Contents
1.1 Understanding Project Management
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
1.9 The Project Manager as the Planning Agent
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
Case Study
Williams Machine Tool Company
2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS
2.1 General Systems Management
2.2 Project Management: 1945–1960
2.3 Project Management: 1960–1985
2.4 Project Management: 1985–2009
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
2.14 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
2.19 Studying Tips for the PMI® Project Management Certification Exam
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, Balanced Matrix
3.9 Center for Project Management Expertise
3.11 Selecting the Organizational Form
3.12 Structuring the Small Company
3.13 Strategic Business Unit (SBU) Project Management
3.15 Studying Tips for the PMI® Project Management Certification Exam
Case Study
Jones and Shephard Accountants, Inc.
4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM
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
4.11 The Project Organizational Chart
4.13 Selecting the Project Management Implementation Team
4.14 Studying Tips for the PMI® Project Management Certification Exam
5.5 Barriers to Project Team Development
5.6 Suggestions for Handling the Newly Formed Team
5.7 Team Building as an Ongoing Process
5.9 Leadership in a Project Environment
5.12 Employee–Manager Problems
5.16 Project Management Bottlenecks
5.20 Management Policies and Procedures
5.21 Studying Tips for the PMI® Project Management Certification Exam
Case Studies
The Trophy Project
Leadership Effectiveness (A)
Leadership Effectiveness (B)
Motivational Questionnaire
6 MANAGEMENT OF YOUR TIME AND STRESS
6.1 Understanding Time Management
6.6 Studying Tips for the PMI® Project Management Certification Exam
Case Study
The Reluctant Workers
7.4 Understanding Superior, Subordinate, and Functional Conflicts
7.5 The Management of Conflicts
7.7 Studying Tips for the PMI® Project Management Certification Exam
Case Studies
Facilities Scheduling at Mayer Manufacturing
Telestar International
Handling Conflict in Project Management
8.2 Financial Compensation and Rewards
8.3 Critical Issues with Rewarding Project Teams
8.4 Effective Project Management in the Small Business Organization
8.6 Morality, Ethics, and the Corporate Culture
8.7 Professional Responsibilities
8.11 Integrated Product/Project Teams
8.14 Studying Tips for the PMI® Project Management Certification Exam
9.1 Predicting Project Success
9.2 Project Management Effectiveness
9.5 Understanding Best Practices
9.6 Studying Tips for the PMI® Project Management Certification Exam
10.2 Handling Disagreements with the Sponsor
10.5 The In-House Representatives
10.6 Studying Tips for the PMI® Project Management Certification Exam
11.1 Validating the Assumptions
11.6 Understanding Participants' Roles
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
11.16 Work Planning Authorization
11.19 Handling Project Phaseouts and Transfers
11.20 Detailed Schedules and Charts
11.21 Master Production Scheduling
11.26 The Project Manager–Line Manager Interface
11.28 Configuration Management
11.29 Enterprise Project Management Methodologies
11.31 Studying Tips for the PMI® Project Management Certification Exam
12 NETWORK SCHEDULING TECHNIQUES
12.2 Graphical Evaluation and Review Technique (GERT)
12.7 Estimating Total Project Time
12.11 Alternative PERT/CPM Models
12.15 The Myths of Schedule Compression
12.16 Understanding Project Management Software
12.17 Software Features Offered
12.21 Studying Tips for the PMI® Project Management Certification Exam
Case Study
Crosby Manufacturing Corporation
13.3 Other Conventional Presentation Techniques
13.5 Studying Tips for the PMI® Project Management Certification Exam
14.1 Global Pricing Strategies
14.4 Organizational Input Requirements
14.9 Smoothing Out Department Man-Hours
14.10 The Pricing Review Procedure
