Core Concepts: Project Management in Practice, with CD, 2nd Edition,9780471229650

Core Concepts: Project Management in Practice, with CD, 2nd Edition

by ; ; ;
Edition: 2nd
ISBN13: 9780471229650
ISBN10: 0471229652
Format: Paperback
Pub. Date: 2004-07-01
Publisher(s): WILEY
List Price: $115.05

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Summary

Get a concise, hands-on, and applied approach to project management with the new edition of Core Concepts. The authors take a computer program orientation, focusing on doing Project Management. They organize the book around the project management life cycle, provide you with essential project management concepts, and tie them into the Project Management Body of Knowledge (Project Management Institute runs the PMBOK certification program). This edition includes revised discussion of the integration of parent organization\'s strategies into project selection and management; and greatly expanded coverage of risk management and assessment in the project management process.

Author Biography

Professors Mantel and Meredith are the coauthors of two of the leading texts on Project Management:&#160; <b>Project Management in Practice</b> and <b>Project Management:&#160; A Managerial Approach</b>, with combined sales of over 275,000 copies.&#160; Professor Mantel is at the University of Cincinnati and Professor Meredith is at Wake Forest University.

Table of Contents

The World of Project Management
1(37)
What Is a Project?
1(2)
Project Management vs. General Management
3(2)
Major Differences
3(1)
Negotiation
4(1)
What Is Managed? The Three Goals of a Project
5(1)
The Life Cycles of Projects
6(2)
Selecting Projects to Meet Organizational Goals
8(10)
Nonnumeric Selection Methods
9(1)
Numeric Selection Methods
10(8)
Confronting Uncertainty---The Management of Risk
18(8)
Considering Uncertainty in Project Selection Decisions
18(8)
The Project Portfolio Process
26(4)
The Materials in this Text
30(8)
Review Questions
32(1)
Discussion Questions
32(1)
Problems
32(2)
Incident for Discussion
34(1)
Case: United Screen Printers
34(1)
Case: Handstar Inc.
35(3)
The Manager, The Organization, and the Team
38(29)
The PM's Roles
39(5)
Facilitator
39(2)
Communicator
41(1)
Virtual Project Manager
42(1)
Meetings, Convenor and Chair
43(1)
The PM's Responsibilities to the Project
44(2)
Acquiring Resources
44(1)
Fighting Fires and Obstacles
44(1)
Leadership and Making Trade-Offs
45(1)
Negotiation, Conflict Resolution, and Persuasion
46(1)
Selection of a Project Manager
46(3)
Credibility
47(1)
Sensitivity
47(1)
Leadership, Style, Ethics
47(2)
Project Management as a Profession
49(2)
Fitting Projects into the Parent Organization
51(7)
More on ``Why Projects?''
51(1)
Pure Project Organization
52(1)
Functional Project Organization
53(1)
Matrix Project Organization
54(3)
Mixed Organizational Systems
57(1)
The Project Staff Office
57(1)
The Project Team
58(9)
Matrix Team Problems
59(1)
Intrateam Conflict
60(2)
Review Questions
62(1)
Discussion Questions
63(1)
Incidents for Discussion
63(1)
Case: The Quantum Bank
64(3)
Planning The Project
67(31)
The Contents of a Project Plan
67(3)
The Planning Process---Overview
70(1)
The Planning Process---Nuts and Bolts
71(10)
The Launch Meeting---and Subsequent Meetings
71(2)
Sorting Out the Project
73(2)
The Project Action Plan
75(6)
The Work Breakdown Structure and Other Aids
81(4)
The Work Breakdown Structure
81(3)
The Linear Responsibility Chart---and Derivatives
84(1)
Multidisciplinary Teams---Balancing Pleasure and Pain
85(13)
Integration Management
86(1)
Concurrent Engineering
86(1)
Interface Coordination---Interface Management
87(2)
The Design Structure Matrix
89(1)
Comments on Empowerment and Work Teams
90(1)
Review Questions
91(1)
Discussion Questions
92(1)
Problems
92(1)
Incidents for Discussion
93(1)
Case: St. Dismas Assisted Living Facility---1
94(2)
Case: John Wiley & Sons
96(2)
Budgeting the Project
98(36)
Methods of Budgeting
99(3)
Top-Down Budgeting
101(1)
Bottom-Up Budgeting
102(1)
Cost Estimating
102(6)
Work Element Costing
103(1)
The Impact of Budget Cuts
103(2)
An Aside
105(2)
Activity vs. Program Budgeting
107(1)
Improving Cost Estimates
108(7)
Forms
108(1)
Learning Curves
108(4)
