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Project Management: The Managerial Process 8th Edition PDF – EBook

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  • Authors: Erik Larson, Clifford Gray (Author)
  • File Size: 15 MB
  • Format: PDF
  • Paperback: 1128 pages
  • Publisher: McGraw Hill; 8th edition (January 9, 2020)
  • Language: English
  • ISBN-10: 1260238865
  • ISBN-13: 978-1260238860

Download Project Management: The Managerial Process 8th Edition PDF – EBook

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Description

  • Authors: Erik Larson, Clifford Gray (Author)
  • File Size: 15 MB
  • Format: PDF
  • Paperback: 1128 pages
  • Publisher: McGraw Hill; 8th edition (January 9, 2020)
  • Language: English
  • ISBN-10: 1260238865
  • ISBN-13: 978-1260238860

Download Project Management: The Managerial Process 8th Edition PDF – EBook

Contents
Preface ix
Chapter 1
Modern Project Management 2
What Is a Project? 6
What a Project Is Not 7
Program versus Project 7
The Project Life Cycle 9
The Project Manager 10
Being Part of a Project Team 11
Agile Project Management 12
Current Drivers of Project Management 15
Compression of the Product Life Cycle 15
Knowledge Explosion 15
Triple Bottom Line (Planet, People, Profit) 15
Increased Customer Focus 15
Small Projects Represent Big Problems 16
Project Management Today: A Socio-Technical Approach 17
Summary 18
Chapter 2
Organization Strategy and Project Selection 28
Why Project Managers Need to Understand Strategy 30
The Strategic Management Process: An Overview 31
Four Activities of the Strategic Management Process 31
The Need for a Project Priority System 36
Problem 1: The Implementation Gap 36
Problem 2: Organization Politics 37
Problem 3: Resource Conflicts and Multitasking 38
Project Classification 38
Phase Gate Model 39
Selection Criteria 41
Financial Criteria 41
Nonfinancial Criteria 43
Two Multi-Criteria Selection Models 43
Applying a Selection Model 46
Project Classification 46
Sources and Solicitation of Project Proposals 47
Ranking Proposals and Selection of Projects 49
Managing the Portfolio System 52
Senior Management Input 52
Governance Team Responsibilities 52
Balancing the Portfolio for Risks and Types of Projects 52
Summary 54
Chapter 3
Organization: Structure and Culture 68
Project Management Structures 70
Organizing Projects within the Functional Organization 70
Organizing Projects as Dedicated Teams 73
Organizing Projects within a Matrix Arrangement 77
Different Matrix Forms 78
Project Management Office (PMO) 81
What Is the Right Project Management Structure? 83
Organization Considerations 83
Project Considerations 83
page xix
Organizational Culture 84
What Is Organizational Culture? 85
Identifying Cultural Characteristics 87
Implications of Organizational Culture for Organizing Projects 89
Summary 92
Chapter 4
Defining the Project 104
Step 1: Defining the Project Scope 106
Employing a Project Scope Checklist 107
Step 2: Establishing Project Priorities 111
Step 3: Creating the Work Breakdown Structure 113
Major Groupings in a WBS 113
How a WBS Helps the Project Manager 113
A Simple WBS Development 114
Step 4: Integrating the WBS with the Organization 118
Step 5: Coding the WBS for the Information System 118
Process Breakdown Structure 121
Responsibility Matrices 122
Project Communication Plan 124
Summary 126
Chapter 5
Estimating Project Times and Costs 134
Factors Influencing the Quality of Estimates 136
Planning Horizon 136
Project Complexity 136
People 136
Project Structure and Organization 137
Padding Estimates 137
Organizational Culture 137
Other Factors 137
Estimating Guidelines for Times, Costs, and Resources 138
Top-Down versus Bottom-Up Estimating 139
Methods for Estimating Project Times and Costs 142
Top-Down Approaches for Estimating Project Times and Costs 142
Bottom-Up Approaches for Estimating Project Times and Costs 146
A Hybrid: Phase Estimating 147
Level of Detail 149
Types of Costs 150
Direct Costs 151
Direct Project Overhead Costs 151
General and Administrative (G&A) Overhead Costs 151
Refining Estimates 152
Creating a Database for Estimating 154
Mega Projects: A Special Case 155
Summary 158
Appendix 5.1: Learning Curves for Estimating 164
