Project Management: A Socio-Technical Approach: 2024 Release ISE

Cover
Project Management: A Socio-Technical Approach: 2024 Release
About the Authors
Preface
Acknowledgments
Guided Tour
Note to Student
Brief Contents
Contents
Chapter 1: Modern Project Management
	1.1: What Is a Project?
		What a Project Is Not
		Program versus Project
		The Project Life Cycle
		The Project Manager
		Being Part of a Project Team
	1.2: Agile Project Management
	1.3: Current Drivers of Project Management
		Compression of the Product Life Cycle
		Knowledge Explosion
		Triple Bottom Line (Planet, People, Profit)
		Increased Customer Focus
		Small Projects Represent Big Problems
	1.4: Project Management Today: A Socio-Technical Approach
	Summary
Chapter 2: Organization Strategy and Project Selection
	2.1: Why Project Managers Need to Understand Strategy
	2.2: The Strategic Management Process: An Overview
		Four Activities of the Strategic Management Process
	2.3: The Need for a Project Priority System
		Problem 1: Behavioral Biases
		Problem 2: The Implementation Gap
		Problem 3: Organization Politics
		Problem 4: Resource Conflicts and Multitasking
	2.4: Project Classification
	2.5: Phase Gate Model
	2.6: Selection Criteria
		Financial Criteria
		Nonfinancial Criteria
		Two Multi-Criteria Selection Models
	2.7: Applying a Selection Model
		Project Classification
		Sources and Solicitation of Project Proposals
		Ranking Proposals and Selection of Projects
	2.8: Managing the Portfolio System
		Senior Management Input
		Governance Team Responsibilities
		Balancing the Portfolio for Risks and Types of Projects
	Summary
Chapter 3: Organization: Structure and Culture
	3.1: Project Management Structures
		Organizing Projects within the Functional Organization
		Organizing Projects as Dedicated Teams
		Organizing Projects within a Matrix Arrangement
		Different Matrix Forms
	3.2: Project Management Office (PMO)
	3.3: What Is the Right Project Management Structure?
		Organization Considerations
		Project Considerations
	3.4: Organizational Culture
		What Is Organizational Culture?
		Identifying Cultural Characteristics
	3.5: Implications of Organizational Culture for Organizing Projects
	Summary
Chapter 4: Defining the Project
	4.1: Step 1: Defining the Project Scope
		Employing a Project Scope Checklist
	4.2: Step 2: Establishing Project Priorities
	4.3: Step 3: Creating the Work Breakdown Structure
		Major Groupings in a WBS
		How a WBS Helps the Project Manager
		A Simple WBS Development
	4.4: Step 4: Integrating the WBS with the Organization
	4.5: Step 5: Coding the WBS for the Information System
	4.6: Process Breakdown Structure
	4.7: Responsibility Matrices
	4.8: Project Communication Plan
	Summary
Chapter 5: Estimating Project Times and Costs
	5.1: Factors Influencing the Quality of Estimates
		Planning Horizon
		Project Complexity
		People
		Project Structure and Organization
		Padding Estimates
		Organizational Culture
		Other Factors
	5.2: Estimating Guidelines for Times, Costs, and Resources
	5.3: Top-Down versus Bottom-Up Estimating
	5.4: Methods for Estimating Project Times and Costs
		Top-Down Approaches for Estimating Project Times and Costs
		Bottom-Up Approaches for Estimating Project Times and Costs
		A Hybrid: Phase Estimating
	5.5: Level of Detail
	5.6: Types of Costs
		Direct Costs
		Direct Project Overhead Costs
		General and Administrative (G&A) Overhead Costs
	5.7: Refining Estimates
	5.8: Creating a Database for Estimating
	5.9: Mega Projects: A Special Case
	Summary
Chapter 6: Developing a Project Schedule
	6.1: Developing the Project Network
	6.2: From Work Package to Network
	6.3: Constructing a Project Network
		Terminology
		Basic Rules to Follow in Developing Project Networks
	6.4: Activity-on-Node (AON) Fundamentals
	6.5: Network Computation Process
