Project Management for Engineering and Technology

✍ Scribed by David Goetsch

• Publisher: Pearson
• Year: 2013
• Tongue: English
• Leaves: 353
• Edition: 1
• Category: Library

✦ Synopsis

The complete, up-to-date guide to project management for engineering and technology that fully reflects the latest PMBOK standards.

 

Project Management for Engineering and Technology is the up-to-date guide to engineering and technology-specific project management that fully reflects the latest standards in the "Project Management Body of Knowledge" (PMBOK). Unlike competitive texts, it covers not just project management process skills, but also crucial people skills such as negotiation, personal time management, change management, diversity, and overcoming adversity. Topics covered include: scheduling, cost estimating, budgets, human resources, communication, procurement, quality plans, risk management, team building, project monitoring/control, and closeout. Readers will find up-to-date case studies related to the full spectrum of engineering and technology projects, including design, manufacturing, quality improvement, and process development. They will master skills they can apply in assignments ranging from the design and manufacture of the largest jetliner to the smallest circuit board. Every chapter contains a case study that illustrates the complexities and challenges of real-world engineering and technology projects, and shows why effective project management is so critical.

 

Teaching and Learning Experience

 

This book will help engineering and technology professionals quickly master project management best practices. It provides:

• Comprehensive engineering and technology-specific coverage fully aligned to the Project Management Body of Knowledge (PMBOK): Thoroughly in accordance with the latest standards in the "Project Management Body of Knowledge" (PMBOK), and focused entirely on engineering and technology
• Up-to-date coverage of realistic engineering and technology projects and project management challenges: Illuminates the specific realities of engineering and technology project management, with realistic case studies of complex, challenging projects throughout
• Hands-on focus, comprehensive pedagogical tools, and support for flexible approaches to teaching and learning: Supported by comprehensive pedagogical tools, and designed for both classroom and online learning in a wide range of programs  