Chapter 6
Developing a Project Schedule 168
Developing the Project Network 169
From Work Package to Network 170
Constructing a Project Network 172
Terminology 172
Basic Rules to Follow in Developing Project Networks 172
Activity-on-Node (AON) Fundamentals 173
Network Computation Process 176
Forward Pass—Earliest Times 177
Backward Pass—Latest Times 179
Determining Slack (or Float) 180
Using the Forward and Backward Pass Information 183
Level of Detail for Activities 184
Practical Considerations 184
Network Logic Errors 184
Activity Numbering 184
Use of Computers to Develop Networks 185
Calendar Dates 185
Multiple Starts and Multiple Projects 185
Extended Network Techniques to Come Closer to Reality 188
Laddering 188
Use of Lags to Reduce Schedule Detail and Project Duration 188
An Example Using Lag Relationships—the Forward and Backward Pass 192
Hammock Activities 193
Summary 194
Chapter 7
Managing Risk 212
Risk Management Process 214
Step 1: Risk Identification 216
Step 2: Risk Assessment 219
Probability Analysis 222
Step 3: Risk Response Development 223
Mitigating Risk 223
Avoiding Risk 225
Transferring Risk 225
Escalating Risk 225
Retaining Risk 225
Contingency Planning 226
Technical Risks 227
Schedule Risks 229
page xx
Cost Risks 229
Funding Risks 229
Opportunity Management 230
Contingency Funding and Time Buffers 231
Contingency Reserves 231
Management Reserves 232
Time Buffers 232
Step 4: Risk Response Control 233
Change Control Management 234
Summary 237
Appendix 7.1: PERT and PERT Simulation 248
Chapter 8
Scheduling Resources and Costs 258
Overview of the Resource Scheduling Problem 260
Types of Resource Constraints 262
Classification of a Scheduling Problem 263
Resource Allocation Methods 263
Assumptions 263
Time-Constrained Projects: Smoothing Resource Demand 264
Resource-Constrained Projects 265
Computer Demonstration of Resource-Constrained Scheduling
270
The Impacts of Resource-Constrained Scheduling 274
Splitting Activities 277
Benefits of Scheduling Resources 278
Assigning Project Work 279
Multiproject Resource Schedules 280
Using the Resource Schedule to Develop a Project Cost Baseline
281
Why a Time-Phased Budget Baseline Is Needed 281
Creating a Time-Phased Budget 282
Summary 287
Appendix 8.1: The Critical-Chain Approach 308
Chapter 9
Reducing Project Duration 318
Rationale for Reducing Project Duration 320
Options for Accelerating Project Completion 321
Options When Resources Are Not Constrained 322
Options When Resources Are Constrained 324
Project Cost-Duration Graph 327
Explanation of Project Costs 327
Constructing a Project Cost-Duration Graph 328
Determining the Activities to Shorten 328
A Simplified Example 330
Practical Considerations 332
Using the Project Cost-Duration Graph 332
Crash Times 333
Linearity Assumption 333
Choice of Activities to Crash Revisited 333
Time Reduction Decisions and Sensitivity 334
What If Cost, Not Time, Is the Issue? 335
Reduce Project Scope 336
Have Owner Take on More Responsibility 336
Outsource Project Activities or Even the Entire Project 336
Brainstorm Cost Savings Options 336
Summary 337
Chapter 10
Being an Effective Project Manager 354
Managing versus Leading a Project 356
Engaging Project Stakeholders 357
Influence as Exchange 361
Task-Related Currencies 362
Position-Related Currencies 363
Inspiration-Related Currencies 363
Relationship-Related Currencies 363
Personal-Related Currencies 364
Social Network Building 364
Mapping Stakeholder Dependencies 364
Management by Wandering Around (MBWA) 366
Managing Upward Relations 367
Leading by Example 369
Ethics and Project Management 372
Building Trust: The Key to Exercising Influence 373
Qualities of an Effective Project Manager 375
Summary 378
Chapter 11
Managing Project Teams 390
The Five-Stage Team Development Model 393
Situational Factors Affecting Team Development 395
Building High-Performance Project Teams 397
Recruiting Project Members 397
Conducting Project Meetings 399
Establishing Team Norms 401
Establishing a Team Identity 403
Creating a Shared Vision 404
Managing Project Reward Systems 406
Orchestrating the Decision-Making Process 408
Managing Conflict within the Project 410
page xxi
Rejuvenating the Project Team 413
