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Project Management - a Managerial Approach

Project Management - a Managerial Approach

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'Project Management: A Managerial Approach, 9th Edition' guides students through all facets of the steps needed to successfully manage a project. The authors' managerial perspective addresses the basic nature of managing all types of projects as well as the specific techniques and insights required for selecting, initiating, executing, and evaluating those projects.

    Details

    ISBN: 9781118945834
    Edition: 9th Edition

    'Project Management' is the recommended reading for 'Programme and project management' (PD5) and is other suggested reading for 'Managing risks in supply chains' (AD2). 

    1.2 Why Project Management? 7
    1.3 The Project Life Cycle 14
    1.4 The Structure of this Text 19
    PROJECT MANAGEMENT IN PRACTICE
    A Unique Method for Traveler–Tracking at Copenhagen Airport 5
    Turning London s Waste Dump into the 2012 Olympics Stadium 17
    PART I: PROJECT INITIATION 26
    CHAPTER 2 Strategic Management and Project Selection 27
    2.1 Project Management Maturity 29
    2.2 Project Selection Criteria and Models 30
    2.3 Types of Project Selection Models 33
    2.4 Risk Considerations in Project Selection 50
    2.5 Project Portfolio Management (PPM) 51
    2.6 Project Bids and RFPs (Requests for Proposals) 60
    PROJECT MANAGEMENT IN PRACTICE
    Taipei 101: Refitted as World s Tallest Sustainable Building 36
    Virtual Project Team Strategy 48
    CASE: Pan–Europa Foods S.A. 69
    CHAPTER 3 The Project Manager 77
    3.1 Project Management and the Project Manager 79
    3.2 Special Demands on the Project Manager 83
    3.3 Attributes of Effective Project Managers 92
    3.4 Problems of Cultural Differences 99
    PROJECT MANAGEMENT IN PRACTICE
    Channel Tunnel 90
    Why Project Managers Need to Have Local Knowledge 98
    CASE: Nord Stream and the Danish Fishermen 108
    Chapter 3 Appendix: Primer on Effective Time Management (online)
    CHAPTER 4 Managing Conflict and the Art of Negotiation 111
    4.1 Identifying and Analyzing Stakeholders 113
    4.2 Conflict and the Project Life Cycle 114
    4.3 Dealing with Conflict 120
    4.4 The Nature of Negotiation 121
    4.5 Partnering, Chartering, and Scope Change 122
    4.6 Some Requirements and Principles of Negotiation 126
    PROJECT MANAGEMENT IN PRACTICE
    A Consensus Feasibility Study for Montreal s Archipel Dam 120
    Project Assessment and Recovery 128
    CASE: Gel for Well : A Case of LBTZ AGRI Bank Pvt Ltd. 133
    CHAPTER 5 The Project in the Organizational Structure 135
    5.1 Projects in a Functional Organization 137
    5.2 Projects in a Projectized Organization 140
    5.3 Projects in a Matrixed Organization 142
    5.4 Projects in Composite Organizational Structures 147
    5.5 Selecting a Project Form 148
    5.6 The Project Management Office (PMO) 150
    5.7 The Project Team 155
    5.8 Human Factors and the Project Team 158
    PROJECT MANAGEMENT IN PRACTICE
    Managing Risk in a Competitive Market 140
    South African Repair Success through Teamwork 159
    CASE: Dizplaze 168
    PART II: PROJECT PLANNING 171
    CHAPTER 6 Project Activity and Risk Planning 172
    6.1 Initial Project Coordination and the Project Charter 174
    6.2 The WBS: A Key Element of the Project Plan 183
    6.3 Human Resources: The RACI Matrix and Agile Projects 192
    6.4 Interface Coordination through Integration Management 196
