Project Management : A Managerial Approach

by Meredith, Jack R.; Mantel, Samuel J., Jr.

• ISBN13: 9780471444695
• ISBN10: 0471444693
• Edition: 5th
• Format: Hardcover
• Copyright: 2012-01-30
• Publisher: John Wiley & Sons Inc

Summary

The book is primarily intended for use as a college textbook for teaching project management at the advanced undergraduate or master's level. The text is appropriate for classes on the management of service, product, engineering projects, as well as information systems (IS). Thus, we have included some coverage of material concerning information systems and how IS projects differ from and are similar to regular business projects. The authors draw upon their personal experiences working with project managers and on the experience of friends and colleagues who have spent much of their working lives serving as project managers in the "real world." Thus, in contrast to the books that are about project management, this book teaches students how to do project management. Project Management: A Managerial Approach 5E addresses project management from a management perspective rather than a cookbook, special area treatise, or collection of loosely associated articles. It addresses the basic nature of managing all types of projects - public, business, engineering, information systems, and so on - as well as specific techniques and insights required to carry out this unique way of getting things done. It deals with the problems of selecting projects, initiating them, and operating and controlling them. It discusses the demands made on the project manager and the nature of the manager's interaction with the rest of the parent organization. It covers the difficult problems associated with conducting a project using people and organizations that represent different cultures and may be separated by considerable distances. It even covers the issues arising when the decision is made to terminate a project.

