Efnisyfirlit

• Preface
• 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
  • The Coming Storm
  • Why Do Public-Sector Projects Fail?
  • 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
  • Notes
• 2 Project Management Growth: Concepts and Definitions
  • 2.0 Introduction
  • 2.1 The Evolution of Project Management: 1945–2017
  • 2.2 Resistance to Change
  • 2.3 Systems, Programs, and Projects: A Definition
  • 2.4 Product versus Project Management: A Definition
  • 2.5 Maturity and Excellence: A Definition
  • 2.6 Informal Project Management: A Definition
  • 2.7 The Many Faces of Success
  • 2.8 The Many Faces of Failure
  • 2.9 Causes of Project Failure
  • 2.10 Degrees of Success and Failure
  • 2.11 The Stage-Gate Process
  • 2.12 Project Life Cycles
  • 2.13 Gate Review Meetings (Project Closure)
  • 2.14 Engagement Project Management
  • 2.15 Project Management Methodologies: A Definition
  • 2.16 From Enterprise Project Management Methodologies to Frameworks
  • 2.17 Methodologies Can Fail
  • 2.18 Organizational Change Management and Corporate Cultures
  • 2.19 Benefits Harvesting and Cultural Change
  • 2.20 Agile and Adaptive Project Management Cultures
  • 2.21 Project Management Intellectual Property
  • 2.22 Systems Thinking
  • 2.23 Studying Tips for the PMI® Project Management Certification Exam
  • Answers
  • Problems
  • Case Study
  • Notes
• 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
  • Notes
• 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
  • Notes
• 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 Studies
  • Notes
• 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 Brainstorming
  • 6.9 Predicting the Outcome of a Decision
  • 6.10 Facilitation
  • 6.11 Studying Tips for the PMI® Project Management Certification Exam
  • Answers
  • Problems
  • Case Studies
  • Notes
• 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
  • Answers
  • Problems
  • Case Studies
  • Notes
• 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
  • 8.10 Integrated Product/Project Teams
  • 8.10 Virtual Project Teams
  • 8.11 Managing Innovation Projects
  • 8.12 Agile Project Management
  • Problems
  • Case Study
  • Notes
• 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 Studying Tips for the PMI® Project Management Certification Exam
  • Answers
  • Problems
  • Case Study
  • Notes
• 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 Studies
  • Notes
• 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 The 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
  • Notes
• 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
  • Notes
• 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
  • 13.32 Answers
  • Problems
  • Case Study
  • Notes
• 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 Studies
  • Notes
• 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 Value-Based Metrics
  • 15.6 Dashboards and Scorecards
  • 15.7 Business Intelligence
  • 15.8 Studying Tips for the PMI® Project Management Certification Exam
  • Answers
  • Problems
  • Notes
• 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
  • Notes
• 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 Studies
  • Notes
• 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
  • Notes
• 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 Studies
  • Notes
• 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
  • 20.14 Answers
  • Problems
  • Notes
• 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
  • Notes
• Appendix A: Solution to Leadership Exercise
  • Situation 1
  • Situation 2
  • Situation 3
  • Situation 4
  • Situation 5
  • Situation 6
  • Situation 7
  • Situation 8
  • Situation 9
  • Situation 10
  • Situation 11
  • Situation 12
  • Situation 13
  • Situation 14
  • Situation 15
  • Situation 16
  • Situation 17
  • Situation 18
  • Situation 19
  • Situation 20
• Appendix B: Solutions to the Project Management Conflict Exercise
  • Part One: Facing The Conflict
  • Part Two: Understanding Emotions
  • Part Three: Establishing Communications
  • Part Four: Conflict Resolution
  • Part Five: Understanding Your Choices
  • Part Six: Interpersonal Influences
• Appendix C: Dorale Products Case Studies
  • Dorale Products (A)
  • Dorale Products (B)
  • Dorale Products (C)
  • Dorale Products (D)
  • Dorale Products (E)
  • Dorale Products (F)
  • Dorale Products (G)
  • Dorale Products (H)
  • Dorale Products (I)
  • Dorale Products (J)
  • Note
• Appendix D: Solutions to the Dorale Products Case Studies
  • Case Study (A)
  • Case Study (B)
  • Case Study (C)
  • Case Study (D)
  • Case Study (E)
  • Case Study (F)
  • Case Study (G)
  • Case Study (H)
  • Case Study (I)
  • Case Study (J)
  • Case Study (K)
• Appendix E: Alignment of the PMBOK® Guide to the Text
  • Note
• Author Index
• Subject Index
• EULA

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