Project Management in Practice

 
 
Wiley (Verlag)
  • 7. Auflage
  • |
  • erschienen am 25. August 2020
 
  • Buch
  • |
  • Softcover
  • |
  • 336 Seiten
978-1-119-70296-2 (ISBN)
 
Project Management in Practice, 7th Edition presents an applied approach to the essential tools, strategies, and techniques students must understand to achieve success in their future careers. Emphasizing the technical aspects of the project management life cycle, this popular textbook offers streamlined, student-friendly coverage of project activity, risk planning, budgeting and scheduling, resource allocation, project monitoring, evaluating and closing the project, and more.


Providing new and updated content throughout, the seventh edition's concise pedagogy and hands-on focus is ideally suited for use in one-semester courses or modules on project management. Clear and precise chapters describe fundamental project management concepts while addressing the skills real-world project managers must possess to meet the strategic goals of their organizations. Integrated throughout the text are comprehensive cases that build upon the material from previous chapters-complemented by wealth of illustrative examples, tables and figures, review questions, and discussion topics designed to reinforce key information.
7th ed.
  • Englisch
  • New York
  • |
  • USA
  • Für höhere Schule und Studium
  • Höhe: 254 mm
  • |
  • Breite: 202 mm
  • |
  • Dicke: 11 mm
  • 606 gr
978-1-119-70296-2 (9781119702962)