		Forward Pass—Earliest Times
		Backward Pass—Latest Times
		Determining Slack (or Float)
	6.6: Using the Forward and Backward Pass Information
	6.7: Level of Detail for Activities
	6.8: Practical Considerations
		Network Logic Errors
		Activity Numbering
		Use of Computers to Develop Networks
		Calendar Dates
		Multiple Starts and Multiple Projects
	6.9: Extended Network Techniques to Come Closer to Reality
		Laddering
		Use of Lags to Reduce Schedule Detail and Project Duration
		An Example Using Lag Relationships—the Forward and Backward Pass
		Hammock Activities
	Summary
Chapter 7: Managing Risk
	7.1: Risk Management Process
	7.2: Step 1: Risk Identification
	7.3: Step 2: Risk Assessment
		Probability Analysis
	7.4: Step 3: Risk Response Development
		Mitigating Risk
		Avoiding Risk
		Transferring Risk
		Escalating Risk
		Retaining Risk
	7.5: Contingency Planning
		Technical Risks
		Schedule Risks
		Cost Risks
		Funding Risks
	7.6: Opportunity Management
	7.7: Contingency Funding and Time Buffers
		Contingency Reserves
		Management Reserves
		Time Buffers
	7.8: Step 4: Risk Response Control
	7.9: Change Control Management
	Summary
Chapter 8: Scheduling Resources and Costs
	8.1: Overview of the Resource Scheduling Problem
	8.2: Types of Resource Constraints
	8.3: Classification of a Scheduling Problem
	8.4: Resource Allocation Methods
		Assumptions
		Time-Constrained Projects: Smoothing Resource Demand
		Resource-Constrained Projects
	8.5: Computer Demonstration of Resource-Constrained Scheduling
		The Impacts of Resource-Constrained Scheduling
	8.6: Splitting Activities
	8.7: Benefits of Scheduling Resources
	8.8: Assigning Project Work
	8.9: Multiproject Resource Schedules
	8.10 Using the Resource Schedule to Develop a Project Cost Baseline
		Why a Time-Phased Budget Baseline Is Needed
		Creating a Time-Phased Budget
	Summary
Chapter 9: Reducing Project Duration
	9.1: Rationale for Reducing Project Duration
	9.2: Options for Accelerating Project Completion
		Options When Resources Are Not Constrained
		Options When Resources Are Constrained
	9.3: Project Cost-Duration Graph
		Explanation of Project Costs
	9.4: Constructing a Project Cost-Duration Graph
		Determining the Activities to Shorten
		A Simplified Example
	9.5: Practical Considerations
		Using the Project Cost-Duration Graph
		Crash Times
		Linearity Assumption
		Choice of Activities to Crash Revisited
		Time Reduction Decisions and Sensitivity
	9.6: What If Cost@ Not Time@ Is the Issue?
		Reduce Project Scope
		Have Owner Take on More Responsibility
		Outsource Project Activities or Even the Entire Project
		Brainstorm Cost Savings Options
	Summary
Chapter 10: Being an Effective Project Manager
	10.1: Managing versus Leading a Project
	10.2: Engaging Project Stakeholders
	10.3: Influence as Exchange
		Task-Related Currencies
		Position-Related Currencies
		Inspiration-Related Currencies
		Relationship-Related Currencies
		Personal-Related Currencies
	10.4: Social Network Building
		Mapping Stakeholder Dependencies
		Management by Wandering Around (MBWA)
		Managing Upward Relations
		Leading by Example
	10.5: Ethics and Project Management
	10.6: Building Trust: The Key to Exercising Influence
	10.7: Qualities of an Effective Project Manager
	Summary
Chapter 11: Managing Project Teams
	11.1: The Five-Stage Team Development Model
	11.2: Situational Factors Affecting Team Development
	11.3: Building High-Performance Project Teams
		Recruiting Project Members
		Conducting Project Meetings
		Establishing Team Norms
		Establishing a Team Identity
		Creating a Shared Vision
		Managing Project Reward Systems
		Orchestrating the Decision-Making Process
		Managing Conflict within the Project
		Rejuvenating the Project Team
	11.4: Managing Virtual Project Teams
		Mixed Project Teams
