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Summary
Summary
Know how to respond when things don't fall into place.
Skydiving has its inherent risks. Even though a professional team, like the one depicted on the cover, can make skydiving seem perfectly choreographed; there are always uncertainties. Whether it's getting a skydiving team into the air or a new product off the ground, no project has ever been completed exactly as planned.
With Meredith and Mantel's Sixth Edition, you'll not only learn how to select, initiate, operate, and control all types of projects; you'll also learn how to manage risks and uncertainties. Written from a managerial perspective, the text equips you with the quantitative skills, knowledge of organizational issues, and insights into human behavior that you need to do project management effectively.
Updated and revised, this edition features current coverage of topics such as:
* Risk management
* Lifecycle costing
* Real options
* Organizational process assets
* Non-technical project terminations
* The phase/quality-gate process
* Requirements formulation analysis
Free trial version of Microsoft Project(r) and Crystal Ball(r)
This text includes a CD-ROM containing a 120-day trial version of Microsoft Project(r) and a student version of Crystal Ball(r). Microsoft Project and Crystal Ball screenshots appear where relevant throughout the text. Additionally, a number of end-of-chapter exercises encourage you to apply these computer software packages to project management problems.
Author Notes
Jack Meredith is currently Professor of Management & Broyhill Distinguished Scholar & Chair in Operations at the Graduate School of Management at Wake Forest University. Dr. Meredith's research has focused on the strategic and operational problems that managers face, particularly those concerning the management of advanced technology. He received his BS and BSME at Oregon State University and his MBA and PhD at the University of California at Berkeley. Dr. Meredith has written eight books on operations management, project management and management science, including "Project Management" and "Operations Management for MBAs." He serves as outgoing editor in chief of the Journal of Operations Management. He received the school's inaugural Cowan Research Prize in 2002, the Academy of Management's 2003 Distinguished OM Scholar Award, and was inducted into the Oregon State University Engineering Hall of Fame in 2004.
Table of Contents
| Chapter 1 Projects in Contemporary Organizations | p. 1 |
| 1.1 The Definition of a "Project" | p. 8 |
| 1.2 Why Project Management? | p. 13 |
| 1.3 The Project Life Cycle | p. 14 |
| 1.4 The Structure of This Text | p. 21 |
| Project Management in Practice: The Olympic Torch Relay Project | p. 12 |
| Project Management in Practice: Demolishing San Francisco's Bridges Safely | p. 20 |
| Directed Reading: Lessons for an Accidental Profession | p. 27 |
| Project Initiation | |
| Chapter 2 Strategic Management and Project Selection | p. 38 |
| 2.1 Project Management Maturity | p. 40 |
| 2.2 Project Selection and Criteria of Choice | p. 41 |
| 2.3 The Nature of Project Selection Models | p. 44 |
| 2.4 Types of Project Selection Models | p. 47 |
| 2.5 Analysis under Uncertainty-The Management of Risk | p. 64 |
| 2.6 Comments on the Information Base for Selection | p. 76 |
| 2.7 Project Portfolio Process | p. 78 |
| 2.8 Project Proposals | p. 86 |
| Project Management in Practice: Implementing Strategy through Projects at Blue Cross/Blue Shield | p. 41 |
| Project Management in Practice: Project Selection for Spent Nuclear Fuel Cleanup | p. 54 |
| Case: Pan Europa Foods S.A. | p. 96 |
| Directed Reading: From Experience: Linking Projects to Strategy | p. 105 |
| Chapter 3 The Project Manager | p. 117 |
| 3.1 Project Management and the Project Manager | p. 119 |
| 3.2 Special Demands on the Project Manager | p. 127 |
| 3.3 Selecting the Project Manager | p. 139 |
| 3.4 Problems of Cultural Differences | p. 144 |
| 3.5 Impact of Institutional Environments | p. 148 |
| 3.6 Multicultural Communications and Managerial Behavior | p. 155 |
| Project Management in Practice: The Project Management Career Path at AT&T | p. 125 |
| Project Management in Practice: The Wreckmaster at a New York Subway Accident | p. 136 |
| Project Management in Practice: Success at Energo by Integrating Two Diverse Cultures | p. 147 |
| Project Management in Practice: Project Management in Brazil during Unstable Times | p. 152 |
| Case: The National Jazz Hall of Fame | p. 165 |
| Directed Reading: What It Takes to Be a Good Project Manager | p. 178 |
| Chapter 4 Project Organization | p. 183 |
| 4.1 The Project as Part of the Functional Organization | p. 185 |
| 4.2 Pure Project Organization | p. 189 |
| 4.3 The Matrix Organization | p. 191 |
| 4.4 Mixed Organizational Systems | p. 196 |
| 4.5 Choosing an Organizational Form | p. 198 |
| 4.6 Two Special Cases-Risk Management and the Project Office | p. 201 |
| 4.7 The Project Team | p. 210 |
| 4.8 Human Factors and the Project Team | p. 212 |
| Project Management in Practice: Reorganizing for Project Management at Prevost Car | p. 188 |
| Project Management in Practice: Trinatronic, Inc. | p. 200 |
| Project Management in Practice: South African Repair Success through Teamwork | p. 218 |
| Case: Oilwell Cable Company, Inc. | p. 225 |
| Directed Reading: The Virtual Project: Managing Tomorrow's Team Today | p. 229 |
| Chapter 5 Project Planning | p. 235 |
| 5.1 Initial Project Coordination | p. 237 |
| 5.2 Systems Integration | p. 245 |
| 5.3 Sorting Out the Project | p. 246 |
| 5.4 The Work Breakdown Structure and Linear Responsibility Charts | p. 256 |
| 5.5 Interface Coordination through Integration Management | p. 262 |
| Project Management in Practice: Minnesota DOT Project Planning | p. 244 |
| Project Management in Practice: Disaster Project Planning in Iceland | p. 254 |
| Case: A Project Management and Control System for Capital Projects | p. 271 |
| Directed Reading: Planning for Crises in Project Management | p. 282 |
| Chapter 6 Conflict and Negotiation | p. 290 |
| 6.1 The Nature of Negotiation | p. 293 |
| 6.2 Partnering, Chartering, and Change | p. 294 |
| 6.3 Conflict and the Project Life Cycle | p. 299 |
| 6.4 Some Requirements and Principles of Negotiation | p. 307 |
| 6.5 Neogtiation in Action-The Quad Sensor Project | p. 310 |
| Project Management in Practice: Selling New Area Codes to Consumers Who Don't Want Them | p. 292 |
| Project Management in Practice: A Consensus Feasibility Study for Montreal's Archipel Dam | p. 306 |
| Case: Pelican Landing: Bender Corporation | p. 315 |
| Directed Reading: Methods of Resolving Interpersonal Conflict | p. 319 |
| Project Implementation | |
| Chapter 7 Budgeting and Cost Estimation | p. 326 |
| 7.1 Estimating Project Budgets | p. 327 |
| 7.2 Improving the Process of Cost Estimation | p. 339 |
| Project Management in Practice: Pathfinder Mission to Mars-on a Shoestring | p. 328 |
| Project Management in Practice: Completing the Limerick Nuclear Facility Under Budget | p. 340 |
| Project Management in Practice: The Emanon Aircraft Corporation | p. 349 |
| Project Management in Practice: Managing Costs at Massachusetts' Neighborhood Health Plan | p. 353 |
| Case: Automotive Builders, Inc.: The Stanhope Project | p. 358 |
| Directed Reading: Three Perceptions of Project Cost | p. 364 |
| Chapter 8 Scheduling | p. 371 |
| 8.1 Background | p. 371 |
| 8.2 Network Techniques: PERT and CPM | p. 376 |
| 8.3 Risk Analysis Using Simulation with Crystal Ball 2000 | p. 404 |
