Project Management covers every key component of the subject-from the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management.

Features:

• More than twenty-five case studies
• 400 discussion questions
• More than 125 multiple-choice questions

Contents

Overview

• Understanding Project Management
• Defining Project Success
• The Project Manager-Line Manager Interface
• Defining the Project Manager's Role
• Defining the Functional Manager's Role
• Defining the Functional Employee's Role
• Defining the Executive's Role
• Working with Executives
• The Project Manager as the Planning Agent
• Project Champions
• The Downside of Project Management
• Project-Driven versus Non-Project-Driven Organizations
• Marketing in the Project-Driven Organization
• Classification of Projects
• Location of the Project Manager
• Differing Views of Project Management
• Concurrent Engineering: A Project Management Approach

Project Management Growth: Concepts and Definitions

• General Systems Management
• Project Management: 1945-1960
• Project Management: 1960-1985
• Project Management: 1985-2003
• Resistance to Change
• Systems, Programs, and Projects: A Definition
• Product versus Project Management: A Definition
• Maturity and Excellence: A Definition
• Informal Project Management: A Definition
• The Many Faces of Success
• The Many Faces of Failure
• The Stage-Gate Process
• Project Life Cycles
• Project Management Methodologies: A Definition
• Change Management and Corporate Cultures
• Systems Thinking

Organizational Structures

• Organizational Work Flow
• Traditional (Classical) Organization
• Developing Work Integration Positions
• Line-Staff Organization (Project Coordinator)
• Pure Product (Projectized) Organization
• Matrix Organizational Form
• Modification of Matrix Structures
• Center for Project Management Expertise
• Matrix Layering
• Selecting the Organizational Form
• Structuring the Small Company
• Strategic Business Unit (SBU) Project Management
• Transitional Management

Organizing and Staffing the Project Office and Team

• The Staffing Environment
• Selecting the Project Manager: An Executive Decision
• Skill Requirements for Program Managers
• Special Cases in Project Manager Selection
• Selecting the Wrong Project Manager
• Next Generation Project Managers
• Duties and Job Descriptions
• The Organizational Staffing Process
• The Project Office
• The Functional Team
• The Project Organizational Chart
• Special Problems
• Selecting the Project Management Implementation Team

Management Functions

• Controlling
• Directing
• Project Authority
• Interpersonal Influences
• Barriers to Project Team Development
• Suggestions for Handling the Newly Formed Team
• Team Building as an Ongoing Process
• Leadership in a Project Environment
• Life-Cycle Leadership
• Organizational Impact
• Employee-Manager Problems
• Management Pitfalls
• Communications
• Project Review Meetings
• Project Management Bottlenecks
• Communication Traps
• Proverbs
• Management Policies and Procedures

Time Management and Stress

• Understanding Time Management
• Time Robbers
• Time Management Forms
• Effective Time Management
• Stress and Burnout

Conflicts

• Objectives
• The Conflict Environment
• Conflict Resolution
• Understanding Superior, Subordinate, and Functional Conflicts
• The Management of Conflicts
• Conflict Resolution Modes

Special Topics

• Performance Measurement
• Financial Compensation and Rewards
• Effective Project Management in the Small Business Organization
• Mega Projects
• Morality, Ethics, and the Corporate Culture
• Internal Partnerships
• External Partnership
• Training and Education
• Integrated Product/Project Teams

The Variables for Success

• Predicting Project Success
• Project Management Effectiveness
• Expectations
• Force Field Analysis

Working with Executives

• The Project Sponsor
• Handling Disagreements with the Sponsor
• The In-House Representatives

Planning

• General Planning
• Life-Cycle Phases
• Proposal Preparation
• Understanding Participants' Roles
• Project Planning
• The Statement of Work
• Project Specifications
• Milestone Schedules
• Work Breakdown Structure
• WBS Decomposition Problems
• Role of the Executive in Project Selection
• Role of the Executive in Planning
• The Planning Cycle
• Work Planning Authorization
• Why Do Plans Fail
• Stopping Projects
• Handling Project Phaseouts and Transfers
• Detailed Schedules and Charts
• Master Production Scheduling
• Program Plan
• Total Project Planning
• The Project Charter
• Management Control
• The Project Manager-Line Manager Interface
• Fast-Tracking
• Configuration Management

