Project Management

A Managerial Approach

Häftad, Engelska, 2021

Av Jack R. Meredith, Scott M. Shafer, Samuel J. Mantel Jr., Jack R. (University of Cincinnati) Meredith, Scott M. (Wake Forest University) Shafer, Jr. (University of Cincinnati) Mantel, Samuel J., Jack R Meredith, Scott M Shafer, Samuel J Mantel

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Project Management: A Managerial Approach, 11th Edition delivers a practical exploration of proven project management techniques and strategies. With a strong emphasis on real-world application and implementation, the book is perfect for managers and business students seeking an instructive leadership resource. Detailed and accessible chapters offer expert guidance on managing common organizational, economic, interpersonal, and technical disruptions.

Produktinformation

Utgivningsdatum2021-11-18
Mått203 x 252 x 23 mm
Vikt953 g
FormatHäftad
SpråkEngelska
Antal sidor544
Upplaga11
FörlagJohn Wiley & Sons Inc
ISBN9781119803836

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Projektledning inom Ekonomi och ledarskap

1 Projects in Contemporary Organizations 11.1 The Definition of a “Project” 21.2 Why Project Management? 91.3 The Project Life Cycle 161.4 Agile Project Management 211.5 The Structure of this Text 26Project Management In PracticeA Unique Method for Traveler-Tracking at Copenhagen Airport 5The Smart-Grid Revolution Starts in Boulder, Colorado 7The Olympic Torch Relay Project 8Turning London’s Waste Dump into the 2012 Olympics Stadium 19Part I: Project Initiation2 Project Strategy and Selection 372.1 Organizational Project Management and Governance 382.2 Project Selection Models 432.3 Project Portfolio Management (PPM) 57Project Management In PracticeBeagle 2 Mars Probe—A Planning Failure 38Taipei 101: Refitted as World’s Tallest Sustainable Building 47Using a Project Portfolio to Achieve 100 Percent On-Time Delivery at Decor Cabinet Company 59Implementing Strategy through Projects at Blue Cross/Blue Shield 61Case: MDCM, Inc. (B): Strategic IT Portfolio Management 72Reading: From Experience: Linking Projects to Strategy 743 The Project Manager 833.1 Project Management and the Project Manager 843.2 Special Demands on the Project Manager 903.3 Attributes of Effective Project Managers 983.4 Problems of Cultural Differences 105Project Management In PracticeThe Project Management Career Path at AT&T 89Shanghai Unlucky with Passengers 96Growing Stress at Twitter 104Success at Energo by Integrating Two Diverse Cultures 108Cases: Two Emergency Projects and PMs 114Reading: Juggling Act 117Chapter 3 Appendix: Primer on Effective TimeManagement (Online)4 Managing for Stakeholders and Resolving Conflicts 1194.1 Identifying and Analyzing Stakeholders 1214.2 Conflicts and the Project Life Cycle 1244.3 Dealing with Conflicts 1284.4 The Nature of Negotiation 1304.5 Partnering, Chartering, and Scope Change 133Project Management In PracticeAgile Project to Create Website Following Earthquake 121Stakeholder Involvement at Nemours Children’s Hospital 124A Consensus Feasibility Study for Montreal’s Archipel Dam 129Quickly Building a Kindergarten through Negotiation 132Case 4.1: Winds of Change in Klickitat County: The Harvest Wind Project 139Case 4.2: Negotiation in Action—The Quad Sensor Project 145Reading: Roll Call 1465 The Project in the Organizational Structure 1485.1 Projects in a Functional Organization 1505.2 Projects in a Projectized Organization 1535.3 Projects in a Matrixed Organization 1555.4 Projects in Composite Organizational Structures 1615.5 Selecting a Project Form 1625.6 The Project Management Office 1635.7 The Project Team 1725.8 Human Factors and the Project Team 177Project Management In PracticeReorganizing for Project Management at Prevost Car 153Software Firm Yunio Avoids Complex Technologies 160Trinatronic, Inc. 164A Project Management Office Success for the Transportation Security Administration 167Convention Security: Project Success through Budget Recovery 169South African Repair Success through Teamwork 178Case: Acorn Industries 185Reading: Four Steps to a Stronger PMO 188Part II: Project Planning6 Activity Planning: Traditional and Agile 1936.1 Traditional Project Activity Planning 1956.2 Agile Project Planning 2136.3 Coordination through Integration Management 221Project Management In PracticeChild Support Software a Victim of Scope Creep 200Using Agile to Integrate Two Gas Pipeline Systems 215The Current State of Agile Project Management 216An Acquisition Failure Questions Recommended Practice 222Case: Heublein: Planning a Project Management and Control System 228Reading: The Evolution of Agile 2367 Budgeting and Risk Management 2397.1 Estimating Project Budgets 2407.2 Better Cost Estimating and Bidding 2517.3 Project Risk Management 2617.4 Quantitative Risk Assessment Methodologies 271Project Management In PracticePathfinder Mission to Mars—on a Shoestring 241The Emanon Aircraft Corporation 260Facebook Risks Interruption to Move a Terabyte 270Ignoring Risk Contrasted with Recognizing Risk in Two Industries 274Simulating the Failure of California’s Levees 275Case: Fuddruckers and the Crystal Coast Music Festival 291Reading: Building Resiliency 2948 Scheduling 2978.1 Background 2978.2 Network Techniques: PERT and CPM 2998.3 Risk Analysis Using Simulation with Crystal Ball® 3288.4 Using these Tools 3388.5 Scheduling with Scrum 339Project Management In PracticeMassachusetts’ Instant Bridges 298Election Returns within Three Hours 306Hosting the Annual Project Management Institute Symposium 326Designing and Delivering a Rush Vehicle for War 337Case: NutriStar Energy, Inc. 351Reading: Without Further Delay 3539 Resource Allocation 3569.1 Critical Path Method—Crashing a Project 3579.2 The Resource Allocation Problem 3649.3 Resource Loading 3669.4 Resource Leveling 3709.5 Constrained Resource Scheduling 3749.6 Goldratt’s Critical Chain 380Project Management In PracticeExpediting Los Angeles Freeway Repairs after the Earthquake 357Thirty Days to Rescue 365Benefits of Resource Constraining at Pennsylvania Electric 379Architectural Associates, Inc. 386Case: D. U. Singer Hospital Products Corp. 392Reading: Let the Games Begin—Now 395Part III: Project Execution10 Monitoring and Information Systems 39910.1 The Planning–Monitoring–Controlling Cycle 40010.2 Information Needs and Reporting 40410.3 Earned Value Analysis 40910.4 Agile Tools for Tracking Project Progress 421Project Management In PracticeUsing Project Management Software to Schedule the Olympic Games 401Managing Costs at Massachusetts’ Neighborhood Health Plan 405Using Earned Value to Monitor Governmental Archiving and Records Costs 415Success through Earned Value at Texas Instruments 420Case: The Project Manager/Customer Interface 428Reading: Raise the Red Flags 43111 Project Control 43311.1 The Fundamental Purposes of Control 43611.2 Three Types of Control Processes 43811.3 The Design of Control Systems 44811.4 Control of Change and Scope Creep 455Project Management In PracticeMajor Scope Creep in Boston’s “Big Dig” 436Extensive Controls for San Francisco’s Metro Turnback Project 439Tracking Scope Creep: A Project Manager Responds 451Better Control of Development Projects at Johnson Controls 457Case: The Project Manager/Customer Interface (B) 464Reading: Delivery Dilemma: Here’s How to Choose the Right Approach for a Project 46512 Project Auditing 46812.1 Purposes of Evaluation—Goals of the System 46912.2 The Project Audit 47212.3 The Project Audit Life Cycle 47912.4 Some Essentials of an Audit/Evaluation 48312.5 Measurement 485Project Management In Practice 470Risk Analysis vs. Budget/Schedule Requirements in Australia 470Lessons from Auditing 110 Client/Server and Open Systems Projects 473Regaining Control of Nuclear Fusion 475Auditing a Troubled Project at Atlantic States Chemical Laboratories 480Case: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 490Reading: An Assessment of Postproject Reviews 49313 Project Closure and Benefits Realization 49913.1 The Varieties of Project Closure 50013.2 When to Close a Project 50313.3 The Closure Process 50813.4 The Project Plan Report—A Project History 51513.5 Benefits Realization 51713.6 Afterword 518Project Management In PracticeNucor’s Approach to Closure by Addition 502Twelve Hospital Handoff Projects 504Terminating the Superconducting Super Collider Project 509When You Have to Kill a Project 515Author Index I-1Subject Index I-3Please visit http://www.wiley.com/college/meredith for Appendices.Appendix A Probability and Statistics (Online)Appendix B Solutions to Selected Problems (Online)Appendix C Technological Forecasting (Online)Appendix D Creativity and Idea Generation (Online)