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Cover image for Project management : achieving competitive advantage / Jeffrey K. Pinto.
Project management : achieving competitive advantage / Jeffrey K. Pinto.
ISBN:
9780133798074
Title:
Project management : achieving competitive advantage / Jeffrey K. Pinto.
Author:
Pinto, Jeffrey K., author.
Personal Author:
Pinto, Jeffrey K., author.
Edition:
Fourth edition.
Physical Description:
xviii, 542 pages : illustrations ; 28 cm.
General Note:
Includes index.
Contents:
Machine generated contents note: ch. 1 Introduction: Why Project Management? -- Project Profile: Development Projects in Lagos, Nigeria -- Introduction -- 1.1.What Is a Project? -- General Project Characteristics -- 1.2.Why Are Projects Important? -- Project Profile: "Throwing Good Money after Bad": the BBC's Digital Media Initiative -- 1.3.Project Life Cycles -- Box 1.1 Project Managers in Practice -- 1.4.Determinants of Project Success -- Box 1.2 Project Management Research in Brief -- 1.5.Developing Project Management Maturity -- 1.6.Project Elements and Text Organization -- Summary -- Key Terms -- Discussion Questions -- Case Study 1.1 MegaTech, Inc. -- Case Study 1.2 The IT Department at Hamelin Hospital -- Case Study 1.3 Disney's Expedition Everest -- Case Study 1.4 Rescue of Chilean Miners -- Internet Exercises -- PMP Certification Sample Questions -- Notes -- ch. 2 The Organizational Context: Strategy, Structure, And Culture --

Contents note continued: Project Profile: Tesla's $5 Billion Gamble -- Introduction -- 2.1.Projects and Organizational Strategy -- 2.2.Stakeholder Management -- Identifying Project Stakeholders -- Managing Stakeholders -- 2.3.Organizational Structure -- 2.4.Forms of Organizational Structure -- Functional Organizations -- Project Organizations -- Matrix Organizations -- Moving to Heavyweight Project Organizations -- Box 2.1 Project Management Research in Brief -- 2.5.Project Management Offices -- 2.6.Organizational Culture -- How Do Cultures Form? -- Organizational Culture and Project Management -- Project Profile: Electronic Arts and the Power of Strong Culture in Design Teams -- Summary -- Key Terms -- Discussion Questions -- Case Study 2.1 Rolls-Royce Corporation -- Case Study 2.2 Classic Case: Paradise Lost---The Xerox Alto -- Case Study 2.3 Project Task Estimation and the Culture of "Gotcha!" -- Case Study 2.4 Widgets 'R Us -- Internet Exercises --

Contents note continued: PMP Certification Sample Questions -- Integrated Project---Building Your Project Plan -- Notes -- ch. 3 Project Selection and Portfolio Management -- Project Profile: Project Selection Procedures: A Cross-Industry Sampler -- Introduction -- 3.1.Project Selection -- 3.2.Approaches to Project Screening and Selection -- Method One Checklist Model -- Method Two Simplified Scoring Models -- Limitations of Scoring Models -- Method Three The Analytical Hierarchy Process -- Method Four Profile Models -- 3.3.Financial Models -- Payback Period -- Net Present Value -- Discounted Payback -- Internal Rate of Return -- Choosing a Project Selection Approach -- Project Profile: Project Selection and Screening at GE: The Tollgate Process -- 3.4.Project Portfolio Management -- Objectives and Initiatives -- Developing a Proactive Portfolio -- Keys to Successful Project Portfolio Management -- Problems in Implementing Portfolio Management -- Summary -- Key Terms --

Contents note continued: Solved Problems -- Discussion Questions -- Problems -- Case Study 3.1 Keflavik Paper Company -- Case Study 3.2 Project Selection at Nova Western, Inc. -- Internet Exercises -- Notes -- ch. 4 Leadership and the Project Manager -- Project Profile: Leading by Example for the London Olympics---Sir John Armitt -- Introduction -- 4.1.Leaders Versus Managers -- 4.2.How the Project Manager Leads -- Acquiring Project Resources -- Motivating and Building Teams -- Having a Vision and Fighting Fires -- Communicating -- Box 4.1 Project Management Research in Brief -- 4.3.Traits of Effective Project Leaders -- Conclusions about Project Leaders -- Project Profile: Dr. Elattuvalapil Sreedharan, India's Project Management Guru -- 4.4.Project Champions -- Champions---Who Are They? -- What Do Champions Do? -- How to Make a Champion -- 4.5.The New Project Leadership -- Box 4.2 Project Managers in Practice -- Project Profile: The Challenge of Managing Internationally --