Managing Virtual Project Teams 415
Project Team Pitfalls 419
Groupthink 419
Bureaucratic Bypass Syndrome 419
Team Spirit Becomes Team Infatuation 419
Summary 421
Chapter 12
Outsourcing: Managing Interorganizational Relations 434
Outsourcing Project Work 436
Request for Proposal (RFP) 440
Selection of Contractor from Bid Proposals 441
Best Practices in Outsourcing Project Work 442
Well-Defined Requirements and Procedures 442
Extensive Training and Team-Building Activities 444
Well-Established Conflict Management Processes in Place 445
Frequent Review and Status Updates 447
Co-location When Needed 448
Fair and Incentive-Laden Contracts 449
Long-Term Outsourcing Relationships 449
The Art of Negotiating 450
1. Separate the People from the Problem 451
2. Focus on Interests, Not Positions 452
3. Invent Options for Mutual Gain 453
4. When Possible, Use Objective Criteria 454
Dealing with Unreasonable People 454
A Note on Managing Customer Relations 455
Summary 458
Appendix 12.1: Contract Management 467
Chapter 13
Progress and Performance Measurement and Evaluation 474
Structure of a Project Monitoring Information System 476
What Data Are Collected? 476
Collecting Data and Analysis 476
Reports and Reporting 476
The Project Control Process 477
Step 1: Setting a Baseline Plan 477
Step 2: Measuring Progress and Performance 477
Step 3: Comparing Plan against Actual 477
Step 4: Taking Action 478
Monitoring Time Performance 478
Tracking Gantt Chart 478
Control Chart 479
Milestone Schedules 479
Earned Value Management (EVM) 480
The Need for Earned Value Management 480
Percent Complete Rule 484
What Costs Are Included in Baselines? 484
Methods of Variance Analysis 485
Developing a Status Report: A Hypothetical Example 487
Assumptions 487
Baseline Development 487
Development of the Status Report 488
Indexes to Monitor Progress 492
Performance Indexes 493
Project Percent Complete Indexes 494
Software for Project Cost/Schedule Systems 494
Additional Earned Value Rules 495
Forecasting Final Project Cost 496
Other Control Issues 498
Technical Performance Measurement 498
Scope Creep 500
Baseline Changes 500
The Costs and Problems of Data Acquisition 502
Summary 503
Appendix 13.1: The Application of Additional Earned Value Rules 522
Appendix 13.2: Obtaining Project Performance Information from MS
Project 2010 or 2016 528
Chapter 14
Project Closure 532
Types of Project Closure 534
Wrap-up Closure Activities 536
Project Audits 539
The Project Audit Process 540
Project Retrospectives 543
Project Audits: The Big Picture 543
Level 1: Ad Hoc Project Management 546
Level 2: Formal Application of Project Management 546
Level 3: Institutionalization of Project Management 547
Level 4: Management of Project Management System 547
Level 5: Optimization of Project Management System 548
Post-implementation Evaluation 548
Team Evaluation 548
Individual, Team Member, and Project Manager Performance Reviews 550
Summary 552
Appendix 14.1: Project Closeout Checklist 555
Chapter 15
Agile Project Management 562
Traditional versus Agile Methods 564
Agile PM 566
Agile PM in Action: Scrum 569
page xxii
Roles and Responsibilities 570
Scrum Meetings 572
Product and Sprint Backlogs 573
Sprint and Release Burndown Charts 575
Extreme Programming and Kanban 576
Kanban 577
Applying Agile PM to Large Projects 578
Limitations and Concerns 580
Hybrid Models 580
Summary 581
Chapter 16
International Projects 590
Environmental Factors 592
Legal/Political Factors 593
Security 593
Geography 594
Economic Factors 594
Infrastructure 596
Culture 597
Project Site Selection 599
Cross-Cultural Considerations: A Closer Look 600
Adjustments 601
Working in Mexico 602
Working in France 605
Working in Saudi Arabia 606
Working in China 608
Working in the United States 609
Summary Comments about Working in Different Cultures 611
Culture Shock 611
Selection and Training for International Projects 614
Appendix One:
Appendix Two:
Summary 617
Solutions to Selected Exercises 626
Computer Project Exercises 639
Glossary 656
Acronyms 663
Project Management Equations 664
Cross Reference of Project Management 665
Socio-Technical Approach to Project Management 666
Index 667

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