Dedication
by Harold Kerzner, Harold R. Kerzner
Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition
- Cover Page
- Dr. Kerzner's 16 Points to Project Management Maturity
- Title Page
- Copyright
- Dedication
- Contents
- Preface
- Overview
- 1.0 INTRODUCTION
- 1.1 UNDERSTANDING PROJECT MANAGEMENT
- 1.2 DEFINING PROJECT SUCCESS
- 1.3 THE PROJECT MANAGER–LINE MANAGER INTERFACE
- 1.4 DEFINING THE PROJECT MANAGER'S ROLE
- 1.5 DEFINING THE FUNCTIONAL MANAGER'S ROLE
- 1.6 DEFINING THE FUNCTIONAL EMPLOYEE'S ROLE
- 1.7 DEFINING THE EXECUTIVE'S ROLE
- 1.8 WORKING WITH EXECUTIVES
- 1.9 THE PROJECT MANAGER AS THE PLANNING AGENT
- 1.10 PROJECT CHAMPIONS
- 1.11 THE DOWNSIDE OF PROJECT MANAGEMENT
- 1.12 PROJECT-DRIVEN VERSUS NON–PROJECT-DRIVEN ORGANIZATIONS
- 1.13 MARKETING IN THE PROJECT-DRIVEN ORGANIZATION
- 1.14 CLASSIFICATION OF PROJECTS
- 1.15 LOCATION OF THE PROJECT MANAGER
- 1.16 DIFFERING VIEWS OF PROJECT MANAGEMENT
- 1.17 CONCURRENT ENGINEERING: A PROJECT MANAGEMENT APPROACH
- 1.18 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Project Management Growth: Concepts and Definitions
- 2.0 INTRODUCTION
- 2.1 GENERAL SYSTEMS MANAGEMENT
- 2.2 PROJECT MANAGEMENT: 1945–1960
- 2.3 PROJECT MANAGEMENT: 1960–1985
- 2.4 PROJECT MANAGEMENT: 1985–2009
- 2.5 RESISTANCE TO CHANGE
- 2.6 SYSTEMS, PROGRAMS, AND PROJECTS: A DEFINITION
- 2.7 PRODUCT VERSUS PROJECT MANAGEMENT: A DEFINITION
- 2.8 MATURITY AND EXCELLENCE: A DEFINITION
- 2.9 INFORMAL PROJECT MANAGEMENT: A DEFINITION
- 2.10 THE MANY FACES OF SUCCESS
- 2.11 THE MANY FACES OF FAILURE
- 2.12 THE STAGE-GATE PROCESS
- 2.13 PROJECT LIFE CYCLES
- 2.14 GATE REVIEW MEETINGS (PROJECT CLOSURE)
- 2.15 PROJECT MANAGEMENT METHODOLOGIES: A DEFINITION
- 2.16 ORGANIZATIONAL CHANGE MANAGEMENT AND CORPORATE CULTURES
- 2.17 PROJECT MANAGEMENT INTELLECTUAL PROPERTY
- 2.18 SYSTEMS THINKING
- 2.19 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Organizational Structures
- 3.0 INTRODUCTION
- 3.1 ORGANIZATIONAL WORK FLOW
- 3.2 TRADITIONAL (CLASSICAL) ORGANIZATION
- 3.3 DEVELOPING WORK INTEGRATION POSITIONS
- 3.4 LINE–STAFF ORGANIZATION (PROJECT COORDINATOR)
- 3.5 PURE PRODUCT (PROJECTIZED) ORGANIZATION
- 3.6 MATRIX ORGANIZATIONAL FORM
- 3.7 MODIFICATION OF MATRIX STRUCTURES
- 3.8 THE STRONG, WEAK, OR BALANCED MATRIX
- 3.9 CENTER FOR PROJECT MANAGEMENT EXPERTISE
- 3.10 MATRIX LAYERING
- 3.11 SELECTING THE ORGANIZATIONAL FORM
- 3.12 STRUCTURING THE SMALL COMPANY
- 3.13 STRATEGIC BUSINESS UNIT (SBU) PROJECT MANAGEMENT
- 3.14 TRANSITIONAL MANAGEMENT
- 3.15 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Organizing and Staffing the Project Office and Team
