Project Management: A Managerial Approach,9780471298298

Project Management: A Managerial Approach

by ;
Edition: CD
ISBN13: 9780471298298
ISBN10: 0471298298
Format: Hardcover
Pub. Date: 1999-11-01
Publisher(s): John Wiley & Sons Inc
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List Price: $115.05

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Summary

As businesses struggle to improve their record of completing large scale projects on time and on budget, interest in good project management skills is skyrocketing. For the past 10 years this book has set the standard for establishing project management principles. With a sharp focus on business (rather than engineering or construction), it provides all the guidelines and tools managers of projects need to succeed. Throughout, the emphasis is on project/team management techniques, rather than general management techniques. Critical aspects of project management are covered in detail, including available software packages, negotiation, project manager selection, and project auditing and terminating.

Author Biography

Jack R. Meredith is Broyhill Distinguished Scholar and Chair in Operations Babcock Graduate School of Management Wake Forest University.

Table of Contents

Projects in Contemporary Organizations
1(38)
The Definition of a ``Project''
8(4)
Why Project Management?
12(2)
The Project Life Cycle
14(5)
The Structure of This Text
19(20)
Project Management In Practice: Implementing Strategy Through Projects at Blue Cross/Blue Shield
8(3)
Project Management in Practice: The Olympic Torch Relay Project
11(7)
Project Management in Practice: Demolishing San Francisco's Bridges Safely
18(7)
Directed Reading: Lessons for an Accidental Profession
25(14)
PART I PROJECT INITIATION
Project Selection
39(46)
Criteria for Project Selection Models
40(2)
The Nature of Project Selection Models
42(3)
Types of Project Selection Models
45(17)
Analysis Under Uncertainty---The Management of Risk
62(4)
Comments on the Information Base for Selection
66(2)
Project Proposals
68(17)
Project Management in Practice: Project Selection for Spent Nuclear Fuel Cleanup
52(9)
Project Management in Practice: Selecting a Composting Project at Larry's Markets
61(10)
Project Management in Practice: The Military Mobile Communication System---A Procurement Innovation
71(8)
Directed Reading: Automotive Builders, Inc.: The Stanhope Project
79(6)
The Project Manager
85(54)
Project Management and the Project Manager
87(8)
Special Demands on the Project Manager
95(12)
Selecting the Project Manager
107(5)
Problems of Cultural Differences
112(5)
Impact of Institutional Environments
117(7)
Multicultural Communications and Managerial Behavior
124(15)
Project Management in Practice: The Project Management Career Path at AT&T
93(11)
Project Management in Practice: The Wreckmaster at a New York Subway Accident
104(12)
Project Management in Practice: Success at Energo by Integrating Two Diverse Cultures
116(5)
Project Management in Practice: Project Management in Brazil During Unstable Times
121(13)
Directed Reading: What It Takes to Be A Good Project Manager
134(5)
Project Organization
139(43)
The Project as Part of the Functional Organization
141(4)
Pure Project Organization
145(2)
The Matrix Organization
147(5)
Mixed Organizational Systems
152(2)
Choosing an Organizational Form
154(6)
The Project Team
160(3)
Human Factors and the Project Team
163(19)
Project Management in Practice: Reorganizing for Project Management at Prevost Car
144(15)
Project Management in Practice: Converting to Project Management in Government Agencies
159(9)
Project Management in Practice: South African Repair Success through Teamwork
168(7)
Directed Reading: The Virtual Project: Managing Tomorrow's Team Today
175(7)
Project Planning
182(44)
Initial Project Coordination
184(8)
Systems Integration
192(1)
Sorting Out the Project
193(10)
The Work Breakdown Structure and Linear Responsibility Charts
203(6)
Interface Coordination through Integration Management
209(17)
Project Management in Practice: Extensive Project Planning for Kodak's New Photographic System
190(12)
Project Management in Practice: Disaster Project Planning in Iceland
202(15)
Directed Reading: Planning for Crisis in Project Management
217(9)
Conflict and Negotiation
226(35)
The Nature of Negotiation
229(1)
Partnering, Chartering, and Change
230(4)
Conflict and the Project Life Cycle
234(9)
Some Requirements and Principles of Negotiation
243(3)
Negotiation in Action---The Quad Sensor Project