Contents note continued: 4.6.Project Management Professionalism -- Summary -- Key Terms -- Discussion Questions -- Case Study 4.1 In Search of Effective Project Managers -- Case Study 4.2 Finding the Emotional Intelligence to Be a Real Leader -- Case Study 4.3 Problems with John -- Internet Exercises -- PMP Certification Sample Questions -- Notes -- ch. 5 Scope Management -- Project Profile: "We look like fools."---Oregon's Failed Rollout of Its Obamacare Web Site -- Introduction -- 5.1.Conceptual Development -- The Statement of Work -- The Project Charter -- Project Profile: Statements of Work: Then and Now -- 5.2.The Scope Statement -- The Work Breakdown Structure -- Purposes of the Work Breakdown Structure -- The Organization Breakdown Structure -- The Responsibility Assignment Matrix -- 5.3.Work Authorization -- Project Profile: Defining a Project Work Package -- 5.4.Scope Reporting -- Box 5.1 Project Management Research in Brief -- 5.5.Control Systems --

Contents note continued: Configuration Management -- 5.6.Project Closeout -- Summary -- Key Terms -- Discussion Questions -- Problems -- Case Study 5.1 Boeing's Virtual Fence -- Case Study 5.2 California's High-Speed Rail Project -- Case Study 5.3 Project Management at Dotcom.com -- Case Study 5.4 The Expeditionary Fighting Vehicle -- Internet Exercises -- PMP Certification Sample Questions -- MS Project Exercises -- Appendix 5.1 Sample Project Charter -- Integrated Project---Developing the Work Breakdown Structure -- Notes -- ch. 6 Project Team Building, Conflict, and Negotiation -- Project Profile: Engineers Without Borders: Project Teams Impacting Lives -- Introduction -- 6.1.Building the Project Team -- Identify Necessary Skill Sets -- Identify People Who Match the Skills -- Talk to Potential Team Members and Negotiate with Functional Heads -- Build in Fallback Positions -- Assemble the Team -- 6.2.Characteristics of Effective Project Teams -- A Clear Sense of Mission --

Contents note continued: A Productive Interdependency -- Cohesiveness -- Trust -- Enthusiasm -- Results Orientation -- 6.3.Reasons Why Teams Fail -- Poorly Developed or Unclear Goals -- Poorly Defined Project Team Roles and Interdependencies -- Lack of Project Team Motivation -- Poor Communication -- Poor Leadership -- Turnover Among Project Team Members -- Dysfunctional Behavior -- 6.4.Stages in Group Development -- Stage One Forming -- Stage Two Storming -- Stage Three Norming -- Stage Four Performing -- Stage Five Adjourning -- Punctuated Equilibrium -- 6.5.Achieving Cross-Functional Cooperation -- Superordinate Goals -- Rules and Procedures -- Physical Proximity -- Accessibility -- Outcomes of Cooperation: Task and Psychosocial Results -- 6.6.Virtual Project Teams -- Project Profile: Tele-Immersion Technology Eases the Use of Virtual Teams -- 6.7.Conflict Management -- What Is Conflict? -- Sources of Conflict -- Methods for Resolving Conflict -- 6.8.Negotiation --

Contents note continued: Questions to Ask Prior to the Negotiation -- Principled Negotiation -- Invent Options for Mutual Gain -- Insist on Using Objective Criteria -- Summary -- Key Terms -- Discussion Questions -- Case Study 6.1 Columbus Instruments -- Case Study 6.2 The Bean Counter and the Cowboy -- Case Study 6.3 Johnson & Rogers Software Engineering, Inc. -- Exercise in Negotiation -- Internet Exercises -- PMP Certification Sample Questions -- Notes -- ch. 7 Risk Management -- Project Profile: The Building that Melted Cars -- Introduction -- Box 7.1 Project Managers in Practice -- 7.1.Risk Management: A Four-Stage Process -- Risk Identification -- Project Profile: Bank of America Completely Misjudges Its Customers -- Risk Breakdown Structures -- Analysis of Probability and Consequences -- Risk Mitigation Strategies -- Use of Contingency Reserves -- Other Mitigation Strategies -- Control and Documentation -- Project Profile: Collapse of Shanghai Apartment Building --

