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Project management [electronic resource] : a systems approach to planning, scheduling, and controlling / Harold Kerzner, Ph. D. Senior Executive Director for Project Management, the International Institute for Learning, New York, New York

Author:
Kerzner, Harold
Published:
Hoboken, New Jersey : John Wiley & Sons, Inc., [2013]
Edition:
Eleventh edition.
Physical Description:
1 online resource (xxvii, 1,264 pages) : color illustrations
Additional Creators:
Ebooks Corporation
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Contents:
Machine generated contents note: 1.Overview -- 1.0.Introduction -- 1.1.Understanding Project Management -- 1.2.Defining Project Success -- 1.3.Success, Trade-Offs, and Competing Constraints -- 1.4.The Project Manager-Line Manager Interface -- 1.5.Defining the Project Manager's Role -- 1.6.Defining the Functional Manager's Role -- 1.7.Defining the Functional Employee's Role -- 1.8.Defining the Executive's Role -- 1.9.Working with Executives -- 1.10.Committee Sponsorship/Governance -- 1.11.The Project Manager as the Planning Agent -- 1.12.Project Champions -- 1.13.The Downside of Project Management -- 1.14.Project-Driven versus Non-Project-Driven Organizations -- 1.15.Marketing in the Project-Driven Organization -- 1.16.Classification of Projects -- 1.17.Location of the Project Manager -- 1.18.Differing Views of Project Management -- 1.19.Public-Sector Project Management -- 1.20.International Project Management -- 1.21.Concurrent Engineering: A Project Management Approach -- 1.22.Added Value -- 1.23.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Williams Machine Tool Company -- 2.Project Management Growth: Concepts And Definitions -- 2.0.Introduction -- 2.1.General Systems Management -- 2.2.Project Management: 1945-1960 -- 2.3.Project Management: 1960-1985 -- 2.4.Project Management: 1985-2012 -- 2.5.Resistance to Change -- 2.6.Systems, Programs, and Projects: A Definition -- 2.7.Product versus Project Management: A Definition -- 2.8.Maturity and Excellence: A Definition -- 2.9.Informal Project Management: A Definition -- 2.10.The Many Faces of Success -- 2.11.The Many Faces of Failure -- 2.12.The Stage-Gate Process -- 2.13.Project Life Cycles -- 2.14.Gate Review Meetings (Project Closure) -- 2.15.Engagement Project Management -- 2.16.Project Management Methodologies: A Definition -- 2.17.Enterprise Project Management Methodologies -- 2.18.Methodologies Can Fail -- 2.19.Organizational Change Management and Corporate Cultures -- 2.20.Project Management Intellectual Property -- 2.21.Systems Thinking -- 2.22.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Creating a Methodology -- 3.Organizational Structures -- 3.0.Introduction -- 3.1.Organizational Work Flow -- 3.2.Traditional (Classical) Organization -- 3.3.Developing Work Integration Positions -- 3.4.Line-Staff Organization (Project Coordinator) -- 3.5.Pure Product (Projectized) Organization -- 3.6.Matrix Organizational Form -- 3.7.Modification of Matrix Structures -- 3.8.The Strong, Weak, or Balanced Matrix -- 3.9.Center for Project Management Expertise -- 3.10.Matrix Layering -- 3.11.Selecting the Organizational Form -- 3.12.Structuring the Small Company -- 3.13.Strategic Business Unit (SBU) Project Management -- 3.14.Transitional Management -- 3.15.Barriers to Implementing Project Management in Emerging Markets -- 3.16.Seven Fallacies that Delay Project Management Maturity -- 3.17.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Jones and Shephard Accountants, Inc. -- Coronado Communications -- 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.Selecting the Wrong Project Manager -- 4.6.Next Generation Project Managers -- 4.7.Duties and Job Descriptions -- 4.8.The Organizational Staffing Process -- 4.9.The Project Office -- 4.10.The Functional Team -- 4.11.The Project Organizational Chart -- 4.12.Special Problems -- 4.13.Selecting the Project Management Implementation Team -- 4.14.Mistakes Made by Inexperienced Project Managers -- 4.15.