Project Management

Preface Chapter 1: Overview 1.0 Introduction 1.1 Understanding Project Management 1.2 Defining Project Success 1.3 Trade-Offs and Competing Constraints 1.4 The Entry-Level Project Manager 1.5 The Talent Triangle 1.6 Technology-Based Projects 1.7 The Project Manager–Line Manager Interface 1.8 Defining the Project Manager’s Role 1.9 Defining the Functional Manager’s Role 1.10 Defining the Functional Employee’s Role 1.11 Defining the Executive’s Role 1.12 Working with Executives 1.13 Committee Sponsorship/Governance 1.14 The Project Manager as the Planning Agent 1.15 Project Champions 1.16 Project-Driven Versus Non–Project-Driven Organizations 1.17 Marketing in the Project-Driven Organization 1.18 Classification of Projects 1.19 Location of the Project Manager 1.20 Differing Views of Project Management 1.21 Public-Sector Project Management 1.22 International Project Management 1.23 Concurrent Engineering: A Project Management Approach 1.24 Added Value 1.25 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Williams Machine Tool Company Chapter 2: Project Management Growth: Concepts and Definitions 2.0 Introduction 2.1 The Evolution of Project Management: 1945–2021 2.2 Resistance to Change 2.3 Systems, Programs, and Projects: A Definition 2.4 Projects versus Operations 2.5 Product versus Project Management: A Definition 2.6 Maturity and Excellence: A Definition 2.7 Informal Project Management: A Definition 2.8 The Many Faces of Success 2.9 The Many Faces of Failure 2.10 Causes of Project Failure 2.11 Degrees of Success and Failure 2.12 Project Health Checks 2.13 The Stage-Gate Process 2.14 Project Life Cycles 2.15 Gate Review Meetings (Project Closure) 2.16 Engagement Project Management 2.17 Project Management Methodologies: A Definition 2.18 From Enterprise Project Management Methodologies to Frameworks 2.19 Growth of Strategic Project Management 2.20 Business Models 2.21 Methodologies Can Fail 2.22 Lean Project Management 2.23 Organizational Change Management and Corporate Cultures 2.24 Benefits Harvesting and Cultural Change 2.25 Agile and Adaptive Project Management Cultures 2.26 Project Management Intellectual Property 2.27 Systems Thinking 2.28 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Creating a Methodology Chapter 3: Organizational Structures 3.0 Introduction 3.1 Organizational Work Flow 3.2 Traditional (Classical) Organization 3.3 Pure Product (Projectized) Organization 3.4 Matrix Organizational Form 3.5 Modification of Matrix Structures 3.6 The Strong, Weak, or Balanced Matrix 3.7 Project Management Offices 3.8 Selecting the Organizational Form 3.9 Strategic Business Unit (SBU) Project Management 3.10 Transitional Management 3.11 Seven Fallacies That Delay Project Management Maturity 3.12 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 4: Organizing and Staffing the Project Office and Team 4.0 Introduction 4.1 The Staffing Environment 4.2 Selecting the Project Manager: An Executive Decision 4.3 Skill Requirements for Project and Program Managers 4.4 Special Cases in Project Manager Selection 4.5 Today’s Project Managers 4.6 Duties and Job Descriptions 4.7 The Organizational Staffing Process 4.8 The Project Office 4.9 The Functional Team 4.10 The Project Organizational Chart 4.11 Selecting the Project Management Implementation Team 4.12 Mistakes Made by Inexperienced Project Managers 4.13 Studying Tips for the PMI®Project Management Certification Exam Answers Problems Chapter 5: Management Functions 5.0 Introduction 5.1 Controlling 5.2 Directing 5.3 Project Authority 5.4 Interpersonal Influences 5.5 Barriers to Project Team Development 5.6 Suggestions for Handling the Newly Formed Team 5.7 Team Building as an Ongoing Process 5.8 Leadership in a Project Environment 5.9 Value-Based Project Leadership 5.10 Transformational Project Management Leadership 5.11 Organizational Impact 5.12 Employee–Manager Problems 5.13 General Management Pitfalls 5.14 Time Management Pitfalls 5.15 Management Policies and Procedures 5.16 Human Behavior Education 5.17 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: The Trophy Project Case Study: McRoy Aerospace Case Study: The Poor Worker Case Study: The Prima Donna Case Study: The Reluctant Workers Case Study: Leadership Effectiveness (A) Case Study: Leadership Effectiveness (B) Chapter 6: Communications Management 6.0 Introduction 6.1 Modeling the Communications Environment 6.2 The Project Manager as a Communicator 6.3 Project Review Meetings 6.4 Project Management Bottlenecks 6.5 Active Listening 6.6 Communication Traps 6.7 Project