Project Management for Engineering, Business and Technology, 5th Edition

✍ Scribed by John M. Nicholas, Herman Steyn

• Publisher: Routledge
• Year: 2017
• Tongue: English
• Leaves: 1389
• Edition: 5
• Category: Library

✦ Synopsis

Project Management for Engineering, Business and Technology, 5th edition, addresses project management across all industries. First covering the essential background, from origins and philosophy to methodology, the bulk of the book is dedicated to concepts and techniques for practical application. Coverage includes project initiation and proposals, scope and task definition, scheduling, budgeting, risk analysis, control, project selection and portfolio management, program management, project organization, and all-important "people" aspects―project leadership, team building, conflict resolution and stress management.

The Systems Development Cycle is used as a framework to discuss project management in a variety of situations, making this the go-to book for managing virtually any kind of project, program or task force. The authors focus on the ultimate purpose of project management―to unify and integrate the interests, resources and work efforts of many stakeholders, as well as the planning, scheduling, and budgeting needed to accomplish overall project goals.

This new edition features:

    Updates throughout to cover the latest developments in project management methodologies

    New examples and 18 new case studies throughout to help students develop their understanding and put principles into practice

    A new chapter on agile project management and lean

    Expanded coverage of program management, stakeholder engagement, buffer management, and managing virtual teams and cultural differences in international projects

    Alignment with PMBOK terms and definitions for ease of use alongside PMI certifications

    Cross-reference to IPMA, APM, and PRINCE2 methodologies

    Extensive instructor support materials, including an Instructor’s Manual, PowerPoint slides, answers to chapter review questions, problems and cases, and a test bank of questions.

Taking a technical yet accessible approach, Project Management for Business, Engineering and Technology, 5th edition, is an ideal resource and reference for all advanced undergraduate and graduate students in project management courses as well as for practicing project managers across all industry sectors.