Table of Contents

Projects in Contemporary Organizations	p. 1
The Definition of a "Project"	p. 8
Why Project Management?	p. 12
The Project Life Cycle	p. 14
The Structure of This Text	p. 19
Project Management in Practice: Implementing Strategy Through Projects at Blue Cross/Blue Shield	p. 8
Project Management in Practice: The Olympic Torch Relay Project	p. 11
Project Management in Practice: Demolishing San Francisco's Bridges Safely	p. 18
Directed Reading: Lessons for an Accidental Profession	p. 25
Project Initiation
Project Selection	p. 39
Criteria for Project Selection Models	p. 40
The Nature of Project Selection Models	p. 42
Types of Project Selection Models	p. 45
Analysis Under Uncertainty--The Management of Risk	p. 62
Comments on the Information Base for Selection	p. 66
Project Proposals	p. 68
Project Management in Practice: Project Selection for Spent Nuclear Fuel Cleanup	p. 52
Project Management in Practice: Selecting a Composting Project at Larry's Markets	p. 61
Project Management in Practice: The Military Mobile Communication System--A Procurement Innovation	p. 71
Directed Reading: Automotive Builders, Inc.: The Stanhope Project	p. 79
The Project Manager	p. 85
Project Management and the Project Manager	p. 87
Special Demands on the Project Manager	p. 95
Selecting the Project Manager	p. 107
Problems of Cultural Differences	p. 112
Impact of Institutional Environments	p. 117
Multicultural Communications and Managerial Behavior	p. 124
Project Management in Practice: The Project Management Career Path at ATandT	p. 93
Project Management in Practice: The Wreckmaster at a New York Subway Accident	p. 104
Project Management in Practice: Success at Energo by Integrating Two Diverse Cultures	p. 116
Project Management in Practice: Project Management in Brazil During Unstable Times	p. 121
Directed Reading: What It Takes to Be A Good Project Manager	p. 134
Project Organization	p. 139
The Project as Part of the Functional Organization	p. 141
Pure Project Organization	p. 145
The Matrix Organization	p. 147
Mixed Organizational Systems	p. 152
Choosing an Organizational Form	p. 154
The Project Team	p. 160
Human Factors and the Project Team	p. 163
Project Management in Practice: Reorganizing for Project Management at Prevost Car	p. 144
Project Management in Practice: Converting to Project Management in Government Agencies	p. 159
Project Management in Practice: South African Repair Success through Teamwork	p. 168
Directed Reading: The Virtual Project: Managing Tomorrow's Team Today	p. 175
Project Planning	p. 182
Initial Project Coordination	p. 184
Systems Integration	p. 192
Sorting Out the Project	p. 193
The Work Breakdown Structure and Linear Responsibility Charts	p. 203
Interface Coordination through Integration Management	p. 209
Project Management in Practice: Extensive Project Planning for Kodak's New Photographic System	p. 190
Project Management in Practice: Disaster Project Planning in Iceland	p. 202
Directed Reading: Planning for Crisis in Project Management	p. 217
Conflict and Negotiation	p. 226
The Nature of Negotiation	p. 229
Partnering, Chartering, and Change	p. 230
Conflict and the Project Life Cycle	p. 234
Some Requirements and Principles of Negotiation	p. 243
Negotiation in Action--The Quad Sensor Project	p. 246
Project Management in Practice: Selling New Area Codes to Consumers Who Don't Want Them	p. 228
Project Management in Practice: A Consensus Feasibility Study for Montreal's Archipel Dam	p. 242
Directed Reading: Methods of Resolving Interpersonal Conflict	p. 252
Project Implementation
Budgeting and Cost Estimation	p. 261
Estimating Project Budgets	p. 264
Improving the Process of Cost Estimation	p. 276
Project Management in Practice: Pathfinder Mission to Mars--on a Shoestring	p. 263
Project Management in Practice: Completing the Limerick Nuclear Facility Under Budget	p. 274
Project Management in practice: Managing Costs at Massachusetts' Neighborhood Health Plan	p. 290
Directed Reading: Three Perceptions of Project Cost	p. 295
Scheduling	p. 302
Background	p. 302
Network Techniques: PERT and CPM	p. 307
Gantt Charts	p. 332
Extensions and Applications	p. 339
Project Management in Practice: Replacing the Atigun Section of the Trans Alaska Pipeline	p. 304
Project Management in Practice: Hosting the Annual Project Management Institute Symposium	p. 336
Directed Reading: The Sharon Construction Corporation	p. 359
Resource Allocation	p. 361
Critical Path Method--Crashing a Project	p. 363
The Resource Allocation Problem	p. 371
Resource Loading	p. 372
Resource Leveling	p. 375
Constrained Resource Scheduling	p. 378
Multiproject Scheduling and Resource Allocation	p. 388
Project Management in Practice: Expediting Los Angeles Freeway Repairs After the Earthquake	p. 362
Project Management in Practice: Benefits of Resource Constraining at Pennsylvania Electric	p. 387
Project Management in Practice: Minnesota DOT Ties Projects to Resources and Constraints	p. 399
Directed Reading: D. U. Singer Hospital Products Corp.	p. 407
Monitoring and Information Systems	p. 410
The Planning-Monitoring-Controlling Cycle	p. 412
Information Needs and the Reporting Process	p. 422
Computerized PMIS (Project Management Information Systems)	p. 437
Project Management in Practice: Using Project Management Software to Schedule the Olympic Games	p. 411
Project Management in Practice: Tracking Scope Creep: A Project Manager Responds	p. 421
Project Management in Practice: Success Through Earned Value at Texas Instruments	p. 433
Directed Reading: Survey of Project Management Tools	p. 453
Project Control	p. 462
The Fundamental Purposes of Control	p. 464
Three Types of Control Processes	p. 468
Comments on the Design of Control Systems	p. 476
Control as a Function of Management	p. 482
Balance in a Control System	p. 487
Control of Creative Activities	p. 490
Control of Change and Scope Creep	p. 491
Project Management in Practice: Extensive Controls for San Francisco's Metro Turnback Project	p. 466
Project Management in Practice: Schedule and Cost Control for Australia's New Parliament House	p. 483
Project Management in Practice: Better Control of Development Projects at Johnson Controls	p. 494
Directed Reading: Controlling Projects According to Plan	p. 500
Project Termination
Project Auditing	p. 511
Purposes of Evaluation--Goals of the System	p. 512
The Project Audit	p. 515
Construction and Use of the Audit Report	p. 519
The Project Audit Life Cycle	p. 523
Some Essentials of an Audit/Evaluation	p. 525
Measurement	p. 528
Project Management in Practice: Lessons from Auditing 110 Client/Server and Open Systems Projects	p. 515
Project Management in Practice: Auditing a Troubled Project at Atlantic States Chemical Laboratories	p. 522
Directed Reading: Post-Project Appraisals Pay	p. 534
Project Termination	p. 539
The Varieties of Project Termination	p. 540
When to Terminate a Project	p. 545
The Termination Process	p. 551
The Final Report--A Project History	p. 557
Project Management in Practice: Nucor's Approach to Termination by Addition	p. 542
Project Management in Practice: Terminating the Superconducting Super Collider Project	p. 550
Directed Reading: Knowing When to Pull the Plug	p. 563
Epilogue	p. 571
On the Need for a Universal Information System	p. 572
On the Need for Conflict Resolution in Matix Management	p. 573
On the Need for New Methods of Rewarding Excellence	p. 574
Area Under the Normal Distribution	p. 575
Probability and Statistics	p. 577
Probability	p. 577
Event Relationships and Probability Laws	p. 578
Statistics	p. 581
Answers to the Even-Numbered Problems	p. 588
Photo Credits	p. 593
Author Index	p. 595
Subject Index	p. 605
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