Contents note continued: 7.2.Project Risk Management: An Integrated Approach -- Summary -- Key Terms -- Solved Problem -- Discussion Questions -- Problems -- Case Study 7.1 Classic Case: de Havilland's Falling Comet -- Case Study 7.2 The Spanish Navy Pays Nearly $3 Billion for a Submarine That Will Sink Like a Stone -- Case Study 7.3 Classic Case: Tacoma Narrows Suspension Bridge -- Internet Exercises -- PMP Certification Sample Questions -- Integrated Project---Project Risk Assessment -- Notes -- ch. 8 Cost Estimation and Budgeting -- Project Profile: Sochi Olympics---What's the Cost of National Prestige? -- 8.1.Cost Management -- Direct Versus Indirect Costs -- Recurring Versus Nonrecurring Costs -- Fixed Versus Variable Costs -- Normal Versus Expedited Costs -- 8.2.Cost Estimation -- Learning Curves in Cost Estimation -- Box 8.1 Project Management Research in Brief -- Problems with Cost Estimation -- Box 8.2 Project Management Research in Brief --

Contents note continued: 8.3.Creating a Project Budget -- Top-Down Budgeting -- Bottom-Up Budgeting -- Activity-Based Costing -- 8.4.Developing Budget Contingencies -- Summary -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Case Study 8.1 The Hidden Costs of Infrastructure Projects---The Case of Building Dams -- Case Study 8.2 Boston's Central Artery/Tunnel Project -- Internet Exercises -- PMP Certification Sample Questions -- Integrated Project---Developing the Cost Estimates and Budget -- Notes -- ch. 9 Project Scheduling: Networks, Duration Estimation, and Critical Path -- Project Profile: After 20 Years and More Than $50 Billion, Oil is No Closer to the Surface: The Caspian Kashagan Project -- Introduction -- 9.1.Project Scheduling -- 9.2.Key Scheduling Terminology -- 9.3.Developing a Network -- Labeling Nodes -- Serial Activities -- Concurrent Activities -- Merge Activities -- Burst Activities -- 9.4.Duration Estimation --

Contents note continued: 9.5.Constructing the Critical Path -- Calculating the Network -- The Forward Pass -- The Backward Pass -- Probability of Project Completion -- Laddering Activities -- Hammock Activities -- Options for Reducing the Critical Path -- Box 9.1 Project Management Research in Brief -- Summary -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Internet Exercises -- MS Project Exercises -- PMP Certification Sample Questions -- Notes -- ch. 10 Project Scheduling: Lagging, Crashing, and Activity Networks -- Project Profile: Enlarging the Panama Canal -- Introduction -- 10.1.Lags in Precedence Relationships -- Finish to Start -- Finish to Finish -- Start to Start -- Start to Finish -- 10.2.Gantt Charts -- Adding Resources to Gantt Charts -- Incorporating Lags in Gantt Charts -- Box 10.1 Project Managers in Practice -- 10.3.Crashing Projects -- Options for Accelerating Projects -- Crashing the Project: Budget Effects --

Contents note continued: 10.4.Activity-on-Arrow Networks -- How Are They Different? -- Dummy Activities -- Forward and Backward Passes with AOA Networks -- AOA Versus AON -- 10.5.Controversies in the Use of Networks -- Conclusions -- Summary -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Case Study 10.1 Project Scheduling at Blanque Cheque Construction (A) -- Case Study 10.2 Project Scheduling at Blanque Cheque Construction (B) -- MS Project Exercises -- PMP Certification Sample Questions -- Integrated Project---Developing the Project Schedule -- Notes -- ch. 11 Advanced Topics in Planning and Scheduling: Agile and Critical Chain -- Project Profile: Developing Projects Through Kickstarter---Do Delivery Dates Mean Anything? -- Introduction -- 11.1.Agile Project Management -- What Is Unique About Agile PM? -- Tasks Versus Stories -- Key Terms in Agile PM -- Steps in Agile -- Sprint Planning -- Daily Scrums -- The Development Work -- Sprint Reviews --