Network Scheduling Techniques

• Network Fundamentals
• Graphical Evaluation and Review Technique (GERT).
• Dependencies
• Slack Time
• Network Replanning
• Estimating Activity Time
• Estimating Total Program Time
• Total PERT/CPM Planning
• Crash Times
• PERT/CPM Problem Areas
• Alternative PERT/CPM Models
• Precedence Networks
• Lag
• Understanding Project Management Software
• Software Features Offered
• Software Classification
• Implementation Problems

Project Graphics

• Customer Reporting
• Bar (Gantt) Chart
• Other Conventional Presentation Techniques
• Logic Diagrams/Networks

Pricing and Estimating

• Global Pricing Strategies
• Types of Estimates
• Pricing Process
• Organizational Input Requirements
• Labor Distributions
• Overhead Rates
• Materials/Support Costs
• Pricing Out the Work
• Smoothing Out Department Man-Hours
• The Pricing Review Procedure
• Systems Pricing
• Developing the Supporting/Backup Costs
• The Low-Bidder Dilemma
• Special Problems
• Estimating Pitfalls
• Estimating High-Risk Projects
• Project Risks
• The Disaster of Applying the 10 Percent Solution to Project Estimates
• Life-Cycle Costing (LCC)
• Logistics Support
• Economic Project Selection Criteria: Capital Budgeting
• Payback Period
• The Time Value of Money
• Net Present Value (NPV)
• Internal Rate of Return (IRR)
• Comparing IRR, NPV, and Payback
• Risk Analysis
• Capital Rationing

Cost Control

• Understanding Control
• The Operating Cycle
• Cost Account Codes
• Budgets
• Variance and Earned Value 580
• Recording Material Costs Using Earned Value Measurement
• The Material Accounting Criterion
• Material Variances: Price and Usage
• Summary Variances
• Status Reporting
• Cost Control Problems

Trade-Off Analysis in a Project Environment

• Methodology for Trade-off Analysis
• Contracts: Their Influence on Projects
• Industry Trade-off Preferences

Risk Management

• Definition of Risk
• Tolerance for Risk
• Definition of Risk Management
• Certainty, Risk, and Uncertainty
• Risk Management Process
• Risk Planning
• Risk Assessment
• Risk Identification
• Risk Analysis
• The Monte Carlo Process
• Risk Handling
• Selecting the Appropriate Response Mechanism
• Risk Monitoring
• Some Implementation Considerations
• The Use of Lessons Learned
• Dependencies between Risks
• The Impact of Risk Handling Measures
• Risk and Concurrent Engineering

Learning Curves

• General Theory
• The Learning Curve Concept
• Graphic Representation
• Key Words Associated with Learning Curves
• The Cumulative Average Curve
• Sources of Experience
• Developing Slope Measures
• Unit Costs and Use of Midpoints
• Selection of Learning Curves
• Follow-on Orders
• Manufacturing Breaks
• Learning Curve Limitations
• Prices and Experience
• Competitive Weapon

Modern Developments in Project Management

• The Project Management Maturity Model (PMMM).
• Developing Effective Procedural Documentation
• Project Management Methodologies
• Continuous Improvement
• Capacity Planning
• Competency Models
• Managing Multiple Projects
• End-of-Phase Review Meetings

Quality Management

• Definition of Quality
• The Quality Movement
• Comparison of the Quality Pioneers
• The Taguchi Approach
• The Malcolm Baldrige National Quality Award
• ISO 9000
• Quality Management Concepts
• The Cost of Quality
• The Seven Quality Control Tools
• Process Capability (Cp)
• Acceptance Sampling
• Operating Characteristic Curves
• Implementing Six Sigma
• Quality Leadership
• Responsibility for Quality
• Quality Circles
• Just-in-Time Manufacturing (JIT)
• Total Quality Management (TQM)

Contracts and Procurement

• Procurement
• Requirement Cycle
• Requisition Cycle
• Solicitation Cycle
• Award Cycle
• Types of Contracts
• Incentive Contracts
• Contract Type versus Risk
• Contract Administration Cycle
• Using a Checklist
• Proposal-Contractual Interaction

Critical Chain Project Management

• Anatomy of a Task Estimate
• Task Execution
• Protection in a Critical Chain Project
• Buffer Management
• Managing the Execution of a Critical Chain Project
• Critical Chain Multiproject Problem and Solution
• Implementing Multiproject Critical Chain
• How Critical Chain Extends Critical Path

Index

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