- 4.0 INTRODUCTION
- 4.1 THE STAFFING ENVIRONMENT
- 4.2 SELECTING THE PROJECT MANAGER: AN EXECUTIVE DECISION
- 4.3 SKILL REQUIREMENTS FOR PROJECT AND PROGRAM MANAGERS
- 4.4 SPECIAL CASES IN PROJECT MANAGER SELECTION
- 4.5 SELECTING THE WRONG PROJECT MANAGER
- 4.6 NEXT GENERATION PROJECT MANAGERS
- 4.7 DUTIES AND JOB DESCRIPTIONS
- 4.8 THE ORGANIZATIONAL STAFFING PROCESS
- 4.9 THE PROJECT OFFICE
- 4.10 THE FUNCTIONAL TEAM
- 4.11 THE PROJECT ORGANIZATIONAL CHART
- 4.12 SPECIAL PROBLEMS
- 4.13 SELECTING THE PROJECT MANAGEMENT IMPLEMENTATION TEAM
- 4.14 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Management Functions
- 5.0 INTRODUCTION
- 5.1 CONTROLLING
- 5.2 DIRECTING
- 5.3 PROJECT AUTHORITY
- 5.4 INTERPERSONAL INFLUENCES
- 5.5 BARRIERS TO PROJECT TEAM DEVELOPMENT
- 5.6 SUGGESTIONS FOR HANDLING THE NEWLY FORMED TEAM
- 5.7 TEAM BUILDING AS AN ONGOING PROCESS
- 5.8 DYSFUNCTIONS OF A TEAM
- 5.9 LEADERSHIP IN A PROJECT ENVIRONMENT
- 5.10 LIFE-CYCLE LEADERSHIP
- 5.11 ORGANIZATIONAL IMPACT
- 5.12 EMPLOYEE–MANAGER PROBLEMS
- 5.13 MANAGEMENT PITFALLS
- 5.14 COMMUNICATIONS
- 5.15 PROJECT REVIEW MEETINGS
- 5.16 PROJECT MANAGEMENT BOTTLENECKS
- 5.17 COMMUNICATION TRAPS
- 5.18 PROVERBS AND LAWS
- 5.19 HUMAN BEHAVIOR EDUCATION
- 5.20 MANAGEMENT POLICIES AND PROCEDURES
- 5.21 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Management of Your Time and Stress
- Conflicts
- Special Topics
- 8.0 INTRODUCTION
- 8.1 PERFORMANCE MEASUREMENT
- 8.2 FINANCIAL COMPENSATION AND REWARDS
- 8.3 CRITICAL ISSUES WITH REWARDING PROJECT TEAMS
- 8.4 EFFECTIVE PROJECT MANAGEMENT IN THE SMALL BUSINESS ORGANIZATION
- 8.5 MEGA PROJECTS
- 8.6 MORALITY, ETHICS, AND THE CORPORATE CULTURE
- 8.7 PROFESSIONAL RESPONSIBILITIES
- 8.8 INTERNAL PARTNERSHIPS
- 8.9 EXTERNAL PARTNERSHIPS
- 8.10 TRAINING AND EDUCATION
- 8.11 INTEGRATED PRODUCT/PROJECT TEAMS
- 8.12 VIRTUAL PROJECT TEAMS
- 8.13 BREAKTHROUGH PROJECTS
- 8.14 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- The Variables for Success
- Working with Executives
- Planning
- 11.0 INTRODUCTION
- 11.1 VALIDATING THE ASSUMPTIONS
- 11.2 GENERAL PLANNING
- 11.3 LIFE-CYCLE PHASES
- 11.4 PROPOSAL PREPARATION
- 11.5 KICKOFF MEETINGS
- 11.6 UNDERSTANDING PARTICIPANTS' ROLES
- 11.7 PROJECT PLANNING
- 11.8 THE STATEMENT OF WORK
- 11.9 PROJECT SPECIFICATIONS
- 11.10 MILESTONE SCHEDULES
- 11.11 WORK BREAKDOWN STRUCTURE
- 11.12 WBS DECOMPOSITION PROBLEMS
- 11.13 ROLE OF THE EXECUTIVE IN PROJECT SELECTION
- 11.14 ROLE OF THE EXECUTIVE IN PLANNING
- 11.15 THE PLANNING CYCLE
- 11.16 WORK PLANNING AUTHORIZATION
- 11.17 WHY DO PLANS FAIL?
