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项目管理经典教材 Project Management A Systems Approach 10th Edition PDF.pdf
PROJECT MANAGEMENT: A Systems Approach to Planning, Scheduling, and Controlling
Contents
Preface
Chapter 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
1.18 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
CASE STUDY
Chapter 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: 1985–2009
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 FAILURE5
2.12 THE STAGE-GATE PROCESS
2.13 PROJECT LIFE CYCLES
2.14 GATE REVIEW MEETINGS (PROJECT CLOSURE)
2.15 PROJECT MANAGEMENT METHODOLOGIES: A DEFINITION
2.16 ORGANIZATIONAL CHANGE MANAGEMENT AND CORPORATE CULTURES
2.17 PROJECT MANAGEMENT INTELLECTUAL PROPERTY
2.18 SYSTEMS THINKING
2.19 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
Chapter 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 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
CASE STUDY
Chapter 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 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
Chapter 5: Management Functions
5.0 INTRODUCTION
5.1 CONTROLLING
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 ORGANIZATIONAL IMPACT
5.12 EMPLOYEE–MANAGER PROBLEMS
5.13 MANAGEMENT PITFALLS
5.14 COMMUNICATIONS
5.15 PROJECT REVIEW MEETINGS
5.16 PROJECT MANAGEMENT BOTTLENECKS
5.17 COMMUNICATION TRAPS
5.18 PROVERBS AND LAWS
5.19 HUMAN BEHAVIOR EDUCATION
5.20 MANAGEMENT POLICIES AND PROCEDURES
5.21 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
CASE STUDIES
Chapter 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
ANSWERS
CASE STUDY
Chapter 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
7.7 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
CASE STUDIES
Chapter 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 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
Chapter 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 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
Chapter 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 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
CASE STUDY
Chapter 11: Planning
11.0 INTRODUCTION
11.1 VALIDATING THE ASSUMPTIONS
11.2 GENERAL PLANNING
11.3 LIFE-CYCLE PHASES
11.4 PROPOSAL PREPARATION
11.5 KICKOFF MEETINGS
11.6 UNDERSTANDING PARTICIPANTS’ ROLES
11.7 PROJECT PLANNING
11.8 THE STATEMENT OF WORK
11.9 PROJECT SPECIFICATIONS
11.10 MILESTONE SCHEDULES
11.11 WORK BREAKDOWN STRUCTURE
11.12 WBS DECOMPOSITION PROBLEMS
11.13 ROLE OF THE EXECUTIVE IN PROJECT SELECTION
11.14 ROLE OF THE EXECUTIVE IN PLANNING
11.15 THE PLANNING CYCLE
11.16 WORK PLANNING AUTHORIZATION
11.17 WHY DO PLANS FAIL?
11.18 STOPPING PROJECTS
11.19 HANDLING PROJECT PHASEOUTS AND TRANSFERS
11.20 DETAILED SCHEDULES AND CHARTS
11.21 MASTER PRODUCTION SCHEDULING
11.22 PROJECT PLAN
11.23 TOTAL PROJECT PLANNING
11.24 THE PROJECT CHARTER
11.25 MANAGEMENT CONTROL
11.26 THE PROJECT MANAGER–LINE MANAGER INTERFACE
11.27 FAST-TRACKING
11.28 CONFIGURATION MANAGEMENT
11.29 ENTERPRISE PROJECT MANAGEMENT METHODOLOGIES
11.30 PROJECT AUDITS
11.31 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
Chapter 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
ANSWERS
CASE STUDY
Chapter 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
13.5 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
Chapter 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
ANSWERS
Chapter 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 STUDYING TIPS FOR THE PMI PROJECT MANAGEMENT CERTIFICATION EXAM
ANSWERS
CASE STUDIES
Chapter 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
ANSWERS
Chapter 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
17.7 RISK IDENTIFICATION
17.8 RISK ANALYSIS
17.9 QUALITATIVE RISK ANALYSIS
17.10 QUANTITATIVE RISK ANALYSIS
17.11 PROBABILITY DISTRIBUTIONS AND THE MONTE CARLO PROCESS
17.12 PLAN RISK RESPONSE
17.13 MONITOR AND CONTROL RISKS
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
ANSWERS
CASE STUDIES
Chapter 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
ANSWERS
Chapter 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 CYCLE
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
ANSWERS
Chapter 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 LEAN 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
ANSWERS
Chapter 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
