Project Management: A Managerial Approach

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

• ISBN13: 9780471298298
• ISBN10: 0471298298
• Edition: CD
• Format: Hardcover
• Copyright: 1999-11-01
• Publisher: John Wiley & Sons Inc

Summary

As businesses struggle to improve their record of completing large scale projects on time and on budget, interest in good project management skills is skyrocketing. For the past 10 years this book has set the standard for establishing project management principles. With a sharp focus on business (rather than engineering or construction), it provides all the guidelines and tools managers of projects need to succeed. Throughout, the emphasis is on project/team management techniques, rather than general management techniques. Critical aspects of project management are covered in detail, including available software packages, negotiation, project manager selection, and project auditing and terminating.

Author Biography

Jack R. Meredith is Broyhill Distinguished Scholar and Chair in Operations Babcock Graduate School of Management Wake Forest University.

Table of Contents

Projects in Contemporary Organizations	1	(38)
The Definition of a ``Project''	8	(4)
Why Project Management?	12	(2)
The Project Life Cycle	14	(5)
The Structure of This Text	19	(20)
Project Management In Practice: Implementing Strategy Through Projects at Blue Cross/Blue Shield	8	(3)
Project Management in Practice: The Olympic Torch Relay Project	11	(7)
Project Management in Practice: Demolishing San Francisco's Bridges Safely	18	(7)
Directed Reading: Lessons for an Accidental Profession	25	(14)
PART I PROJECT INITIATION
Project Selection	39	(46)
Criteria for Project Selection Models	40	(2)
The Nature of Project Selection Models	42	(3)
Types of Project Selection Models	45	(17)
Analysis Under Uncertainty---The Management of Risk	62	(4)
Comments on the Information Base for Selection	66	(2)
Project Proposals	68	(17)
Project Management in Practice: Project Selection for Spent Nuclear Fuel Cleanup	52	(9)
Project Management in Practice: Selecting a Composting Project at Larry's Markets	61	(10)
Project Management in Practice: The Military Mobile Communication System---A Procurement Innovation	71	(8)
Directed Reading: Automotive Builders, Inc.: The Stanhope Project	79	(6)
The Project Manager	85	(54)
Project Management and the Project Manager	87	(8)
Special Demands on the Project Manager	95	(12)
Selecting the Project Manager	107	(5)
Problems of Cultural Differences	112	(5)
Impact of Institutional Environments	117	(7)
Multicultural Communications and Managerial Behavior	124	(15)
Project Management in Practice: The Project Management Career Path at AT&T	93	(11)
Project Management in Practice: The Wreckmaster at a New York Subway Accident	104	(12)
Project Management in Practice: Success at Energo by Integrating Two Diverse Cultures	116	(5)
Project Management in Practice: Project Management in Brazil During Unstable Times	121	(13)
Directed Reading: What It Takes to Be A Good Project Manager	134	(5)
Project Organization	139	(43)
The Project as Part of the Functional Organization	141	(4)
Pure Project Organization	145	(2)
The Matrix Organization	147	(5)
Mixed Organizational Systems	152	(2)
Choosing an Organizational Form	154	(6)
The Project Team	160	(3)
Human Factors and the Project Team	163	(19)
Project Management in Practice: Reorganizing for Project Management at Prevost Car	144	(15)
Project Management in Practice: Converting to Project Management in Government Agencies	159	(9)
Project Management in Practice: South African Repair Success through Teamwork	168	(7)
Directed Reading: The Virtual Project: Managing Tomorrow's Team Today	175	(7)
Project Planning	182	(44)
Initial Project Coordination	184	(8)
Systems Integration	192	(1)
Sorting Out the Project	193	(10)
The Work Breakdown Structure and Linear Responsibility Charts	203	(6)
Interface Coordination through Integration Management	209	(17)
Project Management in Practice: Extensive Project Planning for Kodak's New Photographic System	190	(12)
Project Management in Practice: Disaster Project Planning in Iceland	202	(15)
Directed Reading: Planning for Crisis in Project Management	217	(9)
Conflict and Negotiation	226	(35)
The Nature of Negotiation	229	(1)
Partnering, Chartering, and Change	230	(4)
Conflict and the Project Life Cycle	234	(9)
Some Requirements and Principles of Negotiation	243	(3)
Negotiation in Action---The Quad Sensor Project	246	(15)