- 11.18 STOPPING PROJECTS
- 11.19 HANDLING PROJECT PHASEOUTS AND TRANSFERS
- 11.20 DETAILED SCHEDULES AND CHARTS
- 11.21 MASTER PRODUCTION SCHEDULING
- 11.22 PROJECT PLAN
- 11.23 TOTAL PROJECT PLANNING
- 11.24 THE PROJECT CHARTER
- 11.25 MANAGEMENT CONTROL
- 11.26 THE PROJECT MANAGER–LINE MANAGER INTERFACE
- 11.27 FAST-TRACKING
- 11.28 CONFIGURATION MANAGEMENT
- 11.29 ENTERPRISE PROJECT MANAGEMENT METHODOLOGIES
- 11.30 PROJECT AUDITS
- 11.31 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Network Scheduling Techniques
- 12.0 INTRODUCTION
- 12.1 NETWORK FUNDAMENTALS
- 12.2 GRAPHICAL EVALUATION AND REVIEW TECHNIQUE (GERT)
- 12.3 DEPENDENCIES
- 12.4 SLACK TIME
- 12.5 NETWORK REPLANNING
- 12.6 ESTIMATING ACTIVITY TIME
- 12.7 ESTIMATING TOTAL PROJECT TIME
- 12.8 TOTAL PERT/CPM PLANNING
- 12.9 CRASH TIMES
- 12.10 PERT/CPM PROBLEM AREAS
- 12.11 ALTERNATIVE PERT/CPM MODELS
- 12.12 PRECEDENCE NETWORKS
- 12.13 LAG
- 12.14 SCHEDULING PROBLEMS
- 12.15 THE MYTHS OF SCHEDULE COMPRESSION
- 12.16 UNDERSTANDING PROJECT MANAGEMENT SOFTWARE
- 12.17 SOFTWARE FEATURES OFFERED
- 12.18 SOFTWARE CLASSIFICATION
- 12.19 IMPLEMENTATION PROBLEMS
- 12.20 CRITICAL CHAIN
- 12.21 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Project Graphics
- Pricing and Estimating
- 14.0 INTRODUCTION
- 14.1 GLOBAL PRICING STRATEGIES
- 14.2 TYPES OF ESTIMATES
- 14.3 PRICING PROCESS
- 14.4 ORGANIZATIONAL INPUT REQUIREMENTS
- 14.5 LABOR DISTRIBUTIONS
- 14.6 OVERHEAD RATES
- 14.7 MATERIALS/SUPPORT COSTS
- 14.8 PRICING OUT THE WORK
- 14.9 SMOOTHING OUT DEPARTMENT MAN-HOURS
- 14.10 THE PRICING REVIEW PROCEDURE
- 14.11 SYSTEMS PRICING
- 14.12 DEVELOPING THE SUPPORTING/BACKUP COSTS
- 14.13 THE LOW-BIDDER DILEMMA
- 14.14 SPECIAL PROBLEMS
- 14.15 ESTIMATING PITFALLS
- 14.16 ESTIMATING HIGH-RISK PROJECTS
- 14.17 PROJECT RISKS
- 14.18 THE DISASTER OF APPLYING THE 10 PERCENT SOLUTION TO PROJECT ESTIMATES
- 14.19 LIFE-CYCLE COSTING (LCC)
- 14.20 LOGISTICS SUPPORT
- 14.21 ECONOMIC PROJECT SELECTION CRITERIA: CAPITAL BUDGETING
- 14.22 PAYBACK PERIOD
- 14.23 THE TIME VALUE OF MONEY
- 14.24 NET PRESENT VALUE (NPV)
- 14.25 INTERNAL RATE OF RETURN (IRR)
- 14.26 COMPARING IRR, NPV, AND PAYBACK
- 14.27 RISK ANALYSIS
- 14.28 CAPITAL RATIONING
- 14.29 PROJECT FINANCING
- 14.30 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Cost Control
- 15.0 INTRODUCTION
- 15.1 UNDERSTANDING CONTROL
- 15.2 THE OPERATING CYCLE
- 15.3 COST ACCOUNT CODES
- 15.4 BUDGETS
- 15.5 THE EARNED VALUE MEASUREMENT SYSTEM (EVMS)
- 15.6 VARIANCE AND EARNED VALUE
- 15.7 THE COST BASELINE
- 15.8 JUSTIFYING THE COSTS
- 15.9 THE COST OVERRUN DILEMMA
- 15.10 RECORDING MATERIAL COSTS USING EARNED VALUE MEASUREMENT
