Project Management in Practice,9780471371625

Project Management in Practice

by ; ; ;
Edition: CD
ISBN13: 9780471371625
ISBN10: 0471371629
Format: Hardcover
Pub. Date: 2001-01-01
Publisher(s): Wiley
List Price: $107.95

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Summary

Practical, hands-on approach, with use of Microsoft Project software integrated throughout. 120-day evaluation version of Microsoft Project packaged with book. Clear and accessible writing style.

Table of Contents

The World of Project Management
1(26)
What Is a Project?
1(1)
Project Management vs. General Management
2(3)
What Is Managed? The Three Goals of a Project
5(1)
The Life Cycles of Projects
6(2)
Selecting Projects
8(8)
Nonnumeric Selection Methods
8(1)
Numeric Selection Methods
9(7)
The Aggregate Project Plan
16(3)
The Materials in this Text
19(7)
Review Questions
20(1)
Discussion Questions
21(1)
Problems
21(1)
Incident for Discussion
22(1)
Case: United Screen Printers
22(2)
Case: Handstar Inc.
24(2)
The Manager, The Organization, and The Team
26(29)
The PM's Roles
27(4)
Facilitator
27(2)
Communicator
29(1)
Virtual Project Manager
30(1)
Meetings, Convenor and Chair
31(1)
The PM's Responsibilities to the Project
31(3)
Acquiring Resources
32(1)
Fighting Fires and Obstacles
33(1)
Leadership and Making Trade-Offs
33(1)
Negotiation, Conflict Resolution, and Persuasion
33(1)
Selection of a Project Manager
34(2)
Credibility
35(1)
Sensitivity
35(1)
Leadership, Style, Ethics
35(1)
Project Management as a Profession
36(2)
Fitting Projects into the Parent Organization
38(8)
More on ``Why Projects?''
39(1)
Pure Project Organization
39(2)
Functional Project Organization
41(1)
Matrix Project Organization
42(3)
Mixed Organizational Systems
45(1)
The Project Staff Office
45(1)
The Project Team
46(9)
Matrix Team Problems
47(1)
Intrateam Conflict
47(3)
Review Questions
50(1)
Discussion Questions
51(1)
Problems
51(1)
Incidents for Discussion
51(1)
Case: The Quantum Bank
52(3)
Planning the Project
55(27)
The Contents of a Project Plan
55(2)
The Planning Process---Overview
57(1)
The Planning Process---Nuts and Bolts
58(11)
The Launch Meeting---and Subsequent Meetings
59(2)
Sorting Out the Project
61(2)
The Project Action Plan
63(6)
The Work Breakdown Structure and Other Aids
69(4)
The Work Breakdown Structure
69(3)
The Linear Responsibility Chart---and Derivatives
72(1)
Multidisciplinary Teams---Balancing Pleasure and Pain
73(9)
Integration Management and Concurrent Engineering
73(2)
Interface Coordination---Interface Management
75(1)
Comments on Empowerment and Work Teams
76(1)
Review Questions
77(1)
Discussion Questions
78(1)
Incidents for Discussion
78(1)
Case: St. Dismas Assisted Living Facility---1
78(2)
Case: John Wiley & Sons
80(2)
Budgeting the Project
82(29)
Methods of Budgeting
83(3)
Top-Down Budgeting
85(1)
Bottom-Up Budgeting
85(1)
Cost Estimating
86(5)
Work Element Costing
86(1)
The Impact of Budget Cuts
87(2)
Activity vs. Program Budgeting
89(2)
Improving Cost Estimates
91(6)
Forms
91(1)
Learning Curves
92(2)
Tracking Signals
94(2)
Other Factors
96(1)
Budget Uncertainty and Risk Management
97(14)
Budget Uncertainty
98(3)
Risk Management
101(4)
Review Questions
105(1)
Discussion Questions
105(1)
Incidents for Discussion
106(1)
Case: St. Dismas Assisted Living Facility Project Budget Development---2
107(2)
Case: Photstat Inc.
109(2)
Scheduling the Project