Project Management in Practice: Selling New Area Codes to Consumers Who Don't Want Them	228	(14)
Project Management in Practice: A Consensus Feasibility Study for Montreal's Archipel Dam	242	(10)
Directed Reading: Methods of Resolving Interpersonal Conflict	252	(9)
PART II PROJECT IMPLEMENTATION
Budgeting and Cost Estimation	261	(41)
Estimating Project Budgets	264	(12)
Improving the Process of Cost Estimation	276	(26)
Project Management in Practice: Pathfinder Mission to Mars---on a Shoestring	263	(11)
Project Management in Practice: Completing the Limerick Nuclear Facility Under Budget	274	(16)
Project Management in Practice: Managing Costs at Massachusetts' Neighborhood Health Plan	290	(5)
Directed Reading: Three Perceptions of Project Cost	295	(7)
Scheduling	302	(59)
Background	302	(5)
Network Techniques: PERT and CPM	307	(25)
Gantt Charts	332	(7)
Extensions and Applications	339	(22)
Project Management in Practice: Replacing the Atigun Section of the Trans Alaska Pipeline	304	(32)
Project Management in Practice: Hosting the Annual Project Management Institute Symposium	336	(23)
Directed Reading: The Sharon Construction Corporation	359	(2)
Resource Allocation	361	(49)
Critical Path Method---Crashing a Project	363	(8)
The Resource Allocation Problem	371	(1)
Resource Loading	372	(3)
Resource Leveling	375	(3)
Constrained Resource Scheduling	378	(10)
Multiproject Scheduling and Resource Allocation	388	(22)
Project Management in Practice: Expediting Los Angeles Freeway Repairs After the Earthquake	362	(25)
Project Management in Practice: Benefits of Resource Constraining at Pennsylvania Electric	387	(12)
Project Management in Practice: Minnesota DOT Ties Projects to Resources and Constraints	399	(8)
Directed Reading: D. U. Singer Hospital Products Corp	407	(3)
Monitoring and Information Systems	410	(52)
The Planning-Monitoring-Controlling Cycle	412	(10)
Information Needs and the Reporting Process	422	(15)
Computerized PMIS (Project Management Information Systems)	437	(25)
Project Management in Practice: Using Project Management Software to Schedule the Olympic Games	411	(10)
Project Management in Practice: Tracking Scope Creep: A Project Manager Responds	421	(12)
Project Management in Practice: Success Through Earned Value at Texas Instruments	433	(20)
Directed Reading: Survey of Project Management Tools	453	(9)
Project Control	462	(49)
The Fundamental Purposes of Control	464	(4)
Three Types of Control Processes	468	(8)
Comments on the Design of Control Systems	476	(6)
Control as a Function of Management	482	(5)
Balance in a Control System	487	(3)
Control of Creative Activities	490	(1)
Control of Change and Scope Creep	491	(20)
Project Management in Practice: Extensive Controls for San Francisco's Metro Turnback Project	466	(17)
Project Management in Practice: Schedule and Cost Control for Australia's New Parliament House	483	(11)
Project Management in Practice: Better Control of Development Projects at Johnson Controls	494	(6)
Directed Reading: Controlling Projects According to Plan	500	(11)
PART III PROJECT TERMINATION
Project Auditing	511	(28)
Purposes of Evaluation---Goals of the System	512	(3)
The Project Audit	515	(4)
Construction and Use of the Audit Report	519	(4)
The Project Audit Life Cycle	523	(2)
Some Essentials of an Audit/Evaluation	525	(3)
Measurement	528	(11)
Project Management in Practice: Lessons from Auditing 110 Client/Server and Open Systems Projects	515	(7)
Project Management in Practice: Auditing a Troubled Project at Atlantic States Chemical Laboratories	522	(12)
Directed Reading: Post-Project Appraisals Pay	534	(5)
Project Termination	539	(32)
The Varieties of Project Termination	540	(5)
When to Terminate a Project	545	(6)
The Termination Process	551	(6)
The Final Report---A Project History	557	(14)
Project Management in Practice: Nucor's Approach to Termination by Addition	542	(8)
Project Management in Practice: Terminating the Superconducting Super Collider Project	550	(13)
Directed Reading: Knowing When to Pull the Plug	563	(8)
Epilogue	571	(4)
On the Need for a Universal Information System	572	(1)
On the Need for Conflict Resolution in Matix Management	573	(1)
On the Need for New Methods of Rewarding Excellence	574	(1)
Appendix A: Area Under the Normal Distribution	575	(2)
Appendix B: Probability and Statistics	577	(11)
B.1 Probability	577	(1)
B.2 Event Relationships and Probability Laws	578	(3)
B.3 Statistics	581	(7)
Appendix C: Answers to the Even-Numbered Problems	588	(5)
Photo Credits	593	(2)
Author Index	595	(10)
Subject Index	605