- 15.11 THE MATERIAL ACCOUNTING CRITERION
- 15.12 MATERIAL VARIANCES: PRICE AND USAGE
- 15.13 SUMMARY VARIANCES
- 15.14 STATUS REPORTING
- 15.15 COST CONTROL PROBLEMS
- 15.16 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Trade-off Analysis in a Project Environment
- Risk Management
- 17.0 INTRODUCTION
- 17.1 DEFINITION OF RISK
- 17.2 TOLERANCE FOR RISK
- 17.3 DEFINITION OF RISK MANAGEMENT
- 17.4 CERTAINTY, RISK, AND UNCERTAINTY
- 17.5 RISK MANAGEMENT PROCESS
- 17.6 PLAN RISK MANAGEMENT
- 17.7 RISK IDENTIFICATION
- 17.8 RISK ANALYSIS
- 17.9 QUALITATIVE RISK ANALYSIS
- 17.10 QUANTITATIVE RISK ANALYSIS
- 17.11 PROBABILITY DISTRIBUTIONS AND THE MONTE CARLO PROCESS
- 17.12 PLAN RISK RESPONSE
- 17.13 MONITOR AND CONTROL RISKS
- 17.14 SOME IMPLEMENTATION CONSIDERATIONS
- 17.15 THE USE OF LESSONS LEARNED
- 17.16 DEPENDENCIES BETWEEN RISKS
- 17.17 THE IMPACT OF RISK HANDLING MEASURES
- 17.18 RISK AND CONCURRENT ENGINEERING
- 17.19 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Learning Curves
- 18.0 INTRODUCTION
- 18.1 GENERAL THEORY
- 18.2 THE LEARNING CURVE CONCEPT
- 18.3 GRAPHIC REPRESENTATION
- 18.4 KEY WORDS ASSOCIATED WITH LEARNING CURVES
- 18.5 THE CUMULATIVE AVERAGE CURVE
- 18.6 SOURCES OF EXPERIENCE
- 18.7 DEVELOPING SLOPE MEASURES
- 18.8 UNIT COSTS AND USE OF MIDPOINTS
- 18.9 SELECTION OF LEARNING CURVES
- 18.10 FOLLOW-ON ORDERS
- 18.11 MANUFACTURING BREAKS
- 18.12 LEARNING CURVE LIMITATIONS
- 18.13 PRICES AND EXPERIENCE
- 18.14 COMPETITIVE WEAPON
- 18.15 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- PROBLEMS
- Contract Management
- 19.0 INTRODUCTION
- 19.1 PROCUREMENT
- 19.2 PLAN PROCUREMENTS
- 19.3 CONDUCTING THE PROCUREMENTS
- 19.4 CONDUCT PROCUREMENTS: REQUEST SELLER RESPONSES
- 19.5 CONDUCT PROCUREMENTS: SELECT SELLERS
- 19.6 TYPES OF CONTRACTS
- 19.7 INCENTIVE CONTRACTS
- 19.8 CONTRACT TYPE VERSUS RISK
- 19.9 CONTRACT ADMINISTRATION CYCLE
- 19.10 CONTRACT CLOSURE
- 19.11 USING A CHECKLIST
- 19.12 PROPOSAL-CONTRACTUAL INTERACTION
- 19.13 SUMMARY
- 19.14 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- Quality Management
- 20.0 INTRODUCTION
- 20.1 DEFINITION OF QUALITY
- 20.2 THE QUALITY MOVEMENT
- 20.3 COMPARISON OF THE QUALITY PIONEERS
- 20.4 THE TAGUCHI APPROACH
- 20.5 THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD
- 20.6 ISO 9000
- 20.7 QUALITY MANAGEMENT CONCEPTS
- 20.8 THE COST OF QUALITY
- 20.9 THE SEVEN QUALITY CONTROL TOOLS
- 20.10 PROCESS CAPABILITY (CP)
- 20.11 ACCEPTANCE SAMPLING
- 20.12 IMPLEMENTING SIX SIGMA
- 20.13 LEAN SIX SIGMA AND DMAIC
- 20.14 QUALITY LEADERSHIP
- 20.15 RESPONSIBILITY FOR QUALITY
- 20.16 QUALITY CIRCLES
- 20.17 JUST-IN-TIME MANUFACTURING (JIT)
- 20.18 TOTAL QUALITY MANAGEMENT (TQM)
