 Exercises 16 References 17 Case: A Day in the Life 17 Chapter 2 Organization Strategy and Project Selection 21 The Strategic Management Process: An Overview 22 Snapshot from Practice: Move Beyond Computers 23 Snapshot from Practice: The SAS Turnaround 27 The Need for an Effective Project Portfolio Management System 28 A Portfolio Management System 31 Snapshot from Practice: A Derailed Vision 36 Applying a Selection Model 36 Summary 43 Key Terms 43 Review Questions 43 Exercises 44 References 45 Case: Hector Gaming Company 46 Case: Film Prioritization 48 Appendix 2.1 Request for Proposal (RFP) 51 Chapter 3 Organization: Structure and Culture 55 Project Management Structures 55 Snapshot from Practice: Skunk Works at Lockheed Martin 60 Snapshot from Practice: Projectitis: The Dark Side to Project Teams 62 Choosing the Appropriate Project Management Structure 69 Research Highlight: Relative Effectiveness of Different Project Management Structures 70 Snapshot from Practice: The Project Management Program Office 71 Organizational Culture 72 Snapshot from Practice: Software Development Teams at Microsoft 75 Implications of Organizational Culture for Organizing Projects 77 Snapshot from Practice: Matrix Problems at DEC 79 Summary 80 Key Terms 81 Review Questions 81 Exercises 81 References 82 Case: Moss and McAdams Accounting Firm 84 Case: ORION Systems (A) 87 Case: ORION Systems (B) 90 Appendix 3.1 How Culture Is Created and Communicated in Organizations 91 Snapshot from Practice: Culture Change at H.P.: From the H-P Way to the Rules of the Garage 96 Chapter 4 Defining the Project 99 Step 1: Defining the Project Scope 100 Snapshot from Practice: Big Bertha II versus USGA?s COR Requirements 102 Step 2: Establishing Project Priorities 103 Snapshot from Practice: Scope Statement 104 Step 3: Creating the Work Breakdown Structure 105 Snapshot from Practice: Year 2004 Olympic Games?Athens, Greece 106 Snapshot from Practice: Creating a WBS 110 Step 4: Integrating the WBS with the Organization 111 Step 5: Coding the WBS for the Information System 113 Project Rollup 114 Process Breakdown Structure 116 Responsibility Matrices 117 Summary 120 Key Terms 120 Review Questions 120 Exercises 120 References 121 Case: Manchester United Soccer Club 122 Chapter 5 Estimating Project Times and Costs 125 Factors Influencing the Quality of Estimates 125 Estimating Guidelines for Times, Costs, and Resources 127 Macro versus Micro Estimating 129 Methods for Estimating Project Times and Costs 130 Snapshot from Practice: The Delphi Method 131 Snapshot from Practice: Estimate Accuracy 136 Snapshot from Practice: Level of Detail?Rule of Thumb 137 Level of Detail 137 Developing Budgets 138 Types of Costs 139 Refining Estimates and Contingency Funds 140 Snapshot from Practice: How Do You Estimate the Cost of a Nuclear Power Plant? 141 Creating a Database for Estimating 143 Summary 144 Key Terms 144 Review Questions 144 Exercises 145 References 146 Case: Sharp Printing, AG 146 Appendix 5.1 Learning Curves for Estimating 148 Chapter 6 Developing a Project Plan 153 Developing the Project Network 153 From Work Package to Network 153 Constructing a Project Network 155 Activity-on-Node (AON) Fundamentals 157 Network Computation Process 160 Snapshot from Practice: The Yellow Sticky Approach (for Constructing a Project Network) 161 Snapshot from Practice: The Critical Path 167 Using the Forward and Backward Pass Information 167 Level of Detail for Activities 168 Practical Considerations 168 Extended Network Techniques to Come Closer to Reality 172 Snapshot from Practice: Concurrent Engineering 175 Snapshot from Practice: Hammock Activities 178 Summary 179 Key Terms 179 Review Questions 180 Exercises 180 Case: Nightingale Project?A 189 Case: Nightingale Project?B 191 Case: Pilot?s Stadium