Problem Solving 6.8 Using Action Items 6.9 Brainstorming 6.10 Predicting the Outcome of a Decision 6.11 Facilitation 6.12 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Communication Failures Case Study: The Team Meeting Chapter 7: Conflicts 7.0 Introduction 7.1 The Conflict Environment 7.2 Types of Conflicts 7.3 Conflict Resolution 7.4 The Management of Conflicts 7.5 Conflict Resolution Modes 7.6 Understanding Superior, Subordinate, and Functional Conflicts 7.7 Studying Tips for the PMI® Project Management Certification Exam Problems Case Study: Facilities Scheduling at Mayer Manufacturing Case Study: Telestar International Case Study: Handling Conflict in Project Management Chapter 8: Special Topics 8.0 Introduction 8.1 Performance Measurement 8.2 Financial Compensation and Rewards 8.3 Effective Project Management in the Small Business Organization 8.4 Mega Projects 8.5 Morality, Ethics, and the Corporate Culture 8.6 Professional Responsibilities 8.7 Internal and External Partnerships 8.8 Training and Education 8.9 Integrated Product/Project Teams 8.10 Virtual Project Teams 8.11 Managing Innovation Projects 8.12 Agile Project Management 8.13 Artificial Intelligence 8.14 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Is It Fraud? Chapter 9: The Variables for Success 9.0 Introduction 9.1 Predicting Project Success 9.2 Project Management Effectiveness 9.3 Expectations 9.4 Lessons Learned 9.5 Understanding Best Practices 9.6 Downside Risks of Best Practices 9.7 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Radiance International Chapter 10: Working with Executives 10.0 Introduction 10.1 The Project Sponsor 10.2 Handling Disagreements with the Sponsor 10.3 The Collective Belief 10.4 The Exit Champion 10.5 The In-House Representatives 10.6 Stakeholder Relations Management 10.7 Project Portfolio Management 10.8 Politics 10.9 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: The Prioritization of Projects Case Study: The Irresponsible Sponsors Case Study: Selling Executives on Project Management Chapter 11: Planning 11.0 Introduction 11.1 Business Case 11.2 Validating the Assumptions 11.3 Validating the Objectives 11.4 General Planning 11.5 Life-Cycle Phases 11.6 Life-Cycle Milestones 11.7 Kickoff Meetings 11.8 Understanding Participants’ Roles 11.9 Establishing Project Objectives 11.10 The Statement of Work 11.11 Project Specifications 11.12 Data Item Milestone Schedules 11.13 Work Breakdown Structure 11.14 WBS Decomposition Problems 11.15 Work Breakdown Structure Dictionary 11.16 Project Selection 11.17 Role of the Executive in Planning 11.18 Management Cost and Control System 11.19 Work Planning Authorization 11.20 Why Do Plans Fail? 11.21 Stopping Projects 11.22 Handling Project Phaseouts and Transfers 11.23 Detailed Schedules and Charts 11.24 Master Production Scheduling 11.25 Project Plan 11.26 The Project Charter 11.27 Project Baselines 11.28 Verification and Validation 11.29 Management Control 11.30 Configuration Management 11.31 Enterprise Project Management Methodologies 11.32 Project Audits 11.33 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 12: Network Scheduling Techniques 12.0 Introduction 12.1 Network Fundamentals 12.2 Graphical Evaluation and Review Technique (GERT) 12.3 Dependencies 12.4 Slack Time 12.5 Network Replanning 12.6 Estimating Activity Time 12.7 Estimating Total Project Time 12.8 Total Pert/CPM Planning 12.9 Crash Times 12.10 PERT/CPM Problem Areas 12.11 Alternative PERT/CPM Models 12.12 Precedence Networks 12.13 Lag 12.14 Scheduling Problems 12.15 The Myths of Schedule Compression 12.16 Project Management Software 12.17 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: The Invisible Sponsor Chapter 13: Pricing and Estimating 13.0 Introduction 13.1 Global Pricing Strategies 13.2 Types of Estimates 13.3 Pricing Process 13.4 Organizational Input Requirements 13.5 Labor Distributions 13.6 Overhead Rates 13.7 Materials/Support Costs 13.8 Pricing out the Work 13.9 Smoothing Out Department Man-Hours 13.10 The Pricing Review Procedure 13.11 Systems Pricing 13.12 Developing the Supporting/Backup Costs 13.13 The Low-Bidder Dilemma 13.14 Special Problems 13.15 Estimating Pitfalls 13.16 Estimating High-Risk Projects 13.17 Project Risks 13.18 The Disaster of Applying the 10 Percent Solution to Project Estimates 13.19 Life-Cycle Costing (LCC) 13.20 Logistics Support 13.21 Economic Project Selection Criteria: Capital Budgeting 13.22 Payback Period 13.23 The Time Value of Money and Discounted Cash Flow (DCF) 13.24 Net Present Value (NPV) 13.25 Internal Rate of