Designed for project management courses for business students, Project Management: A Managerial Approach, 9th Edition guides students through all facets of the steps needed to successfully manage a project. The authors’ managerial perspective addresses the basic nature of managing all types of projects as well as the specific techniques and insights required for selecting, initiating, executing, and evaluating those projects.
Preface
Chapter 1 Projects in Contemporary Organizations
1.1 The Definition of a "Project"
1.2 Why Project Management?
1.3 The Project Life Cycle
1.4 The Structure of this Text
Project Management in Practice
A Unique Method for Traveler-Tracking at Copenhagen Airport
Turning London's Waste Dump into the 2012 Olympics Stadium
Part I: Project Initiation
Chapter 2 Strategic Management and Project Selection
2.1 Project Management Maturity
2.2 Project Selection Criteria and Models
2.3 Types of Project Selection Models
2.4 Risk Considerations in Project Selection
2.5 Project Portfolio Management (PPM)
2.6 Project Bids and RFPs (Requests for Proposals)
Project Management in Practice
Taipei 101: Refitted as World's Tallest Sustainable Building
Virtual Project Team Strategy
CASE: Pan-Europa Foods S.A.
Chapter 3 The Project Manager
3.1 Project Management and the Project Manager
3.2 Special Demands on the Project Manager
3.3 Attributes of Effective Project Managers
3.4 Problems of Cultural Differences
Project Management In Practice
Channel Tunnel
Why Project Managers Need to Have Local Knowledge
CASE: Nord Stream and the Danish Fishermen
Chapter 3 Appendix: Primer on Effective Time Management (online)
Chapter 4 Managing Conflict and the Art of Negotiation
4.1 Identifying and Analyzing Stakeholders
4.2 Conflict and the Project Life Cycle
4.3 Dealing with Conflict
4.4 The Nature of Negotiation
4.5 Partnering, Chartering and Scope Change
4.6 Some Requirements and Principles of Negotiation
Project Management in Practice
A Consensus Feasibility Study for Montreal's Archipel Dam
Project Assessment and Recovery
CASE: ˜Gel for Well': A Case of LBTZ AGRI Bank Pvt Ltd.
Chapter 5 The Project in the Organizational Structure
5.1 Projects in a Functional Organization
5.2 Projects in a Projectized Organization
5.3 Projects in a Matrixed Organization
5.4 Projects in Composite Organizational Structures
5.5 Selecting a Project Form
5.6 The Project Management Office (PMO)
5.7 The Project Team
5.8 Human Factors and the Project Team
Project Management in Practice
Managing Risk in a Competitive Market
South African Repair Success through Teamwork
CASE: Dizplaze
Part II: Project Planning
Chapter 6 Project Activity and Risk Planning
6.1 Initial Project Coordination and the Project Charter
6.2 The WBS: A Key Element of the Project Plan
6.3 Human Resources: The RACI Matrix and Agile Projects
6.4 Interface Coordination through Integration Management
6.5 Project Risk Management
Project Management in Practice
Timetable Scheduling and Operational Plan Generation for London Underground
Disaster Project Planning in Iceland
Trying to Install a Wind Farm in the Middle of the North Sea
CASE: Caprico
Chapter 7 Budgeting: Estimating Costs and Risks
7.1 Estimating Project Budgets
7.2 Improving the Process of Cost Estimating
7.3 Risk Estimation
Project Management in Practice
Øresund Bridge: Seeing Projects Through Different Lenses
Simulating the Failure of California's Levees
CASE: Gujarat Auto
Chapter 8 Scheduling
8.1 Background
8.2 Network Techniques: PERT and CPM 266
8.3 Risk Analysis using Simulation with Crystal BallðD
8.4 Using these Tools
Project Management in Practice
Production Scheduling
Rapid Project Deployment at Kineo
CASE: Topline Arena
Chapter 9 Resource Allocation
9.1 Critical Path Method--Crashing a Project
9.2 The Resource Allocation Problem
9.3 Resource Loading
9.4 Resource Leveling
9.5 Constrained Resource Scheduling
9.6 Multi project Scheduling and Resource Allocation
9.7 Goldratt's Critical Chain
Project Management in Practice
Expediting Los Angeles Freeway Repairs after the Earthquake
Thirty Days to Rescue
CASE: D. U. Singer Hospital Products Corp.
Part III: Project Execution
Chapter 10 Monitoring and Information Systems
10.1 The Planning--Monitoring--Controlling Cycle
10.2 Information Needs and Reporting
10.3 Earned Value Analysis
10.4 Computerized PMIS (Project Management Information Systems)
Project Management in Practice
Tracking Scope Creep: A Project Manager Responds
Earned Value at CERN
CASE: Kroon Chemische Fabriek
Chapter 11 Project Control
11.1 The Fundamental Purposes of Control
11.2 Three Types of Control Processes
11.3 The Design of Control Systems
11.4 Control of Change and Scope Creep
11.5 Control: A Primary Function of Management
Project Management In Practice
Delhi Metro
Schedule and Cost Control for Australia's New Parliament House
CASE: Peerless Laser Processors
Chapter 12 Project Auditing
12.1 Purposes of Evaluation--Goals of the System
12.2 The Project Audit
12.3 The Project Audit Life Cycle
12.4 Some Essentials of an Audit / Evaluation
12.5 Measurement
Project Management In Practice
Management of the Typhoon Project
CASE: Theater High Altitude Area Defense (THAAD):
Five Failures and Counting (B)
Chapter 13 Project Termination
13.1 The Varieties of Project Termination
13.2 When to Terminate a Project
13.3 The Termination Process
13.4 The Final Report--A Project History
13.5 Afterword
Project Management In Practice
Project Termination Practices in Indian Industry
Pulling the Plug: Projects in a Risky World
Author Index
Subject Index
Please visit https://www.wiley.com/college/meredith for Appendices.
Appendix A: Probability and Statistics (online)
Appendix B: Answers to Even-Numbered Problems (online)
Appendix C: Technological Forecasting (online)
Appendix D: Creativity and Idea Generation (online)