Tracking Signals
112(1)
Other Factors
113(2)
Budget Uncertainty and Risk Management
115(19)
Budget Uncertainty
115(3)
Risk Management
118(10)
Review Questions
128(1)
Discussion Questions
128(1)
Problems
129(1)
Incidents for Discussion
129(1)
Case: St. Dismas Assisted Living Facility Project Budget Development---2
130(2)
Case: Photstat Inc.
132(2)
Scheduling the Project
134(46)
PERT and CPM Networks
135(9)
The Language of PERT/CPM
135(1)
Building the Network
136(2)
Finding the Critical Path and Critical Time
138(2)
Calculating Activity Slack
140(1)
Doing It the Easy Way---Microsoft Project (MSP)
141(3)
Project Uncertainty and Risk Management
144(12)
Calculating Probabilistic Activity Times
144(1)
The Probabilistic Network, an Example
145(2)
Once More the Easy Way
147(3)
The Probability of Completing the Project on Time
150(4)
Selecting Risk and Finding D
154(1)
The Case of the Unreasonable Boss
154(1)
The Problem with Mergers
155(1)
Simulation
156(6)
Traditional Statistics vs. Simulation
160(2)
The Gantt Chart
162(5)
The Chart
162(5)
Extensions to PERT/CPM
167(13)
Precedence Diagramming
167(2)
Other Methods
169(1)
Final Thoughts on the Use of these Tools
169(2)
Review Questions
171(1)
Discussion Questions
171(1)
Problems
171(2)
Discussion Problem
173(1)
Incidents for Discussion
173(1)
Case: St. Dismas Assisted Living Facility Project Action Plan---3
174(3)
Case: Nutristar
177(3)
Allocating Resources to the Project
180(48)
Expediting a Project
181(11)
The Critical Path Method
181(6)
Using Excel® to Crash a Project
187(5)
Fast-Tracking a Project
192(1)
Resource Loading
192(7)
The Charismatic VP
198(1)
Resource Leveling
199(8)
Resource Loading/Leveling and Uncertainty
205(2)
Allocating Scarce Resources to Projects
207(2)
Some Comments about Constrained Resources
207(1)
Some Priority Rules
207(2)
Allocating Scarce Resources to Several Projects
209(4)
Criteria of Priority Rules
210(1)
The Basic Approach
211(1)
Other Priority Rules
211(1)
Resource Allocation and the Project Life Cycle
211(2)
Goldratt's Critical Chain
213(15)
Estimating Task Times
215(1)
The Effect of Not Reporting Early Activity Completion
216(1)
Multitasking
217(2)
Common Chain of Events
219(1)
The Critical Chain
220(1)
Review Questions
221(1)
Discussion Questions
222(1)
Problems
222(1)
Incidents for Discussion
223(1)
Case: St. Dismas Assisted Living Facility Resource Usage---4
224(1)
Case: Charter Financial Bank
225(3)
Monitoring and Controlling the Project
228(34)
The Plan-Monitor-Control Cycle
228(3)
Designing the Monitoring System
230(1)
Data Collection and Reporting
231(6)
Data Collecting
231(1)
Data Analysis
232(1)
Reporting and Report Types
233(2)
Meetings
235(1)
Virtual Reports, Meetings, and Project Management
236(1)
Earned Value
237(7)
Project Control
244(2)
Purposes of Control
245(1)
Designing the Control System
246(7)
Types of Control Systems
247(2)
Tools for Control
249(4)
Scope Creep and Change Control
253(9)
Review Questions
254(1)
Discussion Questions
254(1)
Problems
255(1)
Incidents for Discussion
256(1)
Case: St. Dismas Assisted Living Facility Monitoring---5
257(3)
Case: Palmstar Enterprises, Inc.
260(2)
Evaluating and Terminating the Project
262(19)
Evaluation
262(2)
Evaluation Criteria
263(1)
Measurement
264(1)
Project Auditing
264(5)
The Audit Process
264(3)
The Audit Report
267(2)
Project Termination
269(12)
When to Terminate a Project
270(1)
Types of Project Termination
271(1)
The Termination Process
272(1)
The Project Final Report
273(1)
Review Questions
274(1)
Discussion Questions
275(1)
Incidents for Discussion
275(1)
Case: St. Dismas Assisted Living Auditing---6
276(2)
Case: Datatech's Audit
278(3)
APPENDIX
281(10)
A: Probability and Statistics
281(1)
A.1 Probability
281(1)
Subjective Probability
282(1)
Logical Probability
282(1)
Experimental Probability
282(1)
A.2 Event Relationships and Probability Laws
282(2)
The Multiplication Rule
283(1)
The Addition Rule
284(1)
A.3 Statistics
284(7)
Descriptive versus Inferential Statistics
285(1)
Measures of Central Tendency
286(1)
Measures of Dispersion
286(1)
Inferential Statistics
287(2)
Standard Probability Distributions
289(2)
Name Index 291(4)
Subject Index 295

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