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Project Management: A Managerial Approach, 9th Edition 9th Edition, Kindle Edition by Jack R. Meredith (Author), Samuel J. Mantel Jr. (Author), Scott M. Shafer (Author) EBOOK PDF Instant Download
CHAPTER 1 Projects in Contemporary Organizations 1
1.1 The Definition of a “Project” 1
1.2 Why Project Management? 7
1.3 The Project Life Cycle 14
1.4 The Structure of this Text 19
PROJECT MANAGEMENT IN PRACTICE
A Unique Method for Traveler-Tracking at Copenhagen Airport 5
Turning London’s Waste Dump into the 2012 Olympics Stadium 17
PART I: PROJECT INITIATION 26
CHAPTER 2 Strategic Management and Project Selection 27
2.1 Project Management Maturity 29
2.2 Project Selection Criteria and Models 30
2.3 Types of Project Selection Models 33
2.4 Risk Considerations in Project Selection 50
2.5 Project Portfolio Management (PPM) 51
2.6 Project Bids and RFPs (Requests for Proposals) 60
PROJECT MANAGEMENT IN PRACTICE
Taipei 101: Refitted as World’s Tallest Sustainable Building 36
Virtual Project Team Strategy 48
CASE: Pan-Europa Foods S.A. 69
CHAPTER 3 The Project Manager 77
3.1 Project Management and the Project Manager 79
3.2 Special Demands on the Project Manager 83
3.3 Attributes of Effective Project Managers 92
3.4 Problems of Cultural Differences 99
PROJECT MANAGEMENT IN PRACTICE
Channel Tunnel 90
Why Project Managers Need to Have Local Knowledge 98
CASE: Nord Stream and the Danish Fishermen 108
Chapter 3 Appendix: Primer on Effective Time Management (online)
CHAPTER 4 Managing Conflict and the Art of Negotiation 111
4.1 Identifying and Analyzing Stakeholders 113
4.2 Conflict and the Project Life Cycle 114
4.3 Dealing with Conflict 120
4.4 The Nature of Negotiation 121
4.5 Partnering, Chartering, and Scope Change 122
4.6 Some Requirements and Principles of Negotiation 126
PROJECT MANAGEMENT IN PRACTICE
A Consensus Feasibility Study for Montreal’s Archipel Dam 120
Project Assessment and Recovery 128
CASE: ‘Gel for Well’: A Case of LBTZ AGRI Bank Pvt Ltd. 133
CHAPTER 5 The Project in the Organizational Structure 135
5.1 Projects in a Functional Organization 137
5.2 Projects in a Projectized Organization 140
5.3 Projects in a Matrixed Organization 142
5.4 Projects in Composite Organizational Structures 147
5.5 Selecting a Project Form 148
5.6 The Project Management Office (PMO) 150
5.7 The Project Team 155
5.8 Human Factors and the Project Team 158
PROJECT MANAGEMENT IN PRACTICE
Managing Risk in a Competitive Market 140
South African Repair Success through Teamwork 159
CASE: Dizplaze 168
PART II: PROJECT PLANNING 171
CHAPTER 6 Project Activity and Risk Planning 172
6.1 Initial Project Coordination and the Project Charter 174
6.2 The WBS: A Key Element of the Project Plan 183
6.3 Human Resources: The RACI Matrix and Agile Projects 192
6.4 Interface Coordination through Integration Management 196
6.5 Project Risk Management 198
PROJECT MANAGEMENT IN PRACTICE
Timetable Scheduling and Operational Plan Generation for London
Underground 177
Disaster Project Planning in Iceland 195
Trying to Install a Wind Farm in the Middle of the North Sea 197
CASE: Caprico 217
CHAPTER 7 Budgeting: Estimating Costs and Risks 224
7.1 Estimating Project Budgets 225
7.2 Improving the Process of Cost Estimating 237
7.3 Risk Estimation 245
PROJECT MANAGEMENT IN PRACTICE
Øresund Bridge: Seeing Projects Through Different Lenses 228
Simulating the Failure of California’s Levees 246
CASE: Gujarat Auto 260
CHAPTER 8 Scheduling 264
8.1 Background 264
8.2 Network Techniques: PERT and CPM 266
8.3 Risk Analysis using Simulation with Crystal BallðD 293
8.4 Using these Tools 303
PROJECT MANAGEMENT IN PRACTICE
Production Scheduling 265
Rapid Project Deployment at Kineo 302
CASE: Topline Arena 314
CHAPTER 9 Resource Allocation 316
9.1 Critical Path Method—Crashing a Project 316
9.2 The Resource Allocation Problem 324
9.3 Resource Loading 327
9.4 Resource Leveling 329
9.5 Constrained Resource Scheduling 335
9.6 Multiproject Scheduling and Resource Allocation 339
9.7 Goldratt’s Critical Chain 343
PROJECT MANAGEMENT IN PRACTICE
Expediting Los Angeles Freeway Repairs after the Earthquake 317
Thirty Days to Rescue 325
CASE: D. U. Singer Hospital Products Corp. 355
PART III: PROJECT EXECUTION 358
CHAPTER 10 Monitoring and Information Systems 359
10.1 The Planning–Monitoring–Controlling Cycle 360
10.2 Information Needs and Reporting 367
10.3 Earned Value Analysis 372
10.4 Computerized PMIS (Project Management Information Systems) 384
PROJECT MANAGEMENT IN PRACTICE
Tracking Scope Creep: A Project Manager Responds 361
Earned Value at CERN 383
CASE: Kroon Chemische Fabriek 392
CHAPTER 11 Project Control 396
11.1 The Fundamental Purposes of Control 398
11.2 Three Types of Control Processes 400
11.3 The Design of Control Systems 408
11.4 Control of Change and Scope Creep 415
11.5 Control: A Primary Function of Management 418
PROJECT MANAGEMENT IN PRACTICE
Delhi Metro 400
Schedule and Cost Control for Australia’s New Parliament House 411
CASE: Peerless Laser Processors 427
CHAPTER 12 Project Auditing 431
12.1 Purposes of Evaluation—Goals of the System 431
12.2 The Project Audit 435
12.3 The Project Audit Life Cycle 440
12.4 Some Essentials of an Audit/Evaluation 443
12.5 Measurement 446
PROJECT MANAGEMENT IN PRACTICE
Management of the Typhoon Project 441
CASE: Theater High Altitude Area Defense (THAAD):
Five Failures and Counting (B) 451
CHAPTER 13 Project Termination 454
13.1 The Varieties of Project Termination 454
13.2 When to Terminate a Project 458
13.3 The Termination Process 463
13.4 The Final Report—A Project History 469
13.5 Afterword 471
