Project Management A Systems Approach to Planning, Scheduling, and Controlling

by Kerzner, Harold

• ISBN13: 9781119805373
• ISBN10: 1119805376
• eBook ISBN(s): 9781119805380
• Additional ISBN(s): 9781119165354
• Edition: 13th
• Format: Hardcover
• Copyright: 2022-03-02
• Publisher: Wiley
• More Book Details

Summary

PROJECT MANAGEMENT

THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS

In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling “bible” of project management, this book aligns with the concepts and standards outlined in PMI’s latest A Guide to the Project Management Body of Knowledge, (PMBOK^® Guide) and contains the detailed coverage of tools and methods used at all stages of a project.

New content added to this 13^th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book’s companion website.

• A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification
• Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions
• Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation
• In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management

Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP^® exam, as well as practicing project managers, project consultants, and trainers.

Author Biography

Harold Kerzner, PhD, is Senior Executive Director for Project, Program and Portfolio Management at the International Institute of Learning. His success and impact in the field of project management led IIL to establish the Kerzner International Project Manager of the Year Award and the $1 million Dr. Harold Kerzner Scholarship Fund.

Table of Contents

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