- 20.19 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT CERTIFICATION EXAM
- ANSWERS
- Modern Developments in Project Management
- THE BUSINESS OF SCOPE CHANGES
- The Project Office
- 23.0 INTRODUCTION
- 23.1 PRESENT-DAY PROJECT OFFICE
- 23.2 IMPLEMENTATION RISKS
- 23.3 TYPES OF PROJECT OFFICES
- 23.4 NETWORKING PROJECT MANAGEMENT OFFICES
- 23.5 PROJECT MANAGEMENT INFORMATION SYSTEMS
- 23.6 DISSEMINATION OF INFORMATION
- 23.7 MENTORING
- 23.8 DEVELOPMENT OF STANDARDS AND TEMPLATES
- 23.9 PROJECT MANAGEMENT BENCHMARKING
- 23.10 BUSINESS CASE DEVELOPMENT
- 23.11 CUSTOMIZED TRAINING (RELATED TO PROJECT MANAGEMENT)
- 23.12 MANAGING STAKEHOLDERS
- 23.13 CONTINUOUS IMPROVEMENT
- 23.14 CAPACITY PLANNING
- 23.15 RISKS OF USING A PROJECT OFFICE
- MANAGING CRISIS PROJECTS
- 24.0 INTRODUCTION
- 24.1 UNDERSTANDING CRISIS MANAGEMENT
- 24.2 FORD VERSUS FIRESTONE
- 24.3 THE AIR FRANCE CONCORDE CRASH
- 24.4 INTEL AND THE PENTIUM CHIP
- 24.5 THE RUSSIAN SUBMARINE KURSK
- 24.6 THE TYLENOL POISONINGS
- 24.7 NESTLÉ'S MARKETING OF INFANT FORMULA
- 24.8 THE SPACE SHUTTLE CHALLENGER DISASTER
- 24.9 THE SPACE SHUTTLE COLUMBIA DISASTER
- 24.10 VICTIMS VERSUS VILLAINS
- 24.11 LIFE-CYCLE PHASES
- 24.12 PROJECT MANAGEMENT IMPLICATIONS
- The Rise, Fall, and Resurrection of Iridium: A Project Management Perspective
- 25.0 INTRODUCTION
- 25.1 NAMING THE PROJECT “IRIDIUM”
- 25.2 OBTAINING EXECUTIVE SUPPORT
- 25.3 LAUNCHING THE VENTURE
- 25.4 THE IRIDIUM SYSTEM
- 25.5 THE TERRESTRIAL AND SPACE-BASED NETWORK
- 25.6 PROJECT INITIATION: DEVELOPING THE BUSINESS CASE
- 25.7 THE “HIDDEN” BUSINESS CASE
- 25.8 RISK MANAGEMENT
- 25.9 THE COLLECTIVE BELIEF
- 25.10 THE EXIT CHAMPION
- 25.11 IRIDIUM'S INFANCY YEARS
- 25.12 DEBT FINANCING
- 25.13 THE M-STAR PROJECT
- 25.14 ANEW CEO
- 25.15 SATELLITE LAUNCHES
- 25.16 AN INITIAL PUBLIC OFFERING (IPO)
- 25.17 SIGNING UP CUSTOMERS
- 25.18 IRIDIUM'S RAPID ASCENT
- 25.19 IRIDIUM'S RAPID DESCENT
- 25.20 THE IRIDIUM “FLU”
- 25.21 SEARCHING FOR A WHITE KNIGHT
- 25.22 THE DEFINITION OF FAILURE (OCTOBER, 1999)
- 25.23 THE SATELLITE DEORBITING PLAN
- 25.24 IRIDIUM IS RESCUED FOR $25 MILLION
- 25.25 EPILOGUE
- 25.26 SHAREHOLDER LAWSUITS
- 25.27 THE BANKRUPTCY COURT RULING
- 25.28 AUTOPSY
- 25.29 FINANCIAL IMPACT OF THE BANKRUPTCY
- 25.30 WHAT REALLY WENT WRONG?
- 25.31 LESSONS LEARNED
- 25.32 CONCLUSION
- APPENDIX A: Solutions to the Project Management Conflict Exercise
- APPENDIX B: Solution to Leadership Exercise
- APPENDIX C: Dorale Products Case Studies
- APPENDIX D: Solutions to the Dorale Products Case Studies
- APPENDIX E: Alignment of the PMBOK® Guide to the Text
- Author Index
- Subject Index
-
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