Preface xii


1 The World of Project Management 1


1.1 What is a Project? 1


1.1.1 Trends in Project Management 2


1.2 Project Management Versus General Management 4


1.2.1 Major Differences 4


1.2.2 Negotiation 5


1.3 Agile Project Management 6


1.4 What is Managed? The Three Goals of a Project 10


1.5 The Life Cycles of Projects 12


1.6 Selecting Projects to Meet Organizational Objectives 14


1.6.1 Nonnumeric Selection Methods 15


1.6.2 Numeric Selection Methods 16


1.7 The Project Portfolio Process 23


1.8 The Materials in this Text 27


Review Questions 28


Discussion Questions 29


Exercises 29


Incident for Discussion 30


Case: Friendly Assisted Living Facility-1 31


Case: Handstar Inc. 32


Bibliography 34


2 The Manager the Organization and the Team 35


2.1 The PM's Roles 36


2.1.1 Facilitator 36


2.1.2 Communicator 38


2.1.3 Virtual Project Manager 41


2.1.4 Meetings, Convener, and Chair 42


2.2 The PM's Responsibilities to the Project 42


2.2.1 Acquiring Resources 42


2.2.2 Fighting Fires and Obstacles 43


2.2.3 Leadership 43


2.2.4 Negotiation, Conflict Resolution, and Persuasion 45


2.3 Selection of a Project Manager 47


2.3.1 Credibility 47


2.3.2 Sensitivity 48


2.3.3 Leadership Style Ethics 48


2.3.4 Ability to Handle Stress 49


2.4 Project Management


as a Profession 50


2.5 Fitting Projects into the Parent Organization 52


2.5.1 Pure Project Organization 52


2.5.2 Functional Project Organization 53


2.5.3 Matrix Project Organization 54


2.5.4 Mixed Organizational Systems 56


2.5.5 The Project Management Office and Project Maturity 57


2.6 The Project Team 58


2.6.1 Matrix Team Problems 60


2.6.2 Intrateam Conflict 60


2.6.3 Integration Management 63


2.7 Agile Team Roles 65


Review Questions 67


Discussion Questions 68


Incidents for Discussion 69


Case: Friendly Assisted Living Facility-2 70


Case: The Quantum Bank 70


Case: Southern Care Hospital 71


Bibliography 73


3 Project Activity and Risk Planning 75


3.1 From the Project Charter to the Project Plan 75


3.2 The Planning Process-Overview 77


3.3 The Planning Process-Nuts and Bolts 78


3.3.1 The Launch Meeting-and Subsequent Meetings 78


3.3.2 Sorting Out the Project-The Work Breakdown Structure (WBS) 80


3.3.3 Extensions of the Everyday WBS 83


3.4 More on the Work Breakdown Structure and Other Aids 86


3.4.1 The RACI Matrix 87


3.4.2 A Whole-Brain Approach to Project Planning 88


3.4.3 The Design Structure Matrix 91


3.5 Project Planning with Scrum 92


3.5.1 Scrum Artifacts Supporting Project Planning 93


3.5.2 Scrum Events for Project Planning 94


3.5.3 Risk Management with Scrum 96


3.6 Risk Management 96


Review Questions 103


Discussion Questions 103


Exercises 104


Incidents for Discussion 106


Case: Friendly Assisted Living Facility-3 107


Case: John Wiley & Sons 108


Case: Samson University 108


Bibliography 109


4 Budgeting the Project 111


4.1 Methods of Budgeting 112


4.1.1 Top-Down Budgeting 114


4.1.2 Bottom-Up Budgeting 114


4.1.3 Budgeting With Agile 115


4.2 Cost Estimating 115


4.2.1 Work Element Costing 115


4.2.2 The Impact of Budget Cuts 116


4.2.3 An Aside 118


4.2.4 Activity Versus Program Budgeting 119


4.3 Improving Cost Estimates 121


4.3.1 Forms 121


4.3.2 Learning Curves 122


4.3.3 Other Factors 124


4.4 Budget Uncertainty and Project Risk Management 126


4.4.1 Budget Uncertainty 126


4.4.2 Project Budgeting in Practice 129


4.5 Project Risk Simulation with Crystal Ball (R)130


4.5.1 Considering Disaster 137


Review Questions 137


Discussion Questions 137


Exercises 138


Incidents for Discussion 140


Case: Friendly Assisted Living Facility Project


Budget Development-4 141


Case: Photstat Inc. 143


Case: Building the Geddy's dream house 143


Bibliography 144


5 Scheduling the Project 145


5.1 PERT and CPM Networks 145


5.1.1 The Language of PERT/CPM 146


5.1.2 Building the Network 146


5.1.3 Finding the Critical Path and Critical Time 148


5.1.4 Calculating Activity Slack 151


5.1.5 Doing It the Easy Way-Microsoft Project (MSP) 152


5.2 Project Uncertainty and Risk Management 154


5.2.1 Calculating Probabilistic Activity Times 154


5.2.2 The Probabilistic Network, An Example 155


5.2.3 Once More the Easy Way 157


5.2.4 The Probability of Completing the Project on Time 158


5.2.5 Selecting Risk and Finding D 161


5.2.6 The Case of the Unreasonable Boss 161


5.2.7 A Potential Problem: Path Mergers 162


5.3 Simulation 163


5.3.1 Incorporating Costs into the Simulation Analysis 165


5.3.2 Traditional Statistics Versus Simulation 166


5.3.3 Some Common Issues 168


5.3.4 Simulation 168


5.4 The Gantt Chart 169


5.4.1 The Chart 169


5.5 Extensions to PERT/CPM 171


5.5.1 Precedence Diagramming 171


5.5.2 Final Thoughts on the Use of These Tools 172


5.6 Scheduling with Scrum 174


Review Questions 176


Discussion Questions 177


Exercises 177


Discussion Exercise 181


Incidents for Discussion 182


Case: Friendly Assisted Living Facility Program Plan-5 183


Case: NutriStar 186


Case: Launching E-Collar 187


Bibliography 188


6 Allocating Resources to the Project 189


6.1 Expediting a Project 190


6.1.1 The Critical Path Method 190


6.1.2 Crashing a Project With Excel 194


6.1.3 Fast-Tracking a Project 197


6.1.4 Project Expediting in Practice 197


6.2 Resource Loading 199


6.2.1 The Charismatic VP 204


6.3 Resource Leveling 204


6.3.1 Resource Loading/Leveling and Uncertainty 211


6.4 Allocating Scarce Resources to Projects 212


6.4.1 Some Comments About Constrained Resources 213


6.4.2 Some Priority Rules 213


6.5 Allocating Scarce Resources to Several Projects 214


6.5.1 Criteria of Priority Rules 216


6.5.2 The Basic Approach 216


6.5.3 Resource Allocation and the Project Life Cycle 217


6.6 Goldratt's Critical Chain 218


6.6.1 Estimating Task Times 220


6.6.2 The Effect of Not Reporting Early Activity Completion 221


6.6.3 Multitasking 223


6.6.4 Common Chain of Events 224


6.6.5 The Critical Chain 225


Review Questions 226


Discussion Questions 227


Exercises 227


Incidents for Discussion 231


Case: Friendly Assisted Living Facility Resource Usage-6 232


Case: Charter Financial Bank 233


Case: Rand Contractors 234


Bibliography 235


7 Monitoring and Controlling the Project 236


7.1 The Plan-Monitor-Control Cycle 236


7.1.1 Designing the Monitoring System 237


7.2 Data Collection and Reporting 238


7.2.1 Data Analysis 239


7.2.2 Reporting and Report Types 239


7.2.3 Meetings 241


7.2.4 Virtual Meetings, Reports, and Project Management 242


7.3 Earned Value 243


7.4 Project Control 250


7.4.1 Purposes of Control 250


7.5 Designing the Control System 252


7.5.1 Types of Control Systems 253


7.5.2 Tools for Control 254


7.6 Scope Creep and Change Control 257


7.7 Agile Approaches for Project Monitoring and Control 259


7.7.1 Agile Tools for Tracking Project Progress 259


7.7.2 Scrum Events for Project Control 261


Review Questions 262


Discussion Questions 262


Exercises 263


Incidents for Discussion 265


Case: Friendly Assisted Living Facility Updates-7 266


Case: Palmstar Enterprises, Inc. 269


Case: Peak Lighting, Inc. 269


Bibliography 270


8 Evaluating and Closing the Project 272


8.1 Evaluation 272


8.1.1 Evaluation Criteria 273


8.1.2 Measurement 273


8.2 Project Auditing 274


8.2.1 The Audit Process 275


8.2.2 The Audit Report 276


8.3 Project Closure 279


8.3.1 When to Close a Project 280


8.3.2 Types of Project Closure 281


8.3.3 The Closure Process 282


8.3.4 The Project Plan Closeout Report 283


8.4 Benefits Realization 285


Review Questions 286


Discussion Questions 287


Incidents for Discussion 287


Case: Friendly Assisted Living Facility Audit-8 288


Case: Datatech 291


Case: Ivory Tower Systems 292


Bibliography 293


Appendix A-1


Index I-1

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