Chapter 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
Chapter 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 STAKEHOLDERS
23.13 CONTINUOUS IMPROVEMENT
23.14 CAPACITY PLANNING
23.15 RISKS OF USING A PROJECT OFFICE
Chapter 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 POISONING
24.7 NESTLÉ’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
Chapter 25: The Rise, Fall, and Resurrection of Iridium: A Project Management Perspective
25.0 INTRODUCTION
25.1 NAMING THE PROJECT “IRIDIUM”
25.2 OBTAINING EXECUTIVE SUPPORT
25.3 LAUNCHING THE VENTURE
25.4 THE IRIDIUM SYSTEM
25.5 THE TERRESTRIAL AND SPACE-BASED NETWORK
25.6 PROJECT INITIATION: DEVELOPING THE BUSINESS CASE
25.7 THE “HIDDEN” BUSINESS CASE
25.8 RISK MANAGEMENT
25.9 THE COLLECTIVE BELIEF
25.10 THE EXIT CHAMPION
25.11 IRIDIUM’S INFANCY YEARS
25.12 DEBT FINANCING
25.13 THE M-STAR PROJECT
25.14 A NEW CEO
25.15 SATELLITE LAUNCHES
25.16 AN INITIAL PUBLIC OFFERING (IPO)
25.17 SIGNING UP CUSTOMERS
25.18 IRIDIUM’S RAPID ASCENT
25.19 IRIDIUM’S RAPID DESCENT
25.20 THE IRIDIUM “FLU”
25.21 SEARCHING FOR A WHITE KNIGHT
25.22 THE DEFINITION OF FAILURE (OCTOBER, 1999)
25.23 THE SATELLITE DEORBITING PLAN
25.24 IRIDIUM IS RESCUED FOR $25 MILLION
25.25 EPILOGUE
25.26 SHAREHOLDER LAWSUITS
25.27 THE BANKRUPTCY COURT RULING
25.28 AUTOPSY
25.29 FINANCIAL IMPACT OF THE BANKRUPTCY
25.30 WHAT REALLY WENT WRONG?
25.31 LESSONS LEARNED
25.32 CONCLUSION
Appendix A: Solutions to the Project Management Conflict Exercise
Appendix B: Solution to Leadership Exercise
Appendix C: Dorale Products Case Studies
DORALE PRODUCTS (A)
DORALE PRODUCTS (B)
DORALE PRODUCTS (C)
DORALE PRODUCTS (D)
DORALE PRODUCTS (E)
DORALE PRODUCTS (F)
DORALE PRODUCTS (G)
DORALE PRODUCTS (H)
DORALE PRODUCTS (I)
DORALE PRODUCTS (J)
DORALE PRODUCTS (K)
Appendix D: Solutions to the Dorale Products Case Studies
CASE STUDY (A)
CASE STUDY (B)
CASE STUDY (C)
CASE STUDY (D)
CASE STUDY (E)
CASE STUDY (F)
CASE STUDY (G)
CASE STUDY (H)
CASE STUDY (I)
CASE STUDY (J)
CASE STUDY (K)
Appendix E: Alignment of the PMBOK Guide to the Text
Author Index
Subject Index
Project Management
K E R Z N E R
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HAROLD KERZNER,
PH.D., is Senior Executive
Director for Project,
Program and Portfolio
Management at
International Institute of
Learning, Inc. (IIL), a global
learning solutions company
that conducts training
for leading corporations
throughout the world.
THE LANDMARK PROJECT MANAGEMENT
REFERENCE, NOW IN A NEW EDITION
Now in a Tenth Edition, this industry-leading project management
“bible” aligns its streamlined approach to the latest release of
the Project Management Institute’s Project Management Body of
Knowledge (PMI’s PMBOK® Guide), the new mandatory source of
training for the Project Management Professional (PMP®) Certifi cat-
ion Exam. This outstanding edition gives students and professionals
a profound understanding of project management with insights from
one of the best-known and respected authorities on the subject.
From the intricate framework of organizational behavior and structure
that can determine project success to the planning, scheduling, and
controlling processes vital to effective project management, the new
edition thoroughly covers every key component of the subject. This
Tenth Edition features:
■ New sections on scope changes, exiting a project, collective
belief, and managing virtual teams
■ More than twenty-fi ve case studies, including a new case
on the Iridium Project covering all aspects of project
management
■ 400 discussion questions
■ More than 125 multiple-choice questions
Other powerful tools by Harold Kerzner:
Project Management Workbook and PMP®/CAPM® Exam Study Guide, Tenth Edition
(978-0-470-27872-7)
Project Management Case Studies, Third Edition (978-0-470-27871-0)
ISBN 978 0 470 27870 3
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PROJECT
PROJECT
MANAGEMENT
MANAGEMENT
A SYS TE MS A PPROACH
TO PL A N N I N G, SCH ED U LI N G,
A N D CO NTRO LLI N G
HAROLD KERZNER, PH.D.
ffirs.qxd 1/21/09 4:44 PM Page i
PROJECT
MANAGEMENT
ffirs.qxd 1/21/09 4:44 PM Page ii
Dr. Kerzner’s 16 Points to Project
Management Maturity
1. Adopt a project management methodology and use it consistently.
2. Implement a philosophy that drives the company toward project
management maturity and communicate it to everyone.
3. Commit to developing effective plans at the beginning of each project.
4. Minimize scope changes by committing to realistic objectives.
5. Recognize that cost and schedule management are inseparable.
6. Select the right person as the project manager.
7. Provide executives with project sponsor information, not project
management information.
8. Strengthen involvement and support of line management.
9. Focus on deliverables rather than resources.
10. Cultivate effective communication, cooperation, and trust to achieve
rapid project management maturity.
11. Share recognition for project success with the entire project team and
line management.
12. Eliminate nonproductive meetings.
13. Focus on identifying and solving problems early, quickly, and cost
effectively.
14. Measure progress periodically.
15. Use project management software as a tool—not as a substitute for
effective planning or interpersonal skills.
16. Institute an all-employee training program with periodic updates based
upon documented lessons learned.
ffirs.qxd 1/21/09 4:44 PM Page iii
PROJECT
MANAGEMENT
ASystems Approach to
Planning, Scheduling,
and Controlling
T E N T H E D I T I O N
H A R O L D K E R Z N E R , P h . D .
Senior Executive Director for Project Managenment
The International Insitute for Learning New York,
New York
John Wiley & Sons, Inc.
ffirs.qxd 1/21/09 4:44 PM Page iv
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Library of Congress Cataloging-in-Publication Data:
Kerzner, Harold.
Project management : a systems approach to planning, scheduling, and conrolling/Harold Kerzner.—10th ed.
p.
cm.
Includes index.
ISBN 978-0-470-27870-3 (cloth : acid-free paper) 1. Project management.
I. Title.
HD69.P75K47 2009
658.4⬘04—dc22
Printed in the United States of America.
10
9
8
7
6
5
4
3
2
1
2008049907
ffirs.qxd 1/21/09 4:44 PM Page v
To
Dr. Herman Krier,
my Friend and Guru,
who taught me well the
meaning of the word “persistence”
ftoc.qxd 1/19/09 2:27 PM Page vii
Contents
Preface
xxi
1
OVERVIEW 1
1
7
2
12
14
17
Introduction
Understanding Project Management
Defining Project Success
The Project Manager–Line Manager Interface
Defining the Project Manager’s Role
Defining the Functional Manager’s Role
Defining the Functional Employee’s Role
Defining the Executive’s Role
18
1.0
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8 Working with Executives
1.9
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
1.18 Studying Tips for the PMI® Project Management Certification Exam 30
The Project Manager as the Planning Agent
19
26
27
22
30
21
29
8
24
17
20
Problems
33
Case Study
Williams Machine Tool Company
35
vii
ftoc.qxd 1/19/09 2:27 PM Page viii
viii
CONTENTS
2
PROJECT MANAGEMENT GROWTH: CONCEPTS AND
DEFINITIONS
37
50
54
57
38
37
38
39
45
58
Informal Project Management: A Definition
Introduction
General Systems Management
Project Management: 1945–1960
Project Management: 1960–1985
Project Management: 1985–2009
Resistance to Change
Systems, Programs, and Projects: A Definition
Product versus Project Management: A Definition
2.0
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8 Maturity and Excellence: A Definition
2.9
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
68
2.14 Gate Review Meetings (Project Closure)
2.15 Project Management Methodologies: A Definition
2.16 Organizational Change Management and Corporate Cultures
2.17 Project Management Intellectual Property
2.18 Systems Thinking
2.19 Studying Tips for the PMI® Project Management Certification Exam 85
60
63
59
66
74
74
82
76
81
Problems
88
3
ORGANIZATIONAL STRUCTURES
91
98
95
91
102
Introduction
Organizational Work Flow 94
Traditional (Classical) Organization
Developing Work Integration Positions
Line–Staff Organization (Project Coordinator)
103
Pure Product (Projectized) Organization
3.0
3.1
3.2
3.3
3.4
3.5
3.6 Matrix Organizational Form 106
3.7 Modification of Matrix Structures
3.8
3.9
3.10 Matrix Layering
3.11 Selecting the Organizational Form 119
3.12 Structuring the Small Company
3.13 Strategic Business Unit (SBU) Project Management
3.14 Transitional Management
3.15 Studying Tips for the PMI® Project Management Certification Exam 131
The Strong, Weak, Balanced Matrix
117
Center for Project Management Expertise
128
125
129
117
113
118
Problems
133
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