Project Management: A Managerial Approach

✍ Scribed by Jack R. Meredith, Samuel J. Mantel Jr.

• Publisher: Wiley
• Year: 2008
• Tongue: English
• Leaves: 607
• Edition: 7
• Category: Library

✦ Synopsis

The use of project management to accomplish the goals of society’s varied organizations continues to grow.  Insight into human behavior, knowledge of organizational issues, and skill with quantitative methods are all necessary for successful project management.

Meredith and Mantel have drawn from personal experiences in the workplace to develop a text that teaches the reader how to build upon skills necessary for selecting, initiating, operating, and controlling all types of projects.

Suitable for students and professionals alike, Project Management 7e equips the reader with the tools essential for effective project management. 

✦ Table of Contents

Cover Page
Title Page
DEDICATION
Copyright Page
Preface
Contents
PART ZERO
CHAPTER 1 Projects in Contemporary Organizations
1.1 The Definition of a “Project”
1.2 Why Project Management?
1.3 The Project Life Cycle
1.4 The Structure of This Text
DIRECTED READING: Lessons for an Accidental Profession
PROJECT INITIATION
Chapter 2 Strategic Management and Project Selection
2.1 Project Management Maturity
2.2 Project Selection and Criteria of Choice
2.3 The Nature of Project Selection Models
2.4 Types of Project Selection Models
2.5 Analysis under Uncertainty—The Management of Risk
2.6 Comments on the Information Base for Selection
2.7 Project Portfolio Process (PPP)
2.8 Project Proposals
CASE: Pan-Europa Foods S.A.
DIRECTED READING: From Experience: Linking Projects to Strategy
Chapter 3 The Project Manager
3.1 Project Management and the Project Manager
3.2 Special Demands on the Project Manager
3.3 Selecting the Project Manager
3.4 Problems of Cultural Differences
3.5 Impact of Institutional Environments
3.6 Multicultural Communications and Managerial Behavior
CASE: The National Jazz Hall of Fame
DIRECTED READING: What It Takes to Be a Good Project Manager
Chapter 4 Negotiation and the Management of Conflict
4.1 The Nature of Negotiation
4.2 Partnering, Chartering, and Scope Change
4.3 Conflict and the Project Life Cycle
4.4 Some Requirements and Principles of Negotiation
DIRECTED READING: Methods of Resolving Interpersonal Conflict
Chapter 5 The Project in the Organizational Structure
5.1 The Project as Part of the Functional Organization
5.2 Pure Project Organization
5.3 The Matrix Organization
5.4 Mixed Organizational Systems
5.5 Choosing an Organizational Form
5.6 Two Special Cases—Risk Management and The Project Office
5.7 The Project Team
5.8 Human Factors and the Project Team
CASE: Oilwell Cable Company, Inc.
DIRECTED READING: The Virtual Project: Managing Tomorrow’s Team Today
PROJECT PLANNING
Chapter 6 Project Activity Planning
6.1 Initial Project Coordination and the Project Plan
6.2 Systems Integration
6.3 The Action Plan
6.4 The Work Breakdown Structure and Linear Responsibility Chart
6.5 Interface Coordination through Integration Management
CASE: A Project Management and Control System for Capital Projects
DIRECTED READING: Planning for Crises in Project Management
Chapter 7 Budgeting and Cost Estimation
7.1 Estimating Project Budgets
7.2 Improving the Process of Cost Estimation
CASE: Automotive Builders, Inc.: The Stanhope Project
DIRECTED READING: Three Perceptions of Project Cost
Chapter 8 Scheduling
8.1 Background
8.2 Network Techniques: PERT (ADM) and CPM (PDM)
8.3 Risk Analysis Using Simulation with Crystal Ball®
8.4 Using these Tools
CASE: The Sharon Construction Corporation
Chapter 9 Resource Allocation
9.1 Critical Path Method—Crashing a Project
9.2 The Resource Allocation Problem
9.3 Resource Loading
9.4 Resource Leveling
9.5 Constrained Resource Scheduling
9.6 Multiproject Scheduling and Resource Allocation
9.7 Goldratt’s Critical Chain
CASE: D.U. Singer Hospital Products Corp.
PROJECT EXECUTION
Chapter 10 Monitoring and Information Systems
10.1 The Planning-Monitoring-Controlling Cycle
10.2 Information Needs and Reporting
10.3 Earned Value Analysis
10.4 Computerized PMIS (Project Management Information Systems)
CASE: The Project Manager/Customer Interface
Chapter 11 Project Control
11.1 The Fundamental Purposes of Control
11.2 Three Types of Control Processes
11.3 The Design of Control Systems
11.4 Control: A Primary Function of Management
11.5 Control of Change and Scope Creep
CASE: Peerless Laser Processors
DIRECTED READING: Controlling Projects According to Plan
Chapter 12 Project Auditing
12.1 Purposes of Evaluation—Goals of the System
12.2 The Project Audit
12.3 Construction and Use of the Audit Report
12.4 The Project Audit Life Cycle
12.5 Some Essentials of an Audit/Evaluation
12.6 Measurement
CASE: Theater High Altitude Area Defense (thad): Five Failures and Counting (B)
DIRECTED READING: An Assessment of Postproject Reviews
Chapter 13 Project Termination
13.1 The Varieties of Project Termination
13.2 When to Terminate a Project
13.3 The Termination Process
13.4 The Final Report—A Project History
13.5 A Final Note
Photo Credits
Name Index
Subject Index