Project Management For Engineers

✍ Scribed by J. Michael Bennett, Danny S. K. Ho

• Publisher: World Scientific Publishing Company
• Year: 2014
• Tongue: English
• Leaves: 401
• Category: Library

✦ Synopsis

Project Management for Engineers, as the title suggests, is a direct attempt at addressing the ever-increasing and specific needs for better project management of engineering students, practicing engineers and managers in the industry. It aims not only to present the principles and techniques of Project Management, but also to discuss project management standards, processes and requirements, such as PMBOK, IEEE and PRINCE.Each chapter begins with the basics of the theme being developed at a level understandable to an undergraduate, before more complex topics are introduced at the end of each section that are suitable for graduate students. For the practicing professionals or managers in the industry, the book also provides many real illustrations of practical application of the principles of Project Management.Through a realistic blend of theory and practical examples, as well as an integration of the engineering technical issues with business issues, this book seeks to remove the veil of mystery that has shrouded the profession from its very beginning.

✦ Table of Contents

Title page
Copyright
Endorsement
Preface
Acknowledgements
About the Authors
Contents
Acronyms
1. The Need for Project Management in Engineering
1.1 Introduction and Motivation
1.2 In the Beginning
1.3 Project Management in Software Engineering
1.4 Some Very Expensive Engineering Failures
1.5 Some Very Deadly Projects
1.6 Some Successful Projects
1.7 The Need for Project Management in Engineering
1.8 Exercises
References
2. The Engineering Project Management Context
2.1 Formal Definition of Project Management
2.2 The Goal of Project Management
2.3 The Standardization of Best Practices of Project Management
2.4 Project Life Cycle and its Phases
2.4.1. SPENTFUEL (spent nuclear radiation fuel)
2.4.2. Project gates
2.4.3. Characteristics of phases and life cycles
2.4.4. Typical life cycles and their measurement
2.5 Project Stakeholders
2.5.1. SPENTFUEL stakeholders
2.6 Organizational Influences
2.6.1. Functional organization
2.6.2. Matrix organization
2.6.3. Projectized organization
2.6.4. Final words on organization structure
2.7 Professional Ethics
2.8 Multiple Choice Questions
References
3. Key Project Management Artifacts
3.1 Project Charter
3.1.1. The charter of SPENTFUEL
3.2 Project Management Plan (PMP)
3.3 Integrated Change Control Plan (ICCP)
3.3.1. The ICCP for SPENTFUEL
3.3.2. Change control process
3.3.3. ICCP summary
3.4 Quality Assurance Plan (QAP)
3.5 Chapter Summary
3.6 Multiple Choice Questions
3.7 Exercises
References
4. Engineering Economics and Project Management
4.1 Introduction to Engineering Economics
4.2 Time Value of Money and the MARR
4.2.1. Simple interest
4.2.2. Project timeline, cost, and benefit
4.2.3. The MARR
4.3. Capturing the Time Value of Money
4.3.1. Simple interest
4.3.2. Compound interest
4.3.3. Nominal and effective interest rates
4.3.4. Inflation
4.3.5. Equivalence of the time value of money
4.4 Choosing Amongst Projects Using Equal Worth
4.5 Other Methods
4.5.1. Benefit-cost ratio
4.5.2. Internal rate of return
4.5.3. Payback
4.6 Scoring Models
4.7 Chapter Summary
4.8 Discussion Issues
4.9 Multiple Choice Questions
4.10 Exercises
References
5. Requirements and Scope Management
5.1 The Relationship between Requirements and Scope
5.2 Requirements Management
5.2.1. Introduction to the problem
5.2.2. Requirements life cycle
5.2.3. Types of requirements
5.2.4. Characteristics of good requirements
5.2.5. Expressing requirements
5.2.6. IEEE 8301–998 (Software) requirements specifications standard
5.2.7. Requirements segue into scope
5.3 Define Scope
5.4 Create Work Breakdown Structure
5.5 Validate Scope
5.6 Control Scope
5.7 WBS Exercise
5.8 Multiple Choice Questions
References
6. Time Management
6.1 The Purpose of Time Management
6.2 Time Planning
6.2.1. Work packages and activities
6.2.2. Activity-on-arrow diagram
6.2.3. Activity-on-node diagram
6.2.4. Rules for diagramming methods
6.2.5. Types of dependencies
6.2.6. Milestones
6.2.7. Resource assignment and duration estimation
6.2.8. Project and resource calendars
6.3 Time Executing
6.3.1. Forward path calculation
6.3.2. Backward path calculation
6.3.3. Float (Slack)
6.3.4. Critical path
6.3.5. Lag and lead
6.4 Time Monitoring and Controlling
6.4.1. 50-50 Rule
6.4.2. Gantt chart
6.4.3. Milestone chart
6.4.4. Schedule control techniques
6.5 Time Closing
6.6 Scheduling Exercise
6.7 Multiple Choice Questions
References
7. Cost Management
7.1 The Purpose of Cost Management
7.2 Cost Planning
7.2.1. Cost estimating
7.2.2. Cost estimating methods
7.2.3. Cost budgeting
7.3 Cost Executing
7.4. Cost Monitoring and Controlling
7.5 Cost Closing
7.6 Multiple Choice Questions
References
8. Quality Management
8.1 Introduction to Quality
8.2 Quality Planning
8.2.1. Quality metrics