Return (IRR) 13.26 Comparing IRR, NPV, and Payback 13.27 Risk Analysis 13.28 Capital Rationing 13.29 Project Financing 13.30 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: The Estimating Problem Chapter 14: Cost Control 14.0 Introduction 14.1 Understanding Control 14.2 The Operating Cycle 14.3 Cost Account Codes 14.4 Budgets 14.5 The Earned Value Measurement System (EVMS) 14.6 Variance and Earned Value 14.7 The Cost Baseline 14.8 Justifying the Costs 14.9 The Cost Overrun Dilemma 14.10 Recording Material Costs Using Earned Value Measurement 14.11 Material Variances: Price and Usage 14.12 Summary Variances 14.13 Status Reporting 14.14 Cost Control Problems 14.15 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: The Bathtub Period Case Study: Franklin Electronics Chapter 15: Metrics 15.0 Introduction 15.1 Project Management Information Systems 15.2 Enterprise Resource Planning 15.3 Project Metrics 15.4 Key Performance Indicators (KPIs) 15.5 Growth of New Metrics and KPIs 15.6 Value-Based Metrics 15.7 Strategic Metrics 15.8 Metrics for Measuring Intangible Assets 15.9 Dashboards and Scorecards 15.10 Metrics Feedback 15.11 Metrics and Customer Relations Management 15.12 Business Intelligence 15.13 Studying Tips for the PMI®Project Management Certification Exam Answers Problems Chapter 16: Trade-off Analysis in a Project Environment 16.0 Introduction 16.1 Methodology for Trade-Off Analysis 16.2 Contracts: Their Influence on Projects 16.3 Industry Trade-Off Preferences 16.4 Project Manager’s Control of Trade-Offs 16.5 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 17: Risk Management 17.0 Introduction 17.1 Definition of Risk 17.2 Tolerance for Risk 17.3 Definition of Risk Management 17.4 Certainty, Risk, and Uncertainty 17.5 Risk Management Process 17.6 Plan Risk Management 17.7 Risk Identification 17.8 Risk Analysis 17.9 Qualitative Risk Analysis 17.10 Quantitative Risk Analysis 17.11 Plan Risk Response 17.12 Monitor and Control Risks 17.13 Some Implementation Considerations 17.14 The Use of Lessons Learned 17.15 Dependencies between Risks 17.16 The Impact of Risk Handling Measures 17.17 Risk and Concurrent Engineering 17.18 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Teloxy Engineering (A) Case Study: Teloxy Engineering (B) Case Study: The Risk Management Department Chapter 18: Learning Curves 18.0 Introduction 18.1 General Theory 18.2 The Learning Curve Concept 18.3 Graphic Representation 18.4 Key Words Associated with Learning Curves 18.5 The Cumulative Average Curve 18.6 Sources of Experience 18.7 Developing Slope Measures 18.8 Unit Costs and Use of Midpoints 18.9 Selection of Learning Curves 18.10 Follow-on Orders 18.11 Manufacturing Breaks 18.12 Learning Curve Limitations 18.13 Competitive Weapon 18.14 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 19: Contract Management 19.0 Introduction 19.1 Procurement 19.2 Plan Procurements 19.3 Conducting the Procurements 19.4 Conduct Procurements: Request Seller Responses 19.5 Conduct Procurements: Select Sellers 19.6 Types of Contracts 19.7 Incentive Contracts 19.8 Contract Type versus Risk 19.9 Contract Administration 19.10 Contract Closure 19.11 Using a Checklist 19.12 Proposal-Contractual Interaction 19.13 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: To Bid or Not to Bid Case Study: The Management Reserve Chapter 20: Quality Management 20.0 Introduction 20.1 Definition of Quality 20.2 The Quality Movement 20.3 Quality Management Concepts 20.4 The Cost of Quality 20.5 The Seven Quality Control Tools 20.6 Acceptance Sampling 20.7 Implementing Six Sigma 20.8 Quality Leadership 20.9 Responsibility for Quality 20.10 Quality Circles 20.11 Total Quality Management (TQM) 20.12 Studying Tips for the PMI®Project Management Certification Exam Answers Problems Chapter 21: Modern Developments in Project Management 21.0 Introduction 21.1 The Project Management Maturity Model (PMMM) 21.2 Developing Effective Procedural Documentation 21.3 Project Management Methodologies 21.4 Continuous Improvement 21.5 Capacity Planning 21.6 Competency Models 21.7 Managing Multiple Projects 21.8 The Business of Scope Changes 21.9 End-of-Phase Review Meetings Case Study: Honicker Corporation Case Study: Kemko Manufacturing Appendix A: Solution to Leadership Exercise Appendix B: Solutions to the Project Management Conflict Exercise Appendix C: Dorale Products Case Studies Appendix D: Solutions to the Dorale Products Case Studies Appendix E: Alignment of the PMBOK® Guide, 6e to the Text Appendix F: Alignment of the PMBOK® Guide, 7e to the Text Index