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Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 8th Edition

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Title: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 8th Edition
Author: Harold Kerzner, Ph.D.
ISBN: 0471225770 / 9780471225775
Format: Hard Cover
Pages: 896
Publisher: Wiley
Year: 2003
Availability: Out of Stock
     
 
  • Description
  • Contents

This Eight Edition of the industry-leading project management “bible” applies its streamlined approach to new, authoritative coverage aligned with the Project Management Institute’s Project Management Body of Knowledge (PMI’s PMBOK), the new mandatory source of training for the Project Management Professional (PMP) Certification Exam. Written by one of the best-known authorities on the subject, this extraordinary edition gives a profound understanding of project management.

Preface
1. OVERVIEW.
1.0 Introduction.
1.1 Understanding Project Management.
1.2 Defining Project Success.
1.3 The Project Manager-Line Manager Interface.
1.4 Defining the Project Manager's Role.
1.5 Defining the Functional Manager's Role.
1.6 Defining the Functional Employee's Role.
1.7 Defining the Executive's Role.
1.8 Working with Executives.
1.9 The Project Manager as the Planning Agent.
1.10 Project Champions.
1.11 The Downside of Project Management.
1.12 Project-Driven versus Non-Project-Driven Organizations.
1.13 Marketing in the Project-Driven Organization.
1.14 Classification of Projects.
1.15 Location of the Project Manager.
1.16 Differing Views of Project Management.
1.17 Concurrent Engineering: A Project Management Approach.
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: 1985-2003.
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 Project Management Methodologies: A Definition.
2.15 Change Management and Corporate Cultures.
2.16 Systems Thinking
Problems.
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 Center for Project Management Expertise.
3.9 Matrix Layering.
3.10 Selecting the Organizational Form.
3.11 Structuring the Small Company.
3.12 Strategic Business Unit (SBU) Project Management.
3.13 Transitional Management.
Problems.
Case Study Jones and Shephard Accountants, Inc.
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 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.
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 Leadership in a Project Environment.
5.9 Life-Cycle Leadership.
5.10 Organizational Impact.
5.11 Employee-Manager Problems.
5.12 Management Pitfalls.
5.13 Communications.
5.14 Project Review Meetings.
5.15 Project Management Bottlenecks.
5.16 Communication Traps.
5.17 Proverbs.
5.18 Management Policies and Procedures.
Problems.
Case Studies The Trophy Project
Leadership Effectiveness (A).
Leadership Effectiveness (B).
Motivational Questionnaire.
6. TIME MANAGEMENT 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.
Problems
Case Study The Reluctant Workers
7. CONFLICTS.
7.0 Introduction.
7.1 Objectives.
7.2 The Conflict Environment.
7.3 Conflict Resolution.
7.4 Understanding Superior, Subordinate, and Functional Conflicts.
7.5 The Management of Conflicts.
7.6 Conflict Resolution Modes.
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 Effective Project Management in the Small Business Organization.
8.4 Mega Projects.
8.5 Morality, Ethics, and the Corporate Culture.
8.6 Internal Partnerships.
8.7 External Partnerships.
8.8 Training and Education.
8.9 Integrated Product/Project Teams.
Problems.
9. THE VARIABLES FOR SUCCESS.
9.0 Introduction.
9.1 Predicting Project Success.
9.2 Project Management Effectiveness.
9.3 Expectations.
9.4 Force Field Analysis
9.5 Lessons Learned.
Problems.
10. WORKING WITH EXECUTIVES.
10.0 Introduction.
10.1 The Project Sponsor.
10.2 Handling Disagreements with the Sponsor.
10.3 The In-House Representatives.
Problems.
Case Study Corwin Corporation
11. PLANNING.
11.0 Introduction.
11.1 General Planning.
11.2 Life-Cycle Phases.
11.3 Proposal Preparation.
11.4 Understanding Participants' Roles.
11.5 Project Planning.
11.6 The Statement of Work.
11.7 Project Specifications.
11.8 Milestone Schedules.
11.9 Work Breakdown Structure.
11.10 WBS Decomposition Problems.
11.11 Role of the Executive in Project Selection.
11.12 Role of the Executive in Planning.
11.13 The Planning Cycle.
11.14 Work Planning Authorization.
11.15 Why Do Plans Fail?.
11.16 Stopping Projects.
11.17 Handling Project Phaseouts and Transfers.
11.18 Detailed Schedules and Charts.
11.19 Master Production Scheduling.
11.20 Program Plan.
11.21 Total Project Planning.
11.22 The Project Charter.
11.23 Management Control.
11.24 The Project Manager-Line Manager Interface.
11.25 Fast-Tracking.
11.26 Configuration Management.
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 Program 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 Understanding Project Management Software.
12.15 Software Features Offered.
12.16 Software Classification.
12.17 Implementation Problems.
Problems.
Case Study Crosby Manufacturing Corporation
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.
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.
Problems
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 Variance and Earned Value.
15.6 Recording Material Costs Using Earned Value Measurement.
15.7 The Material Accounting Criterion.
15.8 Material Variances: Price and Usage.
15.9 Summary Variances.
15.10 Status Reporting.
15.11 Cost Control Problems.
Problems.
Case Study The Bathtub Period
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.
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 Risk Planning.
17.7 Risk Assessment.
17.8 Risk Identification.
17.9 Risk Analysis.
17.10 The Monte Carlo Process.
17.11 Risk Handling.
17.12 Selecting the Appropriate Response Mechanism.
17.13 Risk Monitoring.
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.
Problems.
Case Studies.
Teloxy Engineering (A).
Teloxy Engineering (B).
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.
Problems.
19. MODERN DEVELOPMENTS IN PROJECT MANAGEMENT.
19.0 Introduction.
19.1 The Project Management Maturity Model (PMMM)..
19.2 Developing Effective Procedural Documentation..
19.3 Project Management Methodologies.
19.4 Continuous Improvement.
19.5 Capacity Planning.
19.6 Competency Models.
19.7 Managing Multiple Projects.
19.8 End-of-Phase Review Meetings
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 Operating Characteristic Curves.
20.13 Implementing Six Sigma.
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).
21 CONTRACTS AND PROCUREMENT
21.0 Introduction
21.1 Procurement
21.2 Requirement Cycle
21.3 Requistion Cycle
21.4 Solicitation Cycle
21.5 Award Cycle
21.6 Types of Contracts
21.7 Incentive Contracts
21.8 Contract Type versus Risk
21.9 Contract Administration Cycle
21.10 Using a Checklist
21.11 Proposal-Contractual Interaction
21.12 Summary
22. CRITICAL CHAIN PROJECT MANAGEMENT.
22.0 Introduction.
22.1 Anatomy of a Task Estimate.
22.2 Task Execution.
22.3 Protection in a Critical Chain Project.
22.4 Buffer Management.
22.5 Managing the Execution of a Critical Chain Project.
22.6 Critical Chain Multiproject Problem and Solution.
22.7 Implementing Multiproject Critical Chain.
22.8 How Critical Chain Extends Critical Path.
Problems.
Case Studies
Lucent Technologies.
Elbit Systems Ltd..
Seagate Technology.
Appendix A: Solutions to the Project Management Conflict Exercise.
Appendix B: Solution to Leadership Exercise.
Author Index.
Subject Index.
 

 
 
 
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