CHAPTER 1 Projects in Contemporary Organizations 1 1.1 The Definition of a Project 10
1.2 Why Project Management? 16
1.3 The Project Life Cycle 18
1.4 The Structure of This Text 23
PROJECT MANAGEMENT IN PRACTICE
A Unique Method for Traveler–Tracking at Copenhagen Airport 12
The Smart–Grid Revolution Starts in Boulder, Colorado 13
The Australian Pavilion at the World Expo 2010 15
Turning London s Waste Dump into the 2012 Olympic Stadium 21
DIRECTED READING: Lessons for an Accidental Profession 30
PROJECT INITIATION 39
CHAPTER 2 Strategic Management and Project Selection 41
2.1 Project Management Maturity 43
2.2 Project Selection Criteria and Models 44
2.3 Types of Project Selection Models 47
2.4 Risk Considerations in Project Selection 64
2.5 The Project Portfolio Process (PPP) 65
2.6 Project Bids and RFPs (Requests for Proposals) 74
PROJECT MANAGEMENT IN PRACTICE
Implementing Strategy through Project Management Tools 43
Taipei 101: Refitted as World s Tallest Sustainable Building 50
Virtual Project Team Strategy 55
Using a Project Portfolio to Achieve 100% On–Time Delivery at Decor Cabinet Company 66
CASE: Pan–Europa Foods S.A. 82
DIRECTED READING: From Experience: Linking Projects to Strategy 90
CHAPTER 3 The Project Manager 101
3.1 Project Management and the Project Manager 103
3.2 Special Demands on the Project Manager 108
3.3 Attributes of Effective Project Managers 118
3.4 Problems of Cultural Differences 124
PROJECT MANAGEMENT IN PRACTICE
Churchill as a Project Manager 107
A Surprise Director of Storm Logistics for Katrina 109
Channel Tunnel 115
Why Project Managers Need to Have Local Knowledge 123
Success at Energo by Integrating Two Diverse Cultures 126
CASE: The National Jazz Hall of Fame 134
DIRECTED READING: What It Takes to Be a Good Project Manager 140
CHAPTER 4 Managing Conflict and the Art of Negotiation 145
4.1 Conflict and the Project Life Cycle 148
4.2 The Nature of Negotiation 155
4.3 Partnering, Chartering, and Scope Change 156
4.4 Some Requirements and Principles of Negotiation 161
PROJECT MANAGEMENT IN PRACTICE
Quickly Building a School through Negotiation 147
Consideration of Waste During Project Implementation 154
Habitat for Humanity Wins a Big One 157
Project Assessment and Recovery 163
DIRECTED READING: Methods of Resolving Interpersonal Conflict 168
CHAPTER 5 The Project in the Organizational Structure 175
5.1 Projects in a Functional Organization 177
5.2 Projects in a Projectized Organization 180
5.3 Projects in a Matrixed Organization 183
5.4 Projects in Composite Organizational Structures 188
5.5 Selecting a Project Form 189
5.6 The Project Management Office (PMO) 192
5.7 The Project Team 197
5.8 Human Factors and the Project Team 200
PROJECT MANAGEMENT IN PRACTICE
Managing Risk in a Competitive Market 180
Software Firm Yunio Avoids Complex Technologies 187
Trinatronic, Inc. 191
A Project Management Office Success for the Transportation Security Administration 193
The Empire Uses Floating Multidisciplinary Teams 199
South African Repair Success through Teamwork 204
CASE: Dizplaze 210
DIRECTED READING: The Virtual Project: Managing Tomorrow s Team Today 213
PROJECT PLANNING 219
CHAPTER 6 Project Activity and Risk Planning 221
6.1 Initial Project Coordination and the Project Charter 224
6.2 Starting the Project Plan: The WBS 232
6.3 Human Resources: The RACI Matrix and Agile Projects 240