Case 192 Appendix 6.1 Activity-on-Arrow Method 194 Chapter 7 Managing Risk 207 Risk Management Process 207 Step 1: Risk Identification 209 Step 2: Risk Assessment 221 Snapshot from Practice: Semiquantitative Risk Approach 214 Step 3: Risk Response Development 215 Snapshot from Practice: From Dome to Dust 216 Snapshot from Practice: WAP or JAVA? 217 Contingency Planning 218 Snapshot from Practice: Risk Management at the Top of the World 220 Contingency Funding and Time Buffers 223 Step 4: Risk Response Control 225 Change Control Management 226 Summary 229 Key Terms 229 Review Questions 229 Exercises 229 References 230 Case: Alaska Fly-Fishing Expedition 231 Case: Silver Fiddle Construction 232 Case: Javacom LAN Project 234 Appendix 7.1 PERT and PERT Simulation 235 Case: International Capital, Inc.?Part A 239 Chapter 8 Scheduling Resources 241 The Problem 241 Types of Project Constraints 242 Classification of a Scheduling Problem 244 Resource Allocation Methods 245 Computer Demonstration of Resource-Constrained Scheduling 251 Snapshot from Practice: Assessing Resource Allocation 257 Splitting/Multitasking 257 Benefits of Scheduling Resources 258 Snapshot from Practice: U.S. Forest Service Resource Shortage 259 Assigning Project Work 259 Snapshot from Practice: Managing Geeks 260 Multiproject Resource Schedules 260 Snapshot from Practice: Multiple Project Resource Scheduling 261 Summary 262 Key Terms 262 Review Questions 262 Exercises 263 References 269 Case: Power Train, Ltd. 270 Appendix 8.1 The Critical-Chain Approach 272 Chapter 9 Reducing Project Duration 281 Rationale for Reducing Project Duration 281 Snapshot from Practice: Responding to the Northridge Earthquake 282 Options for Accelerating Project Completion 283 Snapshot from Practice: Outsourcing in Bio-Tech Picks Up Speed 284 Snapshot from Practice: The Fastest House in the World 286 Project Cost-Duration Graph 287 Constructing a Project Cost-Duration Graph 289 Practical Considerations 293 Snapshot from Practice: I?ll Bet You . . . 295 What if Cost, Not Time, Is the Issue? 296 Summary 298 Key Terms 298 Review Questions 298 Exercises 299 Case: International Capital, Inc.?Part B 304 References 303 Case: Whitbread World Sailboat Race 304 Case: The ?Now? Wedding 307 Case: The Now Wedding, Part B 308 Chapter 10 Leadership: Being an Effective Project Manager 311 Managing versus Leading a Project 311 Managing Project Stakeholders 312 Snapshot from Practice: The Project Manager as Conductor 315 Influence as Exchange 316 Social Network Building 319 Snapshot from Practice: Managing Expectations 322 Research Highlight: Improving the Performance of New-Product Teams 323 Snapshot from Practice: Leading at the Edge 325 Ethics and Project Management 327 Snapshot from Practice: The Collapse of Arthur Andersen 328 Building Trust: The Key to Exercising Influence 328 Qualities of an Effective Project Manager 330 Research Highlight: Managing Product Development Tensions 331 Summary 333 Key Terms 334 Review Questions 334 Exercises 334 References 336 Case: Western Oceanography Institute 337 Chapter 11 Managing Project Teams 342 The Five-Stage Team Development Model 344 Research Highlight: The Punctuated Equilibrium Model of Group Development 346 Situational Factors Affecting Team Development 347 Building High-Performance Project Teams 347 Snapshot from Practice: Managing Martians 351 Snapshot from Practice: Mattel?s Project Platypus 353 Snapshot from Practice: ?Rat Fax? Galvanizes ELITE Team at Newspaper 355 Snapshot from Practice: A Good Man in a Storm 357 Snapshot from Practice: Managing Low-Priority Projects 362 Managing Virtual Project Teams 367 Snapshot from Practice: Managing Virtual Global Teams 368 Project Team Pitfalls 369 Snapshot from Practice: Nominal Group Technique 371 Summary 371 Key Terms 372 