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

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