		Hybrid Project Teams
	11.5: Project Team Pitfalls
		Groupthink
		Bureaucratic Bypass Syndrome
		Team Spirit Becomes Team Infatuation
		Going Local
	Summary
Chapter 12: Outsourcing: Managing Interorganizational Relations
	12.1: Outsourcing Project Work
	12.2: Request for Proposal (RFP)
		Selection of Contractor from Bid Proposals
	12.3: Best Practices in Outsourcing Project Work
		Well-Defined Requirements and Procedures
		Extensive Training and Team-Building Activities
		Well-Established Conflict Management Processes in Place
		Frequent Review and Status Updates
		Co-location When Needed
		Fair and Incentive-Laden Contracts
		Long-Term Outsourcing Relationships
	12.4: The Art of Negotiating
		1. Separate the People from the Problem
		2. Focus on Interests, Not Positions
		3. Invent Options for Mutual Gain
		4. When Possible, Use Objective Criteria
		Dealing with Unreasonable People
	12.5: A Note on Managing Customer Relations
	Summary
Chapter 13: Progress and Performance Measurement and Evaluation
	13.1: Structure of a Project Monitoring Information System
		What Data Are Collected?
		Collecting Data and Analysis
		Reports and Reporting
	13.2: The Project Control Process
		Step 1: Setting a Baseline Plan
		Step 2: Measuring Progress and Performance
		Step 3: Comparing Plan against Actual
		Step 4: Taking Action
	13.3: Monitoring Time Performance
		Tracking Gantt Chart
		Control Chart
		Milestone Schedules
	13.4: Earned Value Management (EVM)
		The Need for Earned Value Management
		Percent Complete Rule
		What Costs Are Included in Baselines?
		Methods of Variance Analysis
	13.5: Developing a Status Report: A Hypothetical Example
		Assumptions
		Baseline Development
		Development of the Status Report
	13.6: Indexes to Monitor Progress
		Performance Indexes
		Project Percent Complete Indexes
		Software for Project Cost/Schedule Systems
		Additional Earned Value Rules
	13.7: Forecasting Final Project Cost
	13.8: Other Control Issues
		Technical Performance Measurement
		Scope Creep
		Baseline Changes
		The Costs and Problems of Data Acquisition
	Summary
Chapter 14: Project Closure
	14.1: Types of Project Closure
	14.2: Wrap-up Closure Activities
	14.3: Project Audits
		The Project Audit Process
		Project Retrospectives
	14.4: Project Audits: The Big Picture
		Level 1: Ad Hoc Project Management
		Level 2: Formal Application of Project Management
		Level 3: Institutionalization of Project Management
		Level 4: Management of Project Management System
		Level 5: Optimization of Project Management System
	14.5: Post-implementation Evaluation
		Team Evaluation
		Individual, Team Member, and Project Manager Performance Reviews
	Summary
Chapter 15: Agile Project Management
	15.1: Traditional versus Agile Methods
	15.2: Agile PM
	15.3: Agile PM in Action: Scrum
		Roles and Responsibilities
		Scrum Meetings
		Product and Sprint Backlogs
		Sprint and Release Burndown Charts
	15.4: Extreme Programming and Kanban
		Extreme Programming (XP)
		Kanban
	15.5: Applying Agile PM to Large Projects
	15.6: Limitations and Concerns
	15.7: Hybrid Project Management
	Summary
Chapter 16: International Projects
	16.1: Environmental Factors
		Legal/Political Factors
		Security
		Geography
		Economic Factors
		Infrastructure
		Culture
	16.2: Project Site Selection
	16.3: Cross-Cultural Considerations: A Closer Look
		Adjustments
		Working in Mexico
		Working in France
		Working in Saudi Arabia
		Working in China
		Working in the United States
		Summary Comments about Working in Different Cultures
		Culture Shock
	16.4: Selection and Training for International Projects
	Summary
Appendix One: Solutions to Selected Exercises
Appendix Two: Computer Project Exercises
Glossary
Acronyms
Project Management Equations
A Socio-Technical Approach to Project Management
Index