Project Management: A Managerial Approach

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