Review Questions 372 Exercises 372 References 373 Case: Kerzner Office Equipment 374 Case: Franklin Equipment, Ltd. 377 Chapter 12 Partnering: Managing Interorganizational Relations 381 Introduction to Project Partnering 382 Preproject Activities?Setting the Stage for Successful Partnering 384 Snapshot from Practice: ?Partnering? a Flu Shot for Projects 386 Project Implementation?Sustaining Collaborative Relationships 388 Project Completion?Celebrating Success 389 Why Project Partnering Efforts Fail 389 Snapshot from Practice: Incentive System for a Partnering Project 390 Snapshot from Practice: Competing against the Giants 391 Snapshot from Practice: U.S. Department of Defense?s Value Engineering Awards 392 The Art of Negotiating 393 A Note on Managing Customer Relations 397 Research Highlight: IT Project Managers Doubling as Client Account Executives 399 Summary 400 Key Terms 400 Review Questions 401 Exercises 401 References 401 Case: Partnering?The Accounting Software Installation Project 402 Case: Goldrush Electronics Negotiation Exercise 403 Appendix 12.1 Contract Management 405 Snapshot from Practice: Can Partnering Work in the Public Sector? 407 Chapter 13 Progress and Performance Measurement and Evaluation 411 Structure of a Project Monitoring Information System 411 The Project Control Process 413 Monitoring Time Performance 414 The Need for An Integrated Information System 416 Snapshot from Practice: Status Reports at Microsoft 417 Developing a Status Report: A Hypothetical Example 423 Indexes to Monitor Progress 429 Forecasting Final Project Cost 432 Other Control Issues 434 Snapshot from Practice: Trojan Decommissioning Project 434 Snapshot from Practice: A Pseudo-Earned Value Percent Complete Approach 438 Summary 439 Key Terms 439 Review Questions 439 Exercises 439 References 449 Case: Scanner Project 449 Appendix 13.1 The Application of Additional Earned-Value Rules 451 Appendix 13.2 Obtaining Project Information from MS Project 456 Chapter 14 Project Audit and Closure 461 Project Audits 461 The Project Audit Process 462 Project Audits: The Bigger Picture 466 Snapshot from Practice: Operation Eagle Claw 467 Snapshot from Practice: Acer Attacks Costly Delays 470 Project Closure 471 Snapshot from Practice: Project Cancelled 473 Research Highlight: Chaos: Software Projects 475 Research Highlight: Measures of Team Performance 478 Team, Team Member, and Project Manager Evaluations 478 Snapshot from Practice: The 360-degree Feedback 481 Summary 482 Key Terms 483 Review Questions 483 Exercises 483 References 484 Appendix 14.1 Project Closeout Checklist 484 Case: Maximum Megahertz Project 486 Chapter 15 International Projects 489 Environmental Factors 490 Snapshot from Practice: The Filming of Apocalypse Now 493 Project Site Selection 495 Cross-Cultural Considerations: A Closer Look 496 Research Highlight: Cross-Cultural Orientations 498 Research Highlight: Hofstede Framework 499 Snapshot from Practice: Project Management X-Files 500 Snapshot from Practice: Dealing with Customs 506 Selection and Training for International Projects 509 Summary 511 Key Terms 511 Review Questions 511 Exercises 512 References 512 Case: AMEX, Hungary 513 Chapter 16 Project Management and the Future 517 Current and Future Trends in Project Management 517 Snapshot from Practice: The Human Genome Project 521 Snapshot from Practice: The International Space Station Project (ISS) 522 Unresolved Issues 523 Snapshot from Practice: Harvesting Project Leaders 525 Project Management Career Issues 525 Summary 528 Conclusions 529 Key Terms 529 Exercises 529 References 529 Appendix 1: SimProject Case 531 Appendix 2: Computer Project Exercises 545 Glossary 557 Acronyms 563 Project Management Equations 564 Index 565
Library of Congress Subject Headings for this publication: