{"product_id":"project-management-9781119803836","title":"Project Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003e1 Projects in Contemporary Organizations 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 The Definition of a “Project” 2\u003c\/p\u003e \u003cp\u003e1.2 Why Project Management? 9\u003c\/p\u003e \u003cp\u003e1.3 The Project Life Cycle 16\u003c\/p\u003e \u003cp\u003e1.4 Agile Project Management 21\u003c\/p\u003e \u003cp\u003e1.5 The Structure of this Text 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Unique Method for Traveler-Tracking at Copenhagen Airport 5\u003c\/p\u003e \u003cp\u003eThe Smart-Grid Revolution Starts in Boulder, Colorado 7\u003c\/p\u003e \u003cp\u003eThe Olympic Torch Relay Project 8\u003c\/p\u003e \u003cp\u003eTurning London’s Waste Dump into the 2012 Olympics Stadium 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I: Project Initiation\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Project Strategy and Selection 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 Organizational Project Management and Governance 38\u003c\/p\u003e \u003cp\u003e2.2 Project Selection Models 43\u003c\/p\u003e \u003cp\u003e2.3 Project Portfolio Management (PPM) 57\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeagle 2 Mars Probe—A Planning Failure 38\u003c\/p\u003e \u003cp\u003eTaipei 101: Refitted as World’s Tallest Sustainable Building 47\u003c\/p\u003e \u003cp\u003eUsing a Project Portfolio to Achieve 100 Percent On-Time Delivery at Decor Cabinet Company 59\u003c\/p\u003e \u003cp\u003eImplementing Strategy through Projects at Blue Cross\/Blue Shield 61\u003c\/p\u003e \u003cp\u003eCase: MDCM, Inc. (B): Strategic IT Portfolio Management 72\u003c\/p\u003e \u003cp\u003eReading: From Experience: Linking Projects to Strategy 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The Project Manager 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Project Management and the Project Manager 84\u003c\/p\u003e \u003cp\u003e3.2 Special Demands on the Project Manager 90\u003c\/p\u003e \u003cp\u003e3.3 Attributes of Effective Project Managers 98\u003c\/p\u003e \u003cp\u003e3.4 Problems of Cultural Differences 105\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Project Management Career Path at AT\u0026amp;T 89\u003c\/p\u003e \u003cp\u003eShanghai Unlucky with Passengers 96\u003c\/p\u003e \u003cp\u003eGrowing Stress at Twitter 104\u003c\/p\u003e \u003cp\u003eSuccess at Energo by Integrating Two Diverse Cultures 108\u003c\/p\u003e \u003cp\u003eCases: Two Emergency Projects and PMs 114\u003c\/p\u003e \u003cp\u003eReading: Juggling Act 117\u003c\/p\u003e \u003cp\u003eChapter 3 Appendix: Primer on Effective TimeManagement (Online)\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Managing for Stakeholders and Resolving Conflicts 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Identifying and Analyzing Stakeholders 121\u003c\/p\u003e \u003cp\u003e4.2 Conflicts and the Project Life Cycle 124\u003c\/p\u003e \u003cp\u003e4.3 Dealing with Conflicts 128\u003c\/p\u003e \u003cp\u003e4.4 The Nature of Negotiation 130\u003c\/p\u003e \u003cp\u003e4.5 Partnering, Chartering, and Scope Change 133\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAgile Project to Create Website Following Earthquake 121\u003c\/p\u003e \u003cp\u003eStakeholder Involvement at Nemours Children’s Hospital 124\u003c\/p\u003e \u003cp\u003eA Consensus Feasibility Study for Montreal’s Archipel Dam 129\u003c\/p\u003e \u003cp\u003eQuickly Building a Kindergarten through Negotiation 132\u003c\/p\u003e \u003cp\u003eCase 4.1: Winds of Change in Klickitat County: The Harvest Wind Project 139\u003c\/p\u003e \u003cp\u003eCase 4.2: Negotiation in Action—The Quad Sensor Project 145\u003c\/p\u003e \u003cp\u003eReading: Roll Call 146\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 The Project in the Organizational Structure 148\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Projects in a Functional Organization 150\u003c\/p\u003e \u003cp\u003e5.2 Projects in a Projectized Organization 153\u003c\/p\u003e \u003cp\u003e5.3 Projects in a Matrixed Organization 155\u003c\/p\u003e \u003cp\u003e5.4 Projects in Composite Organizational Structures 161\u003c\/p\u003e \u003cp\u003e5.5 Selecting a Project Form 162\u003c\/p\u003e \u003cp\u003e5.6 The Project Management Office 163\u003c\/p\u003e \u003cp\u003e5.7 The Project Team 172\u003c\/p\u003e \u003cp\u003e5.8 Human Factors and the Project