    6.5 Project Risk Management 198
    PROJECT MANAGEMENT IN PRACTICE
    Timetable Scheduling and Operational Plan Generation for London
    Underground 177
    Disaster Project Planning in Iceland 195
    Trying to Install a Wind Farm in the Middle of the North Sea 197
    CASE: Caprico 217
    CHAPTER 7 Budgeting: Estimating Costs and Risks 224
    7.1 Estimating Project Budgets 225
    7.2 Improving the Process of Cost Estimating 237
    7.3 Risk Estimation 245
    PROJECT MANAGEMENT IN PRACTICE
    Øresund Bridge: Seeing Projects Through Different Lenses 228
    Simulating the Failure of California s Levees 246
    CASE: Gujarat Auto 260
    CHAPTER 8 Scheduling 264
    8.1 Background 264
    8.2 Network Techniques: PERT and CPM 266
    8.3 Risk Analysis using Simulation with Crystal BallðD 293
    8.4 Using these Tools 303
    PROJECT MANAGEMENT IN PRACTICE
    Production Scheduling 265
    Rapid Project Deployment at Kineo 302
    CASE: Topline Arena 314
    CHAPTER 9 Resource Allocation 316
    9.1 Critical Path Method Crashing a Project 316
    9.2 The Resource Allocation Problem 324
    9.3 Resource Loading 327
    9.4 Resource Leveling 329
    9.5 Constrained Resource Scheduling 335
    9.6 Multiproject Scheduling and Resource Allocation 339
    9.7 Goldratt s Critical Chain 343
    PROJECT MANAGEMENT IN PRACTICE
    Expediting Los Angeles Freeway Repairs after the Earthquake 317
    Thirty Days to Rescue 325
    CASE: D. U. Singer Hospital Products Corp. 355
    PART III: PROJECT EXECUTION 358
    CHAPTER 10 Monitoring and Information Systems 359
    10.1 The Planning Monitoring Controlling Cycle 360
    10.2 Information Needs and Reporting 367
    10.3 Earned Value Analysis 372
    10.4 Computerized PMIS (Project Management Information Systems) 384
    PROJECT MANAGEMENT IN PRACTICE
    Tracking Scope Creep: A Project Manager Responds 361
    Earned Value at CERN 383
    CASE: Kroon Chemische Fabriek 392
    CHAPTER 11 Project Control 396
    11.1 The Fundamental Purposes of Control 398
    11.2 Three Types of Control Processes 400
    11.3 The Design of Control Systems 408
    11.4 Control of Change and Scope Creep 415
    11.5 Control: A Primary Function of Management 418
    PROJECT MANAGEMENT IN PRACTICE
    Delhi Metro 400
    Schedule and Cost Control for Australia′s New Parliament House 411
    CASE: Peerless Laser Processors 427
    CHAPTER 12 Project Auditing 431
    12.1 Purposes of Evaluation Goals of the System 431
    12.2 The Project Audit 435
    12.3 The Project Audit Life Cycle 440
    12.4 Some Essentials of an Audit/Evaluation 443
    12.5 Measurement 446
    PROJECT MANAGEMENT IN PRACTICE
    Management of the Typhoon Project 441
    CASE: Theater High Altitude Area Defense (THAAD):
    Five Failures and Counting (B) 451
    CHAPTER 13 Project Termination 454
    13.1 The Varieties of Project Termination 454
    13.2 When to Terminate a Project 458
    13.3 The Termination Process 463
    13.4 The Final Report A Project History 469
    13.5 Afterword 471
    PROJECT MANAGEMENT IN PRACTICE
    Project Termination Practices in Indian Industry 457
    Pulling the Plug: Projects in a Risky World 459
    Author Index 477
    Subject Index 481
    Please visit http://www.wiley.com/college/meredith for Appendices.
    Appendix A: Probability and Statistics (online)
    Appendix B: Answers to Even–Numbered Problems (online)
    Appendix C: Technological Forecasting (online)
    Appendix D: Creativity and Idea Generation (online