111(47)
PERT and CPM Networks
112(9)
The Language of PERT/CPM
112(1)
Building the Network
113(2)
Finding the Critical Path and Critical Time
115(2)
Calculating Activity Slack
117(1)
Doing It the Easy Way---Microsoft Project (MSP)
118(3)
Project Uncertainty and Risk Management
121(11)
Calculating Probabilistic Activity Times
121(1)
The Probabilistic Network, an Example
122(2)
Once More the Easy Way
124(3)
The Probability of Completing the Project on Time
127(2)
Selecting Risk and Finding D
129(2)
The Case of the Unreasonable Boss
131(1)
The Problem with Mergers
131(1)
Simulation
132(8)
Traditional Statistics vs. Simulation
137(3)
The Gantt Chart
140(5)
The Chart
141(4)
Extensions to PERT/CPM
145(13)
Precedence Diagramming
146(1)
Other Methods
147(1)
Final Thoughts on the Use of these Tools
148(1)
Review Questions
149(1)
Discussion Questions
150(1)
Problems
150(1)
Discussion Problem
151(1)
Incident for Discussion
152(1)
Case: St. Dismas Assisted Living Facility Project Action Plan---3
152(3)
Case: Nutristar
155(3)
Allocating Resources to the Project
158(46)
Expediting a Project
159(11)
The Critical Path Method
159(6)
Using Excel® to Crash a Project
165(5)
Fast-Tracking a Project
170(1)
Resource Loading
170(7)
The Charismatic VP
176(1)
Resource Leveling
177(8)
Resource Loading/Leveling and Uncertainty
183(2)
Allocating Scarce Resources to Projects
185(2)
Some Comments about Constrained Resources
185(1)
Some Priority Rules
185(2)
Allocating Scarce Resources to Several Projects
187(4)
The Basic Approach
189(1)
Other Priority Rules
189(1)
Resource Allocation and the Project Life Cycle
189(2)
Goldratt's Critical Chain
191(13)
Multitasking
194(1)
Common Chain of Events
195(1)
The Critical Chain
196(2)
Review Questions
198(1)
Discussion Questions
198(1)
Incident for Discussion
199(1)
Problems
199(1)
Case: St. Dismas Assisted Living Facility Resource Usage---4
200(2)
Case: Charter Financial Bank
202(2)
Monitoring and Controlling the Project
204(34)
The Plan-Monitor-Control Cycle
204(3)
Designing the Monitoring System
206(1)
Data Collection and Reporting
207(6)
Data Collecting
207(1)
Data Analysis
208(1)
Reporting and Report Types
209(2)
Meetings
211(1)
Virtual Reports, Meetings, and Project Management
212(1)
Earned Value
213(7)
Project Control
220(2)
Purposes of Control
221(1)
Designing the Control System
222(6)
Types of Control Systems
223(2)
Tools for Control
225(3)
Scope Creep and Change Control
228(10)
Review Questions
230(1)
Discussion Questions
230(1)
Problems
231(1)
Incidents for Discussion
231(2)
Case: St. Dismas Assisted Living Facility Monitoring---5
233(3)
Case: Palmstar Enterprises, Inc.
236(2)
Evaluating and Terminating the Project
238(19)
Evaluation
238(2)
Evaluation Criteria
239(1)
Measurement
240(1)
Project Auditing
240(5)
The Audit Process
240(3)
The Audit Report
243(2)
Project Termination
245(12)
When to Terminate a Project
246(1)
Types of Project Termination
247(1)
The Termination Process
248(1)
The Project Final Report
249(1)
Review Questions
250(1)
Discussion Questions
251(1)
Incidents for Discussion
251(1)
Case: St. Dismas Assisted Living Auditing---6
251(3)
Case: Datatech's Audit
254(3)
APPENDICES 257(28)
A: Areas under the Normal Distribution
257(2)
B: Probability and Statistics
259(9)
C: Risk Analysis Using Crystal Ball®
268(17)
Author Index 285(4)
Subject Index 289

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