Team 177\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReorganizing for Project Management at Prevost Car 153\u003c\/p\u003e \u003cp\u003eSoftware Firm Yunio Avoids Complex Technologies 160\u003c\/p\u003e \u003cp\u003eTrinatronic, Inc. 164\u003c\/p\u003e \u003cp\u003eA Project Management Office Success for the Transportation Security Administration 167\u003c\/p\u003e \u003cp\u003eConvention Security: Project Success through Budget Recovery 169\u003c\/p\u003e \u003cp\u003eSouth African Repair Success through Teamwork 178\u003c\/p\u003e \u003cp\u003eCase: Acorn Industries 185\u003c\/p\u003e \u003cp\u003eReading: Four Steps to a Stronger PMO 188\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II: Project Planning\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Activity Planning: Traditional and Agile 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Traditional Project Activity Planning 195\u003c\/p\u003e \u003cp\u003e6.2 Agile Project Planning 213\u003c\/p\u003e \u003cp\u003e6.3 Coordination through Integration Management 221\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChild Support Software a Victim of Scope Creep 200\u003c\/p\u003e \u003cp\u003eUsing Agile to Integrate Two Gas Pipeline Systems 215\u003c\/p\u003e \u003cp\u003eThe Current State of Agile Project Management 216\u003c\/p\u003e \u003cp\u003eAn Acquisition Failure Questions Recommended Practice 222\u003c\/p\u003e \u003cp\u003eCase: Heublein: Planning a Project Management and Control System 228\u003c\/p\u003e \u003cp\u003eReading: The Evolution of Agile 236\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Budgeting and Risk Management 239\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Estimating Project Budgets 240\u003c\/p\u003e \u003cp\u003e7.2 Better Cost Estimating and Bidding 251\u003c\/p\u003e \u003cp\u003e7.3 Project Risk Management 261\u003c\/p\u003e \u003cp\u003e7.4 Quantitative Risk Assessment Methodologies 271\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePathfinder Mission to Mars—on a Shoestring 241\u003c\/p\u003e \u003cp\u003eThe Emanon Aircraft Corporation 260\u003c\/p\u003e \u003cp\u003eFacebook Risks Interruption to Move a Terabyte 270\u003c\/p\u003e \u003cp\u003eIgnoring Risk Contrasted with Recognizing Risk in Two Industries 274\u003c\/p\u003e \u003cp\u003eSimulating the Failure of California’s Levees 275\u003c\/p\u003e \u003cp\u003eCase: Fuddruckers and the Crystal Coast Music Festival 291\u003c\/p\u003e \u003cp\u003eReading: Building Resiliency 294\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Scheduling 297\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Background 297\u003c\/p\u003e \u003cp\u003e8.2 Network Techniques: PERT and CPM 299\u003c\/p\u003e \u003cp\u003e8.3 Risk Analysis Using Simulation with Crystal Ball\u003csup\u003e®\u003c\/sup\u003e 328\u003c\/p\u003e \u003cp\u003e8.4 Using these Tools 338\u003c\/p\u003e \u003cp\u003e8.5 Scheduling with Scrum 339\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMassachusetts’ Instant Bridges 298\u003c\/p\u003e \u003cp\u003eElection Returns within Three Hours 306\u003c\/p\u003e \u003cp\u003eHosting the Annual Project Management Institute Symposium 326\u003c\/p\u003e \u003cp\u003eDesigning and Delivering a Rush Vehicle for War 337\u003c\/p\u003e \u003cp\u003eCase: NutriStar Energy, Inc. 351\u003c\/p\u003e \u003cp\u003eReading: Without Further Delay 353\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Resource Allocation 356\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Critical Path Method—Crashing a Project 357\u003c\/p\u003e \u003cp\u003e9.2 The Resource Allocation Problem 364\u003c\/p\u003e \u003cp\u003e9.3 Resource Loading 366\u003c\/p\u003e \u003cp\u003e9.4 Resource Leveling 370\u003c\/p\u003e \u003cp\u003e9.5 Constrained Resource Scheduling 374\u003c\/p\u003e \u003cp\u003e9.6 Goldratt’s Critical Chain 380\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExpediting Los Angeles Freeway Repairs after the Earthquake 357\u003c\/p\u003e \u003cp\u003eThirty Days to Rescue 365\u003c\/p\u003e \u003cp\u003eBenefits of Resource Constraining at Pennsylvania Electric 379\u003c\/p\u003e \u003cp\u003eArchitectural Associates, Inc. 386\u003c\/p\u003e \u003cp\u003eCase: D. U. Singer Hospital Products Corp. 392\u003c\/p\u003e \u003cp\u003eReading: Let the Games Begin—Now 395\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III: Project Execution\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Monitoring