1 THE WORLD OF PROJECT MANAGEMENT
1.1 What Is a Project?
Trends in Project Management
1.2 Project Management vs. general Management
Major differences
Negotiation
1.3 What Is Managed? The Three goals of a Project
1.4 The Life Cycles of Projects
1.5 Selecting Projects to Meet organizational objectives
Nonnumeric Selection Methods
Numeric Selection Methods
1.6 The Project Portfolio Process
Step 1: Establish a Project Council
Step 2: Identify Project Categories and Criteria
Step 3: Collect Project Data
Step 4: Assess Resource Availability
Step 5: Reduce the Project and Criteria Set
Step 6: Prioritize the Projects within Categories
Step 7: Select the Projects to Be Funded and Held in Reserve
Step 8: Implement the Process
1.7 The Materials in this Text
Review Questions
Discussion Questions
Problems
Incident for Discussion
Case: United Screen Printers
Case: Handstar Inc.
Bibliography
2 THE MANAGER, THE ORGANIZATION, AND THE TEAM
2.1 The PM's Roles
Facilitator
Communicator
Virtual Project Manager
Meetings, Convener and Chair
2.2 The PM's Responsibilities to the Project
Acquiring Resources
Fighting Fires and Obstacles
Leadership and Making Trade-Offs
Negotiation, Conflict Resolution, and Persuasion
2.3 Selection of a Project Manager
Credibility
Sensitivity
Leadership, Style, Ethics
2.4 Project Management as a Profession
2.5 Fitting Projects Into the Parent organization
More on “Why Projects?”
Pure Project Organization
Functional Project Organization
Matrix Project Organization
Mixed Organizational Systems
The Project Management Office and Project Maturity
2.6 The Project Team
Matrix Team Problems
Intrateam Conflict
2.7 Multidisciplinary Teams—Balancing Pleasure and Pain
Integration Management
Interface Coordination—Interface Management
The Design Structure Matrix
Comments on Empowerment and Work Teams
Review Questions
Discussion Questions
Incidents for Discussion
Case: The Quantum Bank
Case: Southern Care Hospital
Bibliography
3 PROJECT ACTIVITY AND RISK PLANNING
3.1 The Basis of a Project Plan—The “Project Charter”
3.2 The Planning Process—Overview
3.3 The Planning Process—Nuts and Bolts
The Launch Meeting—and Subsequent Meetings
Sorting Out the Project—The Work Breakdown Structure (WBS)
Extensions of the Everyday WBS
3.4 More on the Work Breakdown Structure and Other Aids
The Raci Matrix
A Whole-Brain Approach to Project Planning
3.5 Risk Management
Risk Management Planning
Risk Identification and Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
Review Questions
Discussion Questions
Problems
Incidents for Discussion
Case: St. Dismas Assisted Living Facility—1
Case: John Wiley & Sons
Case: Samson University
Bibliography
4 BUDGETING THE PROJECT
4.1 Methods of Budgeting
Top-Down Budgeting
Bottom-Up Budgeting
4.2 Cost Estimating
Work Element Costing
The Impact of Budget Cuts
An Aside
Activity vs. Program Budgeting
4.3 Improving Cost Estimates
Forms
Learning Curves
Tracking Signals
Other Factors
4.4 Budget Uncertainty and Project Risk Management
Budget Uncertainty
Project Budgeting in Practice
4.5 Project Risk Simulation with Crystal Ball®
Considering Disaster
Review Questions
Discussion Questions
Problems
Incidents for Discussion
Case: St. Dismas Assisted Living Facility Project Budget Development—2
Case: Photstat Inc.
Case: Building the Geddy's Dream House
Bibliography
5 SCHEDULING THE PROJECT
5.1 PERT and CPM Networks
The Language of PERT/CPM
Building the Network
Finding the Critical Path and Critical Time
Calculating Activity Slack
Doing It the Easy Way—Microsoft Project (MSP)
5.2 Project Uncertainty and Risk Management
Calculating Probabilistic Activity Times
The Probabilistic Network, an Example
Once More the Easy Way
The Probability of Completing the Project on Time
Selecting Risk and Finding D
The Case of the Unreasonable Boss
The Problem with Mergers
5.3 Simulation
Incorporating costs into the Simulation Analysis
Traditional Statistics vs. Simulation
5.4 The Gantt chart
The Chart
5.5 Extensions to PERT/CPM
Precedence Diagramming
Final Thoughts on the Use of These Tools
Review Questions
Discussion Questions
Problems
Discussion Problem
Incidents for Discussion
Case: St. Dismas Assisted living facility Program Plan—3
Case: NutriStar
Case: Launching E-Collar
Bibliography
6 ALLOCATING RESOURCES TO THE PROJECT
6.1 Expediting a Project
The Critical Path Method
Fast-Tracking a Project
Project Expediting in Practice
6.2 Resource Loading
The Charismatic VP
6.3 Resource Leveling
Resource Loading/Leveling and Uncertainty
6.4 Allocating Scarce Resources to Projects
Some Comments about Constrained Resources
Some Priority Rules
6.5 Allocating Scarce Resources to Several Projects
Criteria of Priority Rules
The Basic Approach
Resource Allocation and the Project Life cycle
6.6 Goldratt's Critical Chain
Estimating Task Times
The Effect of Not Reporting Early Activity completion
Multitasking
Common Chain of Events
The Critical Chain
Review Questions
Discussion Questions
Problems
Incidents for Discussion
Case: St. Dismas Assisted Living facility Resource Usage—4
Case: Charter Financial Bank
Case: Rand Contractors
Bibliography
7 MONITORING AND CONTROLLING THE PROJECT
7.1 The Plan-Monitor-Control Cycle
Designing the Monitoring System
7.2 Data Collection and Reporting
Data Collecting
Data Analysis
Reporting and Report Types
Meetings
Virtual Meetings, Reports, and Project Management
7.3 Earned Value
7.4 Project Control
Purposes of Control
7.5 Designing the Control System
Types of Control Systems
Tools for Control
7.6 Scope Creep and Change Control
Review Questions
Discussion Questions
Problems
Incidents for Discussion
Case: St. Dismas Assisted Living facility case—5
Case: Palmstar Enterprises, Inc.
Case: Peak Lighting, Inc.
Bibliography
8 EVALUATING AND TERMINATING THE PROJECT
8.1 Evaluation
Evaluation Criteria
Measurement
8.2 Project Auditing
The Audit Process
The Audit Report
8.3 Project Termination
When to Terminate a Project
Types of Project Termination
The Termination Process
The Project Final Report
Review Questions
Discussion Questions
Incidents for Discussion
Case: St. Dismas Assisted Living facility case—6
Case: Datatech
Case: Ivory Tower Systems
Bibliography
APPENDIX: PROBABILITY AND STATISTICS
A.1 Probability
Subjective Probability
Logical Probability
Experimental Probability
A.2 Event Relationships and Probability Laws
The Multiplication Rule
The Addition Rule
A.3 Statistics
Descriptive versus Inferential Statistics
Measures of Central Tendency
Measures of Dispersion
Inferential Statistics
Standard Probability Distributions
Bibliography
INDEX