✦ Table of Contents

Title
Copyright
Dedication
Brief Contents
Contents
Preface
Acknowledgements
About the Authors
Introduction
I.1 In the Beginning…
I.2 What Is a Project?
I.3 All Projects are Not the Same
I.4 Project Management: The Need
I.5 Project Goal: Time, Cost, and Performance
I.6 Project Management: The Person, The Team, The Methodology
I.7 Project Management Standards of Knowledge and Competencies
I.8 About This Book
I.9 Study Project
Appendix: Relation Between Professional Standards and Chapters of This Book
Review Questions
Case I.1 The Denver Airport
Questions About the Case
Endnotes
PART I: PHILOSOPHY AND CONCEPTS
1 What Is Project Management?
1.1 Functions of Management
1.2 Features of Project Management
1.3 Evolution of Project Management
1.4 Where is Project Management Appropriate?
1.5 Management by Project: A Common Approach
1.6 Different Forms of Project-Related Management
1.7 Project Environments
1.8 New Product and Systems Development Projects
1.9 Construction Projects
1.10 Service-Sector Projects
1.11 Public-Sector and Governmental Projects and Programs
1.12 Miscellaneous Projects
1.13 Summary
Review Questions
Questions About the Study Project
Case 1.1 Disaster Recovery at Marshall Field’s
Case 1.2 Flexible Benefits System Implementation at Shah Alam Medical Center
Endnotes
2 Systems Approach
2.1 Systems and Systems Thinking
2.2 Systems Concepts and Principles
2.3 Systems Approach
2.4 Systems Engineering
2.5 Project Management: A Systems Approach
2.6 Summary
Review Questions
Questions About the Study Project
Case 2.1 Glades County Sanitary District
Case 2.2 Life and Death of an Aircraft Development Project
Case 2.3 Jubilee Line Extension Project
Case 2.4 Santa Clara County Traffic Operations System and Signal Coordination Project
Endnotes
PART II: PROJECT LIFE CYCLE
3 Project Life Cycle and Project Conception
3.1 Project Life Cycle
3.2 Systems Development Cycle
3.3 Phase A: Conception
3.4 Project Feasibility
3.5 The Project Proposal
3.6 Project Contracting
3.7 Summary
Appendix: Kinds of Contracts
Review Questions
Questions About the Study Project
Case 3.1 West Coast University Medical Center
Case 3.2 X-Philes Data Management Corporation: RFP Matters
Case 3.3 Proposal Evaluation for Apollo Spacecraft
Case 3.4 Contract Mess-Up at Polanski Developers
Endnotes
4 Project Definition and System Definition
4.1 Phase B: Definition
4.2 Project Definition
4.3 Phased (Rolling Wave) Project Planning
4.4 System Definition
4.5 Summary
Appendix A: Stages of Systems Engineering
Appendix B: Quality Function Deployment
Review Questions
Questions About the Study Project
Case 4.1 Star-Board Construction and Santaro Associates: Requirements Snafu
Case 4.2 Revcon Products and Welbar, Inc.: Client–Contractor Communication
Case 4.3 Lavasoft.com: Interpreting Customer Requirements
Case 4.4 Proposed Gold Mine in Canada: Phased Project Planning
Endnotes
PART III: SYSTEMS AND PROCEDURES FOR PLANNING AND CONTROL
5 Basic Project Planning Techniques
5.1 Planning Steps
5.2 The Project Execution Plan
5.3 Scope and Statement of Work
5.4 Work Definition
5.5 Project Organization and Responsibilities
5.6 Scheduling
5.7 Planning and Scheduling Charts
5.8 Line of Balance (Linear Scheduling Method)
5.9 Procurement Management
5.10 Summary
Review Questions
Questions About the Study Project
Case 5.1 Barrage Construction Company: Sean’s WBS
Case 5.2 Startrek Enterprises, Inc.: Deva’s Project Plan
Case 5.3 Walter’s Project Plan
Case 5.4 Planning the Boca Implementation at Kulczyński Products
Endnotes
6 Project Schedule Planning and Networks
6.1 Network Diagrams
6.2 The Critical Path
6.3 Converting to Gantt Calendar Schedules
6.4 Management Schedule Reserve
6.5 Alternative Relationships
6.6 Scheduling with Resource Constraints
6.7 Criticisms of Network Methods
6.8 Summary
Appendix A: AOA Diagrams
Appendix B: Alternate Scheduling Method: Project Starts at Day 1
Review Questions and Problems
Questions About the Study Project
Case 6.1 Network Diagram for a Large Construction Project
Case 6.2 Melbourne Construction Company, A
Case 6.3 Melbourne Construction Company, B
Case 6.4 Melbourne Construction Company, C
Endnotes
7 Advanced Project Network Analysis and Scheduling
7.1 CPM and Time-Cost Tradeoff
7.2 Variability of Activity Duration
7.3 PERT
7.4 Allocating Resources and Multiple Project Scheduling
7.5 Theory of Constraints and Critical Chain Method
7.6 TOC Method for Allocating Resources to Multiple Projects
7.7 Discussion and Summary
Summary List of Symbols
Review Questions and Problems
Questions About the Study Project
Case 7.1 Bridgecon Contractors
Case 7.2 LOGON Project
Case 7.3 Papua Petera Village Project
Endnotes
8 Cost Estimating and Budgeting
8.1 Cost Estimates
8.2 Cost Escalation
8.3 Cost Estimating and the Systems Development Cycle
8.4 Cost Estimating Process
8.5 Elements of Estimates and Budgets
8.6 Project Cost Accounting Systems
8.7 Budgeting Using Control (or Cost) Accounts
8.8 Cost Summaries
8.9 Cost Schedules and Forecasts
8.10 Life Cycle Costs
8.11 Summary
Review Questions and Problems
Questions About the Study Project
Case 8.1 Life Cycle Costs for Fleet of Tourist Spaceships
Case 8.2 Estimated Costs for the Chunnel Project
Case 8.3 Fiona’s Estimate for the Gorgy Project
Case 8.4 Melbourne Construction Company, D
Endnotes
9 Project Quality Management
9.1 The Concept of Quality
9.2 Project Quality Management Processes
9.3 Techniques for Quality Assurance in System Development
9.4 Techniques for Quality Control
9.5 Summary
Review Questions
Questions About the Study Project
Case 9.1 Ceiling Panel Collapse in the Big Dig Project
Case 9.2 FIFA 2010 World Cup South Africa
Case 9.3 Airbag Adversity
Endnotes
10 Project Risk Management