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- 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.Dysfunctions of a Team -- 5.9.Leadership in a Project Environment -- 5.10.Life-Cycle Leadership -- 5.11.Value-Based Project Leadership -- 5.12.Organizational Impact -- 5.13.Employee-Manager Problems -- 5.14.Management Pitfalls -- 5.15.Communications -- 5.16.Project Review Meetings -- 5.17.Project Management Bottlenecks -- 5.18.Cross-Cutting Skills -- 5.19.Active Listening -- 5.20.Project Problem-Solving -- 5.21.Brainstorming -- 5.22.Project Decision-Making -- 5.23.Predicting the Outcome of a Decision -- 5.24.Facilitation -- 5.25.Handling Negative Team Dynamics -- 5.26.Communication Traps -- 5.27.Proverbs and Laws -- 5.28.Human Behavior Education -- 5.29.Management Policies and Procedures -- 5.30.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- The Trophy Project -- Communication Failures -- McRoy Aerospace -- The Poor Worker -- The Prima Donna -- The Team Meeting -- Leadership Effectiveness (A) -- Leadership Effectiveness (B) -- Motivational Questionnaire -- 6.Management Of Your Time And Stress -- 6.0.Introduction -- 6.1.Understanding Time Management -- 6.2.Time Robbers -- 6.3.Time Management Forms -- 6.4.Effective Time Management -- 6.5.Stress and Burnout -- 6.6.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- The Reluctant Workers -- 7.Conflicts -- 7.0.Introduction -- 7.1.Objectives -- 7.2.The Conflict Environment -- 7.3.Types of Conflicts -- 7.4.Conflict Resolution -- 7.5.Understanding Superior, Subordinate, and Functional Conflicts -- 7.6.The Management of Conflicts -- 7.7.Conflict Resolution Modes -- 7.8.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Facilities Scheduling at Mayer Manufacturing -- Telestar International -- Handling Conflict in Project Management -- 8.Special Topics -- 8.0.Introduction -- 8.1.Performance Measurement -- 8.2.Financial Compensation and Rewards -- 8.3.Critical Issues with Rewarding Project Teams -- 8.4.Effective Project Management in the Small Business Organization -- 8.5.Mega Projects -- 8.6.Morality, Ethics, and the Corporate Culture -- 8.7.Professional Responsibilities -- 8.8.Internal Partnerships -- 8.9.External Partnerships -- 8.10.Training and Education -- 8.11.Integrated Product/Project Teams -- 8.12.Virtual Project Teams -- 8.13.Breakthrough Projects -- 8.14.Managing Innovation Projects -- 8.15.Agile Project Management -- 8.16.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Is It Fraud? -- 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.Best Practices versus Proven Practices -- 9.7.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Radiance International -- 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.Politics -- 10.8.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Corwin Corporation -- The Prioritization of Projects -- The Irresponsible Sponsors -- Selling Executives on Project Management -- 11.Planning -- 11.0.Introduction -- 11.1.Validating the Assumptions -- 11.2.Validating the Objectives -- 11.3.General Planning -- 11.4.Life-Cycle Phases -- 11.5.Proposal Preparation -- 11.6.Kickoff Meetings -- 11.7.Understanding Participants' Roles -- 11.8.Project Planning -- 11.9.The Statement of Work -- 11.10.Project Specifications -- 11.11.Milestone Schedules -- 11.12.Work Breakdown Structure -- 11.13.WBS Decomposition Problems -- 11.14.Work Breakdown Structure Dictionary -- 11.15.Role of the Executive in Project Selection -- 11.16.Role of the Executive in Planning -- 11.17.The Planning Cycle -- 11.17.Work Planning Authorization -- 11.19.Why Do Plans Fail? -- 11.20.Stopping Projects -- 11.21.Handling Project Phaseouts and Transfers -- 11.22.Detailed Schedules and Charts -- 11.23.Master Production Scheduling -- 11.24.Project Plan -- 11.25.Total Project Planning -- 11.26.The Project Charter -- 11.27.Project Baselines -- 11.28.Verification and Validation -- 11.29.Requirements Traceability Matrix -- 11.30.Management Control -- 11.31.The Project Manager-Line Manager Interface -- 11.32.Fast-Tracking -- 11.33.Configuration Management -- 11.34.Enterprise Project Management Methodologies -- 11.35.Project Audits -- 11.36.