    Contents

    Chapter 1: Projects in Contemporary Organizations

    • 1.1 The Definition of a Project
    • 1.2 Why Project Management?
    • 1.3 The Project Life Cycle
    • 1.4 The Structure of this Text

    Chapter 2: Strategic Management and Project Selection

    • 2.1 Project Management Maturity
    • 2.2 Project Selection Criteria and Models
    • 2.3 Types of Project Selection Models
    • 2.4 Risk Considerations in Project Selection
    • 2.5 Project Portfolio Management (PPM)
    • 2.6 Project Bids and RFPs (Requests for Proposals)

    Chapter 3: The Project Manager

    • 3.1 Project Management and the Project Manager
    • 3.2 Special Demands on the Project Manager
    • 3.3 Attributes of Effective Project Managers
    • 3.4 Problems of Cultural Differences

    Chapter 4: Managing Conflict and the Art of Negotiation

    • 4.1 Identifying and Analyzing Stakeholders
    • 4.2 Conflict and the Project Life Cycle
    • 4.3 Dealing with Conflict
    • 4.4 The Nature of Negotiation
    • 4.5 Partnering, Chartering, and Scope Change
    • 4.6 Some Requirements and Principles of Negotiation

    Chapter 5: The Project in the Organizational Structure

    • 5.1 Projects in a Functional Organization
    • 5.2 Projects in a Projectized Organization
    • 5.3 Projects in a Matrixed Organization
    • 5.4 Projects in Composite Organizational Structures
    • 5.5 Selecting a Project Form
    • 5.6 The Project Management Office (PMO)
    • 5.7 The Project Team
    • 5.8 Human Factors and the Project Team

    Chapter 6: Project Activity and Risk Planning

    • 6.1 Initial Project Coordination and the Project Charter
    • 6.2 The WBS: A Key Element of the Project Plan
    • 6.3 Human Resources: The RACI Matrix and Agile Projects
    • 6.4 Interface Coordination through Integration Management
    • 6.5 Project Risk Management

    Chapter 7 Budgeting: Estimating Costs and Risks

    • 7.1 Estimating Project Budgets
    • 7.2 Improving the Process of Cost Estimating
    • 7.3 Risk Estimation

    Chapter 8: Scheduling

    • 8.1 Background
    • 8.2 Network Techniques: PERT and CPM
    • 8.3 Risk Analysis using Simulation with Crystal BallðD
    • 8.4 Using these Tools

    Chapter 9: Resource Allocation

    • 9.1 Critical Path Method Crashing a Project 316
    • 9.2 The Resource Allocation Problem
    • 9.3 Resource Loading
    • 9.4 Resource Leveling
    • 9.5 Constrained Resource Scheduling
    • 9.6 Multiproject Scheduling and Resource Allocation
    • 9.7 Goldratt s Critical Chain

    Chapter 10: Monitoring and Information Systems

    • 10.1 The Planning Monitoring Controlling Cycle
    • 10.2 Information Needs and Reporting
    • 10.3 Earned Value Analysis
    • 10.4 Computerized PMIS (Project Management Information Systems) 

    Chapter 11: Project Control

    • 11.1 The Fundamental Purposes of Control
    • 11.2 Three Types of Control Processes
    • 11.3 The Design of Control Systems
    • 11.4 Control of Change and Scope Creep
    • 11.5 Control: A Primary Function of Management

    Chapter 12: Project Auditing

    • 12.1 Purposes of Evaluation Goals of the System
    • 12.2 The Project Audit
    • 12.3 The Project Audit Life Cycle
    • 12.4 Some Essentials of an Audit/Evaluation
    • 12.5 Measurement

    Chapter 13: Project Termination

    • 13.1 The Varieties of Project Termination
    • 13.2 When to Terminate a Project
    • 13.3 The Termination Process
    • 13.4 The Final Report A Project History
    • 13.5 Afterword

    Author(s)

    Jack R. Meredith is an American engineer, organizational theorist, management consultant and Professor of Management at Wake Forest University, known for his work on project management. 

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