| 8.4 Extensions and Applications | p. 414 |
| Project Management in Practice: Replacing the Atigun Section of the TransAlaska Pipeline | p. 373 |
| Project Management in Practice: Hosting the Annual Project Management Institute Symposium | p. 411 |
| Case: The Sharon Construction Corporation | p. 431 |
| Chapter 9 Resource Allocation | p. 433 |
| 9.1 Critical Path Method-Crashing a Project | p. 435 |
| 9.2 The Resource Allocation Problem | p. 444 |
| 9.3 Resource Loading | p. 445 |
| 9.4 Resource Leveling | p. 449 |
| 9.5 Constrained Resource Scheduling | p. 454 |
| 9.6 Multiproject Scheduling and Resource Allocation | p. 461 |
| 9.7 Goldratt's Critical Chain | p. 470 |
| Project Management in Practice: Expediting Los Angeles Freeway Repairs after the Earthquake | p. 434 |
| Project Management in Practice: Architectural Associates, Inc. | p. 437 |
| Project Management in Practice: Benefits of Resource Constraining at Pennsylvania Electric | p. 460 |
| Case: D.U. Singer Hospital Products Corp. | p. 485 |
| Chapter 10 Monitoring and Information Systems | p. 489 |
| 10.1 The Planning-Monitoring-Controlling Cycle | p. 490 |
| 10.2 Information Needs and the Reporting Process | p. 500 |
| 10.3 Earned Value Analysis | p. 507 |
| 10.4 Computerized PMIS (Project Management Information Systems) | p. 520 |
| Project Management in Practice: Using Project Management Software to Schedule the Olympic Games | p. 491 |
| Project Management in Practice: Drug Counseling Program | p. 497 |
| Project Management in Practice: Tracking Scope Creep: A Project Manager Responds | p. 501 |
| Project Management in Practice: Success through Earned Value at Texas Instruments | p. 517 |
| Case: The Project Manager/Customer Interface | p. 530 |
| Directed Reading: Survey of Project Management Tools | p. 534 |
| Chapter 11 Project Control | p. 541 |
| 11.1 The Fundamental Purposes of Control | p. 544 |
| 11.2 Three Types of Control Processes | p. 546 |
| 11.3 Comments on the Design of Control Systems | p. 557 |
| 11.4 Control as a Function of Management | p. 566 |
| 11.5 Balance in a Control System | p. 568 |
| 11.6 Control of Creative Activities | p. 571 |
| 11.7 Control of Change and Scope Creep | p. 572 |
| Project Management in Practice: Extensive Controls for San Francisco's Metro Turnback Project | p. 547 |
| Project Management in Practice: Schedule and Cost Control for Australia's New Parliament House | p. 564 |
| Project Management in Practice: Better Control of Development Projects at Johnson Controls | p. 575 |
| Case: Peerless Laser Processors | p. 581 |
| Directed Reading: Controlling Projects According to Plan | p. 586 |
| Project Termination | |
| Chapter 12 Project Auditing | p. 594 |
| 12.1 Purposes of Evaluation-Goals of the System | p. 595 |
| 12.2 The Project Audit | p. 599 |
| 12.3 Construction and Use of the Audit Report | p. 602 |
| 12.4 The Project Audit Life Cycle | p. 606 |
| 12.5 Some Essentials of an Audit/Evaluation | p. 609 |
| 12.6 Measurement | p. 611 |
| Project Management in Practice: Lessons from Auditing 110 Client/Server and Open Systems Projects | p. 598 |
| Project Management in Practice: Auditing a Troubled Project at Atlantic States Chemical Laboratories | p. 605 |
| Classic Reading: An Assessment of PostProject Reviews | p. 616 |
| Chapter 13 Project Termination | p. 624 |
| 13.1 The Varieties of Project Termination | p. 625 |
| 13.2 When to Terminate a Project | p. 629 |
| 13.3 The Termination Process | p. 635 |
| 13.4 The Final Report-A Project History | p. 641 |
| Project Management in Practice: Nucor's Approach to Termination by Addition | p. 627 |
| Project Management in Practice: Terminating the Superconducting Super Collider Project | p. 634 |
| Photo Credits | p. 649 |
| Name Index | p. 651 |
| Subject Index | p. 658 |