14.12 Developing the Supporting/Backup Costs
14.16 Estimating High-Risk Projects
14.18 The Disaster of Applying the 10 Percent Solution to Project Estimates
14.19 Life-Cycle Costing (LCC)
14.21 Economic Project Selection Criteria: Capital Budgeting
14.25 Internal Rate of Return (IRR)
14.26 Comparing IRR, NPV, and Payback
14.30 Studying Tips for the PMI® Project Management Certification Exam
15.5 The Earned Value Measurement System (EVMS)
15.6 Variance and Earned Value
15.10 Recording Material Costs Using Earned Value Measurement
15.11 The Material Accounting Criterion
15.12 Material Variances: Price and Usage
15.16 Studying Tips for the PMI® Project Management Certification Exam
Case Studies
The Bathtub Period
Franklin Electronics
Trouble in Paradise
16 TRADE-OFF ANALYSIS IN A PROJECT ENVIRONMENT
16.1 Methodology for Trade-off Analysis
16.2 Contracts: Their Influence on Projects
16.3 Industry Trade-off Preferences
16.5 Studying Tips for the PMI® Project Management Certification Exam
17.3 Definition of Risk Management
17.4 Certainty, Risk, and Uncertainty
17.9 Qualitative Risk Analysis
17.10 Quantitative Risk Analysis
17.11 Probability Distributions and the Monte Carlo Process
17.13 Monitoring 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
Case Studies
Teloxy Engineering (A)
Teloxy Engineering (B)
18.2 The Learning Curve Concept
18.4 Key Words Associated with Learning Curves
18.5 The Cumulative Average Curve
18.7 Developing Slope Measures
18.8 Unit Costs and Use of Midpoints
18.9 Selection of Learning Curves
18.12 Learning Curve Limitations
18.15 Studying Tips for the PMI® Project Management Certification Exam
19.3 Conducting the Procurements
19.4 Conduct Procurements: Request Seller Responses
19.5 Conduct Procurements: Select Sellers
19.8 Contract Type versus Risk
19.9 Contract Administration Cycle
19.12 Proposal-Contractual Interaction
19.14 Studying Tips for the PMI® Project Management Certification Exam
20.3 Comparison of the Quality Pioneers
20.5 The Malcolm Baldrige National Quality Award
20.7 Quality Management Concepts
20.9 The Seven Quality Control Tools
20.13 Lean Six Sigma and DMAIC
20.15 Responsibility for Quality
20.17 Just-in-Time Manufacturing (JIT)
20.18 Total Quality Management (TQM)
20.19 Studying Tips for the PMI® Project Management Certification Exam
21 MODERN DEVELOPMENTS PROJECT MANAGEMENT
21.1 The Project Management Maturity Model (PMMM)
21.2 Developing Effective Procedural Documentation
21.3 Project Management Methodologies
21.7 Managing Multiple Projects
21.8 End-of-Phase Review Meetings
22 THE BUSINESS OF SCOPE CHANGES
22.1 Need for Business Knowledge
22.3 Business Need for a Scope Change
22.4 Rationale for Not Approving a Scope Change
23.1 Present-Day Project Office
23.4 Networking Project Management Offices
23.5 Project Management Information Systems
23.6 Dissemination of Information
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)
23.15 Risks of Using a Project Office
24.1 Understanding Crisis Management
24.3 The Air France Concorde Crash
24.4 Intel and the Pentium Chip
24.5 The Russian Submarine Kursk
24.7 Nestlé's Marketing of Infant Formula
24.8 The Space Shuttle Challenger Disaster
24.9 The Space Shuttle Columbia Disaster
24.12 Project Management Implications
25 THE RISE, FALL, AND RESURRECTION OF IRIDIUM: A PROJECT MANAGEMENT PERSPECTIVE
25.1 Naming the Project “Iridium”
25.2 Obtaining Executive Support
25.5 The Terrestial and Space-Based Network
25.6 Project Initiation: Developing the Business Case
25.7 The “Hidden” Business Case
25.16 An Initial Public Offering (IPO)
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
25.27 The Bankruptcy Court Ruling
25.29 Financial Impact of the Bankruptcy
Appendix A. Solutions to the Project Management Conflict Exercise
Appendix B. Solution to Leadership Exercise
Appendix C. Dorale Products Case Studies
Appendix D. Solution to the Dorale Products Case Studies Answers
Appendix E. Crosslisting of PMBOK® to the Text