Project management: a managerial approach

Table of content

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

Project Management in Practice

A Unique Method for Traveler-Tracking at Copenhagen Airport

Turning London's Waste Dump into the 2012 Olympics Stadium



Part I: Project Initiation

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)

Project Management in Practice

Taipei 101: Refitted as World's Tallest Sustainable Building

Virtual Project Team Strategy

CASE: Pan-Europa Foods S.A.



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

Project Management In Practice

Channel Tunnel

Why Project Managers Need to Have Local Knowledge

CASE: Nord Stream and the Danish Fishermen



Chapter 3 Appendix: Primer on Effective Time Management (online)



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

Project Management in Practice

A Consensus Feasibility Study for Montreal's Archipel Dam

Project Assessment and Recovery

CASE: ˜Gel for Well': A Case of LBTZ AGRI Bank Pvt Ltd.



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

Project Management in Practice

Managing Risk in a Competitive Market

South African Repair Success through Teamwork

CASE: Dizplaze



Part II: Project Planning

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

Project Management in Practice

Timetable Scheduling and Operational Plan Generation for London Underground

Disaster Project Planning in Iceland

Trying to Install a Wind Farm in the Middle of the North Sea

CASE: Caprico



Chapter 7 Budgeting: Estimating Costs and Risks

7.1 Estimating Project Budgets

7.2 Improving the Process of Cost Estimating

7.3 Risk Estimation

Project Management in Practice

Øresund Bridge: Seeing Projects Through Different Lenses

Simulating the Failure of California's Levees

CASE: Gujarat Auto



Chapter 8 Scheduling

8.1 Background

8.2 Network Techniques: PERT and CPM 266

8.3 Risk Analysis using Simulation with Crystal BallðD

8.4 Using these Tools

Project Management in Practice

Production Scheduling

Rapid Project Deployment at Kineo

CASE: Topline Arena



Chapter 9 Resource Allocation

9.1 Critical Path Method--Crashing a Project

9.2 The Resource Allocation Problem

9.3 Resource Loading

9.4 Resource Leveling

9.5 Constrained Resource Scheduling

9.6 Multi project Scheduling and Resource Allocation

9.7 Goldratt's Critical Chain

Project Management in Practice

Expediting Los Angeles Freeway Repairs after the Earthquake

Thirty Days to Rescue

CASE: D. U. Singer Hospital Products Corp.



Part III: Project Execution

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)

Project Management in Practice

Tracking Scope Creep: A Project Manager Responds

Earned Value at CERN

CASE: Kroon Chemische Fabriek



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

Project Management In Practice

Delhi Metro

Schedule and Cost Control for Australia's New Parliament House

CASE: Peerless Laser Processors



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

Project Management In Practice

Management of the Typhoon Project

CASE: Theater High Altitude Area Defense (THAAD):

Five Failures and Counting (B)



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

Project Management In Practice

Project Termination Practices in Indian Industry

Pulling the Plug: Projects in a Risky World



Author Index

Subject Index

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)

Description
Designed for project management courses for business students, 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.