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- 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.Understanding Project Management Software -- 12.17.Software Features Offered -- 12.18.Software Classification -- 12.19.Implementation Problems -- 12.20.Critical Chain -- 12.21.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Crosby Manufacturing Corporation -- The Invisible Sponsor -- 13.Project Graphics -- 13.0.Introduction -- 13.1.Customer Reporting -- 13.2.Bar (Gantt) Chart -- 13.3.Other Conventional Presentation Techniques -- 13.4.Logic Diagrams/Networks -- and Contents note continued: 13.5.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- 14.Pricing And Estimating -- 14.0.Introduction -- 14.1.Global Pricing Strategies -- 14.2.Types of Estimates -- 14.3.Pricing Process -- 14.4.Organizational Input Requirements -- 14.5.Labor Distributions -- 14.6.Overhead Rates -- 14.7.Materials/Support Costs -- 14.8.Pricing Out the Work -- 14.9.Smoothing Out Department Man-Hours -- 14.10.The Pricing Review Procedure -- 14.11.Systems Pricing -- 14.12.Developing the Supporting/Backup Costs -- 14.13.The Low-Bidder Dilemma -- 14.14.Special Problems -- 14.15.Estimating Pitfalls -- 14.16.Estimating High-Risk Projects -- 14.17.Project Risks -- 14.18.The Disaster of Applying the 10 Percent Solution to Project Estimates -- 14.19.Life-Cycle Costing (LCC) -- 14.20.Logistics Support -- 14.21.Economic Project Selection Criteria: Capital Budgeting -- 14.22.Payback Period -- 14.23.The Time Value of Money -- 14.24.Net Present Value (NPV) -- 14.25.Internal Rate of Return (IRR) -- 14.26.Comparing IRR, NPV, and Payback -- 14.27.Risk Analysis -- 14.28.Capital Rationing -- 14.29.Project Financing -- 14.30.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- The Estimating Problem -- 15.Cost Control -- 15.0.Introduction -- 15.1.Understanding Control -- 15.2.The Operating Cycle -- 15.3.Cost Account Codes -- 15.4.Budgets -- 15.5.The Earned Value Measurement System (EVMS) -- 15.6.Variance and Earned Value -- 15.7.The Cost Baseline -- 15.8.Justifying the Costs -- 15.9.The Cost Overrun Dilemma -- 15.10.Recording Material Costs Using Earned Value Measurement -- 15.11.The Material Accounting Criterion -- 15.12.Material Variances: Price and Usage -- 15.13.Summary Variances -- 15.14.Status Reporting -- 15.15.Cost Control Problems -- 15.16.Project Management Information Systems -- 15.17.Enterprise Resource Planning -- 15.18.Project Metrics -- 15.19.Key Performance Indicators -- 15.20.Value-Based Metrics -- 15.21.Dashboards and Scorecards -- 15.22.Business Intelligence -- 15.23.Infographics -- 15.24.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- The Bathtub Period -- Franklin Electronics -- Trouble in Paradise -- 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.Conclusion -- 16.5.Studying Tips for the PMI® Project Management Certification Exam -- 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 (11.1) -- 17.7.Risk Identification (11.2) -- 17.8.Risk Analysis (11.3, 11.4) -- 17.9.Qualitative Risk Analysis (11.3) -- 17.10.Quantitative Risk Analysis (11.4) -- 17.11.Probability Distributions and the Monte Carlo Process' -- 17.12.Plan Risk Response (11.5) -- 17.13.Monitor and Control Risks (11.6) -- 17.14.Some Implementation Considerations -- 17.15.The Use of Lessons Learned -- 17.16.Dependencies Between Risks -- 17.17.The Impact of Risk Handling Measures -- 17.18.Risk and Concurrent Engineering -- 17.19.