Contents note continued: Sprint Retrospective -- Problems with Agile -- Box 11.1 Project Management Research in Brief -- 11.2.Extreme Programming (XP) -- 11.3.The Theory of Constraints and Critical Chain Project Scheduling -- Theory of Constraints -- 11.4.The Critical Chain Solution to Project Scheduling -- Developing the Critical Chain Activity Network -- Critical Chain Solutions Versus Critical Path Solutions -- Project Profile: Eli Lilly Pharmaceuticals and Its Commitment to Critical Chain Project Management -- 11.5.Critical Chain Solutions to Resource Conflicts -- 11.6.Critical Chain Project Portfolio Management -- Box 11.2 Project Management Research in Brief -- 11.7.Critiques of CCPM -- Summary -- Key Terms -- Solved Problem -- Discussion Questions -- Problems -- Case Study 11.1 It's an Agile World -- Case Study 11.2 Ramstein Products, Inc. -- Internet Exercises -- Notes -- ch. 12 Resource Management --

Contents note continued: Project Profile: Hong Kong Connects to the World's Longest Natural Gas Pipeline -- Introduction -- 12.1.The Basics of Resource Constraints -- Time and Resource Scarcity -- 12.2.Resource Loading -- 12.3.Resource Leveling -- Step One: Develop the Resource-Loading Table -- Step Two: Determine Activity Late Finish Dates -- Step Three: Identify Resource Overallocation -- Step Four: Level the Resource-Loading Table -- 12.4.Resource-Loading Charts -- Box 12.1 Project Managers in Practice -- 72.5.Managing Resources in Multiproject Environments -- Schedule Slippage -- Resource Utilization -- In-Process Inventory -- Resolving Resource Decisions in Multiproject Environments -- Summary -- Key Terms -- Solved Problem -- Discussion Questions -- Problems -- Case Study 12.1 The Problems of Multitasking -- Internet Exercises -- MS Project Exercises -- PMP Certification Sample Questions -- Integrated Project---Managing Your Project's Resources -- Notes --

Contents note continued: ch. 13 Project Evaluation and Control -- Project Profile: New York City's CityTime Project -- Introduction -- 13.1.Control Cycles---A General Model -- 13.2.Monitoring Project Performance -- The Project S-Curve: A Basic Tool -- S-Curve Drawbacks -- Milestone Analysis -- Problems with Milestones -- The Tracking Gantt Chart -- Benefits and Drawbacks of Tracking Gantt Charts -- 13.3.Earned Value Management -- Terminology for Earned Value -- Creating Project Baselines -- Why Use Earned Value? -- Steps in Earned Value Management -- Assessing a Project's Earned Value -- 13.4.Using Earned Value to Manage a Portfolio of Projects -- Project Profile: Earned Value at Northrop Grumman -- 13.5.Issues in the Effective Use of Earned Value Management -- 13.6.Human Factors in Project Evaluation and Control -- Critical Success Factor Definitions -- Conclusions -- Summary -- Key Terms -- Solved Problem -- Discussion Questions -- Problems --

Contents note continued: Case Study 13.1 The IT Department at Kimble College -- Case Study 13.2 The Superconducting Supercollider -- Case Study 13.3 Boeing's 787 Dreamliner: Failure to Launch -- Internet Exercises -- MS Project Exercises -- PMP Certification Sample Questions -- Appendix 13.1 Earned Schedule* -- Notes -- ch. 14 Project Closeout and Termination -- Project Profile: Duke Energy and Its Cancelled Levy County Nuclear Power Plant -- Introduction -- 14.1.Types of Project Termination -- Box 14.1 Project Managers in Practice -- 14.2.Natural Termination---The Closeout Process -- Finishing the Work -- Handing Over the Project -- Gaining Acceptance for the Project -- Harvesting the Benefits -- Reviewing How It All Went -- Putting It All to Bed -- Disbanding the Team -- What Prevents Effective Project Closeouts? -- 14.3.Early Termination for Projects -- Making the Early Termination Decision --

Contents note continued: Project Profile: Aftermath of a "Feeding Frenzy": Dubai and Cancelled Construction Projects -- Shutting Down the Project -- Box 14.2 Project Management Research in Brief -- Allowing for Claims and Disputes -- 74.4.Preparing the Final Project Report -- Conclusion -- Summary -- Key Terms -- Discussion Questions -- Case Study 14.1 New Jersey Kills Hudson River Tunnel Project -- Case Study 14.2 The Project That Wouldn't Die -- Case Study 14.3 The Navy Scraps Development of Its Showpiece Warship---Until the Next Bad Idea -- Internet Exercises -- PMP Certification Sample Questions -- Appendix 14.1 Sample Pages from Project Sign-off Document.
Subject Term:
Project management.
Format:
Books
Publication Date:
2016
Publication Information:
Boston

Pearson,

[2016]