6.4 Interface Coordination through Integration Management 245
6.5 Project Risk Management 249
PROJECT MANAGEMENT IN PRACTICE
Beagle 2 Mars Probe a Planning Failure 222
Child Support Software a Victim of Scope Creep 225
Timetable Scheduling and Operational Plan Generation for London Underground 227
Facebook Risks Interruption to Move a Terabyte 230
Disaster Project Planning in Iceland 243
Trying to Install a Wind Farm in the Middle of the North Sea 246
An Acquisition Failure Questions Recommended Practice 248
Risk Analysis vs. Budget/Schedule Requirements in Australia 250
Ignoring Risk Contrasted with Recognizing Risk in Two Industries 255
CASE: Caprico 268
DIRECTED READING: Planning for Crises in Project Management 275
CHAPTER 7 Budgeting: Estimating Costs and Risks 283
7.1 Estimating Project Budgets 284
7.2 Improving the Process of Cost Estimating 297
7.3 Risk Estimation 307
PROJECT MANAGEMENT IN PRACTICE
Pathfinder Mission to Mars on a Shoestring 285
Øresund Bridge: Seeing Projects Through Different Lenses 288
Managing Costs at Massachusetts Neighborhood Health Plan 291
Completing the Limerick Nuclear Facility Under Budget 298
The Emanon Aircraft Corporation 304
CASE: Gujarat Auto 321
DIRECTED READING: Three Perceptions of Project Cost 324
CHAPTER 8 Scheduling 331
8.1 Background 331
8.2 Network Techniques: PERT (ADM) and CPM (PDM) 334
8.3 Risk Analysis Using Simulation with Crystal Ball® 363
8.4 Using These Tools 370
PROJECT MANAGEMENT IN PRACTICE
Production Scheduling 332
Election Returns within Three Hours 342
Hosting the Annual Project Management Institute Symposium 361
Rapid Project Deployment at Kineo 370
CASE: Topline Arena 380
CHAPTER 9 Resource Allocation 383
9.1 Critical Path Method Crashing a Project 385
9.2 The Resource Allocation Problem 394
9.3 Resource Loading 396
9.4 Resource Leveling 399
9.5 Constrained Resource Scheduling 404
9.6 Multiproject Scheduling and Resource Allocation 410
9.7 Goldratt s Critical Chain 414
PROJECT MANAGEMENT IN PRACTICE
Expediting Los Angeles Freeway Repairs after the Earthquake 384
Architectural Associates, Inc. 387
Thirty Days to Rescue 393
Benefit/Cost Analysis Saves Chicago s Deep Tunnel Project 395
Benefits of Resource Constraining at Pennsylvania Electric 409
CASE: D. U. Singer Hospital Products Corp. 426
PROJECT EXECUTION 431
CHAPTER 10 Monitoring and Information Systems 433
10.1 The Planning–Monitoring–Controlling Cycle 434
10.2 Information Needs and Reporting 441
10.3 Earned Value Analysis 446
10.4 Computerized PMIS (Project Management Information Systems) 457
PROJECT MANAGEMENT IN PRACTICE
Tracking Scope Creep: A Project Manager Responds 434
Drug Counseling Program 441
Earned Value at CERN 455
CASE: Kroon Chemische Fabriek 466
CHAPTER 11 Project Control 471
11.1 The Fundamental Purposes of Control 475
11.2 Three Types of Control Processes 476
11.3 The Design of Control Systems 485
11.4 Control of Change and Scope Creep 493
11.5 Control: A Primary Function of Management 497
PROJECT MANAGEMENT IN PRACTICE
Regaining Control of Nuclear Fusion 473
Delhi Metro 477
Schedule and Cost Control for Australia s New Parliament House 487
Major Scope Creep in a Consultancy Project 494
Better Control of Development Projects at Johnson Controls 496
CASE: Peerless Laser Processors 506
DIRECTED READING: Controlling Projects According to Plan 510
CHAPTER 12 Project Auditing 517
12.1 Purposes of Evaluation Goals of the Syst