8.2.2. Quality planning tools and techniques
8.2.3. Quality planning output
8.3 Quality Executing
8.3.1. The quality audit
8.4 Quality Monitoring and Controlling
8.4.1. Reviews, inspections and walk-throughs
8.4.2. Anatomy of an inspection
8.5 Quality Closing
8.6 Cause and Effect Diagram Exercise
8.7 Quality Tools and Techniques Exercises
8.8 Multiple Choice Questions
References
9. Human Resource Management
9.1 Human Resource Initiating
9.2 Human Resource Planning
9.3 Human Resource Executing
9.3.1. Acquire project team
9.3.2. Develop project team
9.3.3. Motivation theories
9.4 Human Resource Monitoring and Controlling
9.4.1. Management style and power
9.4.2. Conflict management
9.5 Human Resource Closing
9.6 Behavioural Analysis
9.6.1. Blanchard’s situational leadership
9.6.2. Fundamental interpersonal relationship orientation behaviour (FIRO-B)
9.6.3. Myers–Briggs Type Indicator (MBTI)
9.6.4. Parker’s team player survey
9.6.5. Porter
9.7 Right-Sizing and Downsizing
9.8 Behavioural Analysis Exercise
9.9 Multiple Choice Questions
References
10. Communications Management
10.1 Introduction to Communications
10.2 Communications Planning
10.3 Communications Executing
10.3.1. Kick-off meeting
10.3.2. Tools and techniques in communications executing
10.3.3. Manage communications
10.4 Communications Monitoring and Controlling
10.5 Communications Closing
10.6 Exercises
10.7 Multiple Choice Questions
References
11. Risk Management
11.1 Risk Introduction
11.2 Risk Planning
11.2.1. Risk identification
11.2.2. Risk qualitative analysis
11.2.3. Risk quantitative analysis
11.2.4. Risk response planning
11.3 Risk Executing
11.4 Risk Monitoring and Controlling
11.5 Risk Closing
11.6. PERT Exercise
11.7 Multiple Choice Questions
References
12. Procurement Management
12.1 Procurement Planning
12.2 Procurement Executing
12.3 Procurement Monitoring and Controlling
12.4 Procurement Closing
12.5 Outsourcing and Offshoring
12.5.1. Outsourcing, insourcing, offshoring, and near-shoring
12.5.2. Outsourcing and offshoring initiating
12.5.3. Outsourcing and offshoring planning
12.5.4. Outsourcing and offshoring executing
12.5.5. Outsourcing and offshoring monitoring and controlling
12.5.6. Outsourcing and offshoring closing
12.5.7. Outsourcing and offshoring lessons learned
12.6 Contract Law and the Project Manager
12.6.1. Five key elements for a contract
12.6.2. Fundamental definitions with contracts
12.6.3. Contract interpretation and management
12.6.4. Mistakes in writing contracts and case study
12.6.5. Contract termination and case study
12.7 Multiple Choice Questions
References
13. Stakeholder Management
13.1 Stakeholder Management Initiating
13.2 Stakeholder Management Planning
13.3 Stakeholder Management Executing
13.4 Stakeholder Management Monitoring and Controlling
References
14. Ethics and Engineering Professionalism
14.1 Topics for this Chapter
14.2 Code of Ethics and Professional Conduct of a Project Management Professional
14.2.1. Responsibilities to the profession
14.2.2. Responsibilities to the public and customers
14.2.3. Administration of the code of ethics and professional conduct
14.3 Code of Ethics of a Professional Engineer
14.4 Preventing Sexual Harassment in the Workplace
14.5 The Management Triples
14.6 Basic Human Fundamentals
14.7 Chapter Summary
14.8 Case Studies
References
Appendix A Waterfall Model for Software Development
References
Appendix B IEEE PMP Sample
B.1. Overview
B.1.1. Project summary
B.1.2. Evolution of the plan
B.1.3. Charter
B.2. References
B.3. Definitions
B.4. Project Organization
B.4.1. External interfaces
B.4.2. Internal structure
B.4.3. Roles and responsibilities
B.5. Managerial Process Plans
B.5.1. Start-up plan
B.5.2. Work plan
B.5.3. Control plan
B.5.4. Risk management plan
B.5.5. Closeout plan
B.6. Technical Process Plans
B.6.1. Process model
B.6.2. Methods, tools and techniques
B.6.3. Infrastructure plan
B.6.4. Product acceptance plan
B.7. Supporting Process Plans
B.7.1. Configuration management plan
B.7.2. Verification and validation plan
B.7.3. Documentation plan
B.7.4. Quality assurance plan
B.7.5. Reviews and audits
B.7.6. Problem resolution plan
B.7.7. Subcontractor management plan
B.7.8. Process improvement plan
B.8. Additional Plans
B.8.1. Safety
B.8.2. Privacy
B.8.3. Security
B.8.4. Installation/rollout
B.8.5. Maintenance
B.8.6. Additional subplans
Exercise
Appendix C 10% Table
Appendix D SEI-CMM Ladder
References
Appendix E Survey Questions
Appendix F Offshoring Benefit-Cost Analysis
F.1. Introduction
F.2. Intra-Firm Offshoring
F.3. Third Party Offshoring
F.4. Discussion
References
Appendix G Project Management Professional Certification
G.1. Educational and Experience Requirements
G.2. Eligibility for PMP Certification Examination
G.3. Certificate Examination
G.4. Hints and Tips for the PMP Examination
G.5. Professional Development Requirements
G.6. Other PMI Examinations
References
Appendix H PRINCE, APM, MSP Roadmaps
H.1. PRINCE Roadmap
H.2. APM Roadmap
H.3. MSP Roadmap
Index
Words of Wisdom for Engineering Project Managers