246(15)
Project Management in Practice: Selling New Area Codes to Consumers Who Don't Want Them
228(14)
Project Management in Practice: A Consensus Feasibility Study for Montreal's Archipel Dam
242(10)
Directed Reading: Methods of Resolving Interpersonal Conflict
252(9)
PART II PROJECT IMPLEMENTATION
Budgeting and Cost Estimation
261(41)
Estimating Project Budgets
264(12)
Improving the Process of Cost Estimation
276(26)
Project Management in Practice: Pathfinder Mission to Mars---on a Shoestring
263(11)
Project Management in Practice: Completing the Limerick Nuclear Facility Under Budget
274(16)
Project Management in Practice: Managing Costs at Massachusetts' Neighborhood Health Plan
290(5)
Directed Reading: Three Perceptions of Project Cost
295(7)
Scheduling
302(59)
Background
302(5)
Network Techniques: PERT and CPM
307(25)
Gantt Charts
332(7)
Extensions and Applications
339(22)
Project Management in Practice: Replacing the Atigun Section of the Trans Alaska Pipeline
304(32)
Project Management in Practice: Hosting the Annual Project Management Institute Symposium
336(23)
Directed Reading: The Sharon Construction Corporation
359(2)
Resource Allocation
361(49)
Critical Path Method---Crashing a Project
363(8)
The Resource Allocation Problem
371(1)
Resource Loading
372(3)
Resource Leveling
375(3)
Constrained Resource Scheduling
378(10)
Multiproject Scheduling and Resource Allocation
388(22)
Project Management in Practice: Expediting Los Angeles Freeway Repairs After the Earthquake
362(25)
Project Management in Practice: Benefits of Resource Constraining at Pennsylvania Electric
387(12)
Project Management in Practice: Minnesota DOT Ties Projects to Resources and Constraints
399(8)
Directed Reading: D. U. Singer Hospital Products Corp
407(3)
Monitoring and Information Systems
410(52)
The Planning-Monitoring-Controlling Cycle
412(10)
Information Needs and the Reporting Process
422(15)
Computerized PMIS (Project Management Information Systems)
437(25)
Project Management in Practice: Using Project Management Software to Schedule the Olympic Games
411(10)
Project Management in Practice: Tracking Scope Creep: A Project Manager Responds
421(12)
Project Management in Practice: Success Through Earned Value at Texas Instruments
433(20)
Directed Reading: Survey of Project Management Tools
453(9)
Project Control
462(49)
The Fundamental Purposes of Control
464(4)
Three Types of Control Processes
468(8)
Comments on the Design of Control Systems
476(6)
Control as a Function of Management
482(5)
Balance in a Control System
487(3)
Control of Creative Activities
490(1)
Control of Change and Scope Creep
491(20)
Project Management in Practice: Extensive Controls for San Francisco's Metro Turnback Project
466(17)
Project Management in Practice: Schedule and Cost Control for Australia's New Parliament House
483(11)
Project Management in Practice: Better Control of Development Projects at Johnson Controls
494(6)
Directed Reading: Controlling Projects According to Plan
500(11)
PART III PROJECT TERMINATION
Project Auditing
511(28)
Purposes of Evaluation---Goals of the System
512(3)
The Project Audit
515(4)
Construction and Use of the Audit Report
519(4)
The Project Audit Life Cycle
523(2)
Some Essentials of an Audit/Evaluation
525(3)
Measurement
528(11)
Project Management in Practice: Lessons from Auditing 110 Client/Server and Open Systems Projects
515(7)
Project Management in Practice: Auditing a Troubled Project at Atlantic States Chemical Laboratories
522(12)
Directed Reading: Post-Project Appraisals Pay
534(5)
Project Termination
539(32)
The Varieties of Project Termination
540(5)
When to Terminate a Project
545(6)
The Termination Process
551(6)
The Final Report---A Project History
557(14)
Project Management in Practice: Nucor's Approach to Termination by Addition
542(8)
Project Management in Practice: Terminating the Superconducting Super Collider Project
550(13)
Directed Reading: Knowing When to Pull the Plug
563(8)
Epilogue 571(4)
On the Need for a Universal Information System
572(1)
On the Need for Conflict Resolution in Matix Management
573(1)
On the Need for New Methods of Rewarding Excellence
574(1)
Appendix A: Area Under the Normal Distribution 575(2)
Appendix B: Probability and Statistics 577(11)
B.1 Probability
577(1)
B.2 Event Relationships and Probability Laws
578(3)
B.3 Statistics
581(7)
Appendix C: Answers to the Even-Numbered Problems 588(5)
Photo Credits 593(2)
Author Index 595(10)
Subject Index 605

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