and Information Systems 399\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 The Planning–Monitoring–Controlling Cycle 400\u003c\/p\u003e \u003cp\u003e10.2 Information Needs and Reporting 404\u003c\/p\u003e \u003cp\u003e10.3 Earned Value Analysis 409\u003c\/p\u003e \u003cp\u003e10.4 Agile Tools for Tracking Project Progress 421\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Project Management Software to Schedule the Olympic Games 401\u003c\/p\u003e \u003cp\u003eManaging Costs at Massachusetts’ Neighborhood Health Plan 405\u003c\/p\u003e \u003cp\u003eUsing Earned Value to Monitor Governmental Archiving and Records Costs 415\u003c\/p\u003e \u003cp\u003eSuccess through Earned Value at Texas Instruments 420\u003c\/p\u003e \u003cp\u003eCase: The Project Manager\/Customer Interface 428\u003c\/p\u003e \u003cp\u003eReading: Raise the Red Flags 431\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Project Control 433\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 The Fundamental Purposes of Control 436\u003c\/p\u003e \u003cp\u003e11.2 Three Types of Control Processes 438\u003c\/p\u003e \u003cp\u003e11.3 The Design of Control Systems 448\u003c\/p\u003e \u003cp\u003e11.4 Control of Change and Scope Creep 455\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMajor Scope Creep in Boston’s “Big Dig” 436\u003c\/p\u003e \u003cp\u003eExtensive Controls for San Francisco’s Metro Turnback Project 439\u003c\/p\u003e \u003cp\u003eTracking Scope Creep: A Project Manager Responds 451\u003c\/p\u003e \u003cp\u003eBetter Control of Development Projects at Johnson Controls 457\u003c\/p\u003e \u003cp\u003eCase: The Project Manager\/Customer Interface (B) 464\u003c\/p\u003e \u003cp\u003eReading: Delivery Dilemma: Here’s How to Choose the Right Approach for a Project 465\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Project Auditing 468\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 Purposes of Evaluation—Goals of the System 469\u003c\/p\u003e \u003cp\u003e12.2 The Project Audit 472\u003c\/p\u003e \u003cp\u003e12.3 The Project Audit Life Cycle 479\u003c\/p\u003e \u003cp\u003e12.4 Some Essentials of an Audit\/Evaluation 483\u003c\/p\u003e \u003cp\u003e12.5 Measurement 485\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice 470\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRisk Analysis vs. Budget\/Schedule Requirements in Australia 470\u003c\/p\u003e \u003cp\u003eLessons from Auditing 110 Client\/Server and Open Systems Projects 473\u003c\/p\u003e \u003cp\u003eRegaining Control of Nuclear Fusion 475\u003c\/p\u003e \u003cp\u003eAuditing a Troubled Project at Atlantic States Chemical Laboratories 480\u003c\/p\u003e \u003cp\u003eCase: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 490\u003c\/p\u003e \u003cp\u003eReading: An Assessment of Postproject Reviews 493\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Project Closure and Benefits Realization 499\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.1 The Varieties of Project Closure 500\u003c\/p\u003e \u003cp\u003e13.2 When to Close a Project 503\u003c\/p\u003e \u003cp\u003e13.3 The Closure Process 508\u003c\/p\u003e \u003cp\u003e13.4 The Project Plan Report—A Project History 515\u003c\/p\u003e \u003cp\u003e13.5 Benefits Realization 517\u003c\/p\u003e \u003cp\u003e13.6 Afterword 518\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNucor’s Approach to Closure by Addition 502\u003c\/p\u003e \u003cp\u003eTwelve Hospital Handoff Projects 504\u003c\/p\u003e \u003cp\u003eTerminating the Superconducting Super Collider Project 509\u003c\/p\u003e \u003cp\u003eWhen You Have to Kill a Project 515\u003c\/p\u003e \u003cp\u003eAuthor Index I-1\u003c\/p\u003e \u003cp\u003eSubject Index I-3\u003c\/p\u003e \u003cp\u003ePlease visit http:\/\/www.wiley.com\/college\/meredith for Appendices.\u003c\/p\u003e \u003cp\u003eAppendix A Probability and Statistics (Online)\u003c\/p\u003e \u003cp\u003eAppendix B Solutions to Selected Problems (Online)\u003c\/p\u003e \u003cp\u003eAppendix C Technological Forecasting (Online)\u003c\/p\u003e \u003cp\u003eAppendix D Creativity and Idea Generation (Online)\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407158124887,"sku":"9781119803836","price":119.65,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119803836.jpg?v=1730498374","url":"https:\/\/bookcurl.com\/products\/project-management-9781119803836","provider":"Book Curl","version":"1.0","type":"link"}