10.1 Risk Concepts
10.2 Risk Identification
10.3 Risk Assessment
10.4 Risk Response Planning
10.5 Risk Monitoring and Response
10.6 Project Management Is Risk Management
10.7 Summary
Appendix: Risk Analysis Methods
Review Questions and Problems
Questions About the Study Project
Case 10.1 The Sydney Opera House
Case 10.2 Infinity & Beyond, Inc.
Case 10.3 The Nelson Mandela Bridge
Endnotes
11 Project Execution, Monitoring, and Control
11.1 Phase C: Execution
11.2 Detail Design Stage
11.3 Production/Build Stage
11.4 Monitoring and Control Process
11.5 Work Packages and Control Accounts
11.6 Project Monitoring and Control Emphasis
11.7 Performance Analysis and Earned Value Management
11.8 Issue Management
11.9 Change Control
11.10 Contract Administration
11.11 Problems with Monitoring and Controlling Projects
11.12 Summary
Summary of Variables
Review Questions and Problems
Questions About the Study Project
Case 11.1 Cybersonic Project
Case 11.2 SA Gold Mine: Earned Value After a Scope Change
Case 11.3 Change Control Process at Dynacom Company
Endnotes
12 Project Evaluation, Communication, Implementation, and Closeout
12.1 Project Evaluation
12.2 Project Communication Management
12.3 Project Management Information Systems
12.4 Informal Communication
12.5 Implementation Stage
12.6 Project Termination and Closeout
12.7 Project Summary Evaluation
12.8 After the Project—Phase D: Operation
12.9 Summary
Review Questions
Questions About the Study Project
Case 12.1 Status Report for the LOGON Project
Case 12.2 SLU Information Central Building
Case 12.3 Formal and Informal Communication
Endnotes
13 Agile Project Management and Lean
13.1 Traditional Project Management
13.2 Agile Project Management, APM
13.3 Scrum
13.4 APM Controversy
13.5 Lean Production and Project Management
13.6 Summary
Review Questions
Questions about the Study Project
Case 13.1 Grand Entry for Accent, Inc.
Case 13.2 Technology to Track Stolen Vehicles
Endnotes
PART IV: ORGANIZATION BEHAVIOR
14 Project Organization Structure and Integration
14.1 Formal Organization Structure
14.2 Organizational Design by Differentiation and Integration
14.3 Requirements of Project Organizations
14.4 Integration of Subunits in Projects
14.5 Liaison Roles, Task Forces, and Teams
14.6 Project Expeditors and Coordinators
14.7 Pure Project Organizations
14.8 Matrix Organizations
14.9 Selecting an Organization Form for Projects
14.10 Project Office and PMO
14.11 Integration in Large-Scale Projects
14.12 Integration in Systems Development Projects
14.13 Concurrent Engineering
14.14 Summary
Review Questions
Questions about the Study Project
Case 14.1 Organization for the LOGON Project
Case 14.2 Pinhole Camera and Optics, Inc.: Why Do We Need a Project Manager?
Case 14.3 Implementing a Matrix Structure in an R&D Laboratory
Endnotes
15 Project Roles and Stakeholders
15.1 The Project Manager
15.2 Project Management Authority
15.3 Project Manager Qualifications
15.4 Filling the Project Management Role
15.5 Roles in the Project Team
15.6 Roles Outside the Project Team
15.7 Project Stakeholder Engagement
15.8 Summary
Review Questions
Questions About the Study Project
Case 15.1 The LOGON Project
Case 15.2 Selecting a Project Manager at Nuwave Products Company
Case 15.3 Stakeholders in Boston’s Big Dig
Endnotes
16 Managing Participation, Teamwork, and Conflict
16.1 Leadership in Project Management
16.2 Participative Management
16.3 Teams in Project Management
16.4 The Team-Building Approach
16.5 Improving Ongoing Work Teams
16.6 Building New Teams
16.7 Intergroup Problem Solving
16.8 Virtual Teams
16.9 Conflict
16.10 Managing Group Conflict
16.11 Managing Emotional Stress
16.12 Summary
Review Questions
Questions About the Study Project
Case 16.1 Wilma Keith
Case 16.2 Mars Climate Orbiter Spacecraft
Endnotes
PART V: PROJECT MANAGEMENT IN THE CORPORATE CONTEXT
17 Meta-Management of Projects and Program Management
17.1 Project Management Maturity and Maturity Models
17.2 Project Management Methodology
17.3 Managing Project Knowledge
17.4 Project Management Office
17.5 Program Management
17.6 Program Phases
17.7 Program Management Themes
17.8 Program Organization
17.9 Special Considerations
17.10 Summary
Review Questions
Questions About the Study Project
Case 17.1 Maxim Corporation America (MCA)
Case 17.2 Motorola’s M-Gate Methodology and the RAZR Project
Case 17.3 Tecknokrat Company
Case 17.4 Mercury Exploration Program
Endnotes
18 Project Selection and Portfolio Management
18.1 Project Portfolio Management
18.2 Framework for Project Selection and Portfolio Management
18.3 Methods for Assessing Individual Projects
18.4 Methods for Comparing and Selecting Projects
18.5 Integrating the Gating Process and Portfolio Management
18.6 Summary and Discussion
Review Questions and Problems
Question About the Study Project
Case 18.1 Consolidated Energy Company
Case 18.2 Proposed Cement Factory for PCS Company
Endnotes
19 International Project Management
19.1 International Projects
19.2 Problems Managing International Projects
19.3 Local Institutions and Culture
19.4 Local Stakeholders
19.5 Geo-National Issues
19.6 Project Manager
19.7 Local Representative
19.8 Top Management, Steering Committee, and PMO
19.9 Team and Relationship Building
19.10 Project Definition
19.11 Project Monitoring
19.12 Communication
19.13 Risks and Contingencies
19.14 Summary
Review Questions
Questions About the Study Project
Case 19.1 Mozal Project—International Investment in an Undeveloped Country
Case 19.2 Spirit Electronics’ Puerto Rico Office
Endnotes
APPENDIX A RFP for Midwest Parcel Distribution Company
APPENDIX B Proposal for Logistical Online System Project (LOGON)
APPENDIX C Project Execution Plan for Logistical Online System
Index