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Teloxy Engineering (A) -- Teloxy Engineering (B) -- The Risk Management Department -- 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.Prices and Experience -- 18.14.Competitive Weapon -- 18.15.Studying Tips for the PMI® Project Management Certification Exam -- Problems -- 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.Summary -- 19.14.Studying Tips for the PMI® Project Management Certification Exam -- Case Studies -- The Scheduling Dilemma -- To Bid or Not to Bid -- The Management Reserve -- 20.Quality Management -- 20.0.Introduction -- 20.1.Definition of Quality -- 20.2.The Quality Movement -- 20.3.Comparison of the Quality Pioneers -- 20.4.The Taguchi Approach -- 20.5.The Malcolm Baldrige National Quality Award -- 20.6.ISO 9000 -- 20.7.Quality Management Concepts -- 20.8.The Cost of Quality -- 20.9.The Seven Quality Control Tools -- 20.10.Process Capability (CP) -- 20.11.Acceptance Sampling -- 20.12.Implementing Six Sigma -- 20.13.Leah Six Sigma and DMAIC -- 20.14.Quality Leadership -- 20.15.Responsibility for Quality -- 20.16.Quality Circles -- 20.17.Just-In-Time Manufacturing (JIT) -- 20.18.Total Quality Management (TQM) -- 20.19.Studying Tips for the PMI® Project Management Certification Exam -- 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.End-of-Phase Review Meetings -- Case Study -- Honicker Corporation -- 22.The Business Of Scope Changes -- 22.0.Introduction -- 22.1.Need for Business Knowledge -- 22.2.Timing of Scope Changes -- 22.3.Business Need for a Scope Change -- 22.4.Rationale for Not Approving a Scope Change -- Case Study -- Kemko Manufacturing -- 23.The Project Office -- 23.0.Introduction -- 23.1.Present-Day Project Office -- 23.2.Implementation Risks -- 23.3.Types of Project Offices -- 23.4.Networking Project Management Offices -- 23.5.Project Management Information Systems -- 23.6.Dissemination of Information -- 23.7.Mentoring -- 23.8.Development of Standards and Templates -- 23.9.Project Management Benchmarking -- 23.10.Business Case Development -- 23.11.Customized Training (Related to Project Management) -- 23.12.Managing Stakeholder Relations -- 23.13.Continuous Improvement -- 23.14.Capacity Planning -- 23.15.Risks of Using a Project Office -- 23.16.Project Portfolio Management -- Case Study -- The Project Management Lawsuit -- 24.Managing Crisis Projects -- 24.0.Introduction -- 24.1.Understanding Crisis Management -- 24.2.Ford versus Firestone -- 24.3.The Air France Concorde Crash -- 24.4.Intel and the Pentium Chip -- 24.5.The Russian Submarine Kursk -- 24.6.The Tylenol Poisonings -- 24.7.Nestle's Marketing of Infant Formula -- 24.8.The Space Shuttle Challenger Disaster -- 24.9.The Space Shuttle Columbia Disaster -- 24.10.Victims Versus Villains -- 24.11.Life-Cycle Phases -- 24.12.Project Management Implications -- 25.Future Of Project Management -- 25.0.Changing Times -- 25.1.Complex Projects -- 25.2.Complexity Theory -- 25.3.Scope Creep -- 25.4.Project Health Checks -- 25.5.Managing Troubled Projects -- 26.The Rise, Fall, And Resurrection Of Iridium: A Project Management Perspective -- 26.0.Introduction -- 26.1.Naming the Project "Iridium" -- 26.2.Obtaining Executive Support -- 26.3.Launching the Venture -- 26.4.The Iridium System -- 26.5.The Terrestrial and Space-Based Network -- 26.6.Project Initiation: Developing the Business Case -- 26.7.The "Hidden" Business Case -- 26.8.Risk Management -- 26.9.The Collective Belief -- 26.10.The Exit Champion -- 26.11.Iridium's Infancy Years -- 26.12.Debt Financing -- 26.13.The M-Star Project -- 26.14.A New CEO -- 26.15.Satellite Launches -- 26.16.An Initial Public Offering (IPO) -- 26.17.Signing Up Customers -- 26.18.Iridium's Rapid Ascent -- 26.19.Iridium's Rapid Descent -- 26.20.The Iridium "Flu" -- 26.21.Searching for a White Knight -- 26.22.The Definition of Failure (October, 1999) -- 26.23.The Satellite Deorbiting Plan -- 26.24.Iridium is Rescued for $25 Million -- 26.25.Iridium Begins to Grow -- 26.26.Shareholder Lawsuits -- 26.27.The Bankruptcy Court Ruling -- 26.28.Autopsy -- 26.29.Financial Impact of the Bankruptcy -- 26.30.What Really Went Wrong? -- 26.31.Lessons Learned -- 26.32.Conclusion.
Subject(s):
ISBN:
1118418557 (electronic bk.)
9781118418550 (electronic bk.)
Note:
Description based on print version record.
AVAILABLE ONLINE TO AUTHORIZED PSU USERS.
Bibliography Note:
Includes bibliographical references and index.
Reproduction Note:
Electronic reproduction. Perth, W.A. Available via World Wide Web.
Technical Details:
Mode of access: World Wide Web.
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