Table of contents for Project management : the managerial process / Clifford F. Gray, Erik W. Larson.

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.


Counter
 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:

Project management.
Time management.
Risk management.