✦ Table of Contents

Cover
Title Page
Copyright Page
ABOUT THE AUTHOR
CONTENTS
Preface
PART ONE: Overview of Project Management
Chapter 1 Overview of Project Management
Project Defined
Need for Project Managers
Essential Elements of a Project
Internal Versus External Projects
Speaking the Language of Project Management
Project Success Criteria
People Skills in Project Management
Summary
Key Terms and Concepts
Review Questions
Application Activities
Endnotes
Chapter 2 Roles and Responsibilities of Project Managers
The Project Manager’s Functions
Process Functions of Project Managers
People Functions of Project Managers
Characteristics of an Effective Project Manager
Functional, Matrix, and Project-Based Organizations
Project Management Certifications
Summary
Key Terms and Concepts
Review Questions
Application Activities
Endnotes
PART TWO: Project Management—Process Functions
Chapter 3 Project Initiation
Outcomes of the Project Initiation Phase
Project Description
Project Feasibility Analysis
Project Concept Document
Project Charter
Stakeholder Register
Project Kickoff Meeting
Summary
Key Terms and Concepts
Review Questions
Application Activity
Endnotes
Chapter 4 Project Planning: The Schedule
Benefits of Planning and Scheduling
The Planning and Scheduling Process
Developing the Work Breakdown Structure
Key Facts About Developing a WBS
The WBS Dictionary
Enterprise Environmental Factors
Estimating Activity Duration and Sequencing Activities
Displaying the Project Schedule
The CPM Network Diagram
Scheduling Software and Combined Schedule Formats
Summary
Key Terms and Concepts
Review Questions
Application Activities
Endnotes
Chapter 5 Project Planning: The Cost Estimate and Budget
The Cost Estimate
Costs to Be Included in Estimates
Estimating Methods
Estimating Products
The Budget
Summary
Key Terms and Concepts
Review Questions
Application Activities
Endnotes
Chapter 6 Project Planning: Human Resource, Communication, Procurement, and Quality Plans
The Human Resource Plan
The Communication Plan
Procurement Plan
The Quality Management Plan
Summary
Key Terms and Concepts
Review Questions
Application Activities
Endnotes
Chapter 7 Project Planning: The Risk Management Plan
Risk Defined
Risk Management Defined
Classifications of Risk Factors
Risk as it Relates to Project Success Criteria
Risk Identification Process
Qualitative Risk Analysis
Quantitative Risk Analysis
Quantitative Analysis Tools
Summary
Key Terms and Concepts
Review Questions
Application Activities
Endnotes
Chapter 8 Project Execution: Build the Project Team
Teambuilding Defined
Common Mission: The Basis of Effective Teamwork
Building the Project Team
Explaining the Roles of Team Members
Explain How the Team Is Supposed to Operate
Four-Step Model for Building Effective Teams
Initiating the Team’s Work
Teams Should Be Coached
Handling Conflict in Teams
Summary
Key Terms and Concepts
Review Questions
Application Activities
Chapter 9 Project Execution: Procurements
Procurement Methods
Preparing an RFP or RFQ Package
Bonds, Addenda, and Alternates
Contracts for Subcontractors and Materials Suppliers
Evaluating Bidders and Bids
Ethics in Procurement
Summary
Key Terms and Concepts
Review Questions
Application Activities
Chapter 10 Project Monitoring and Control
Monitoring and Controlling Scope
Monitoring and Controlling the Schedule
Monitoring and Controlling Costs
Quality Monitoring and Control Methods
Monitoring and Controlling Risk
Summary
Key Terms and Concepts
Review Questions
Application Activities
Endnotes
Chapter 11 Project Closeout
Steps in the Project Closeout Process
Verify the Scope
Close Out the Contract
Close Out the Administrative Aspects of the Project
Conduct a Lessons-Learned Review
Develop the Project Closeout Report
Recognize Team Members
Complete the Final Step
Summary
Key Terms and Concepts
Review Questions
Application Activities
PART THREE: Project Management—People Functions
Chapter 12 Project Managers as Team Leaders
Leadership Defined
Influencing Team Members
Eight Cs of Leadership for Project Managers
Caring and Leadership
Competence and Leadership
Character and Leadership
Communication and Leadership
Clarity and Leadership
Commitment and Leadership
Courage and Leadership
Credibility and Leadership
Summary
Key Terms and Concepts
Review Questions
Application Activity
Chapter 13 Project Managers as Motivators
Motivation Defined
Motivational Context
Basic Survival Needs and Motivation
Safety and Security Needs and Motivation
Social Needs and Motivation
Esteem Needs and Motivation
Self-Actualization Needs and Motivation
Developing Personal Motivation Plans
Additional Motivation Strategies
Summary
Key Terms and Concepts
Review Questions
Application Activities
Endnotes
Chapter 14 Project Managers as Communicators and Negotiators
Begin with a Communication Plan
Communication Skills Can Be Learned
Communication Defined
Communication Is a Process
Not All Communication Is Effective
Factors That Can Inhibit Communication
Listening Well Improves Communication
Nonverbal Communication
Verbal Communication
Communicating Corrective Feedback
Written Communication
Influencing and Negotiating in Project Management
Negotiation Defined
Characteristics of Effective Negotiators
Preparation and Successful Negotiations
Conducting Negotiations
After Agreeing—Follow Through
Summary
Key Terms and Concepts
Review Questions
Application Activities
Chapter 15 Project Managers and Personal Time Management
Poor Time Management and Team Performance
Common Time Management Problems and Their Solutions
Summary
Key Terms and Concepts
Review Questions
Application Activities
Chapter 16 Project Managers and Change
Change Management Model for Project Managers
Summary
Key Terms and Concepts
Review Questions
Application Activities
Chapter 17 Project Managers and Diversity
Diversity Defined
Diversity-Related Concepts
Prejudice is Learned Behavior That Can Be Unlearned
Overcoming Prejudice and Embracing Diversity
Summary
Key Terms and Concepts
Review Questions
Application Activities
Chapter 18 Project Managers and Adversity
Do Not Give Up and Never Quit
Face Adversity and Overcome It
Accept Adversity as a Normal Part of Life
Accept That Life Can Be Unfair
Help Team Members Who Are Facing Adversity
Dealing with Micromanagers Who Create Problems
Summary
Key Terms and Concepts
Review Questions
Application Activities
Index
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