Wiley
Wiley.com
Print this page Share
Textbook

Project Management in Practice, 4th Edition

Project Management in Practice, 4th Edition (EHEP001753) cover image
Offering streamlined coverage with an applied approach, Project Management in Practice, 4th Edition focuses on the essentials of project management. This concise, hands-on text is ideal for a one semester project management course, or as a module on project management. This textbook is organised around the project management life cycle and it provides students with essential project management concepts.
See More

THE WORLD OF PROJECT MANAGEMENT 1

1.1 What Is a Project? 1

Trends in Project Management 2

1.2 Project Management vs. General Management 4

Major Differences 4

Negotiation 5

1.3 What Is Managed? The Three Goals of a Project 6

1.4 The Life Cycles of Projects 8

1.5 Selecting Projects to Meet Organizational Objectives 10

Nonnumeric Selection Methods 11

Numeric Selection Methods 12

1.6 Confronting Uncertainty—the Management of Risk 21

Considering Uncertainty in Project Selection Decisions 22

Considering Disaster 30

1.7 The Project Portfolio Process 31

Step 1: Establish a Project Council 31

Step 2: Identify Project Categories and Criteria 31

Step 3: Collect Project Data 33

Step 4: Assess Resource Availability 33

Step 5: Reduce the Project and Criteria Set 34

Step 6: Prioritize the Projects within Categories 34

Step 7: Select the Projects to Be Funded and Held in Reserve 34

Step 8: Implement the Process 35

1.8 The Materials in this Text 36

Review Questions 37

Discussion Questions 37

Problems 38

Incident for Discussion 39

Case: United Screen Printers 40

Case: Handstar Inc. 41

Bibliography 42

THE MANAGER, THE ORGANIZATION, AND THE TEAM 44

2.1 The PM’s Roles 45

Facilitator 45

Communicator 47

Virtual Project Manager 48

Meetings, Convener and Chair 49

2.2 The PM’s Responsibilities to the Project 50

Acquiring Resources 50

Fighting Fires and Obstacles 51

Leadership and Making Trade-Offs 51

Negotiation, Confl ict Resolution, and Persuasion 52

2.3 Selection of a Project Manager 53

Credibility 53

Sensitivity 54

Leadership, Style, Ethics 54

2.4 Project Management as a Profession 55

2.5 Fitting Projects Into the Parent Organization 57

More on “Why Projects?” 57

Pure Project Organization 58

Functional Project Organization 60

Matrix Project Organization 61

Mixed Organizational Systems 64

The Project Management Offi ce and Project Maturity 64

2.6 The Project Team 66

Matrix Team Problems 67

Intrateam Confl ict 68

Review Questions 72

Discussion Questions 72

Incidents for Discussion 72

Case: The Quantum Bank 73

Case: Southern Care Hospital 74

Bibliography 77

PLANNING THE PROJECT 79

3.1 The Contents of a Project Plan—The “Project Charter” 79

3.2 The Planning Process—Overview 83

3.3 The Planning Process—Nuts and Bolts 84

The Launch Meeting—and Subsequent Meetings 84

Sorting Out the Project—The Work Breakdown Structure (WBS) 87

Extensions of the Everyday WBS 90

3.4 More on the Work Breakdown Structure and Other Aids 96

The RACI Matrix 97

A Whole-Brain Approach to Project Planning 98

3.5 Multidisciplinary Teams—Balancing Pleasure and Pain 102

Integration Management 102

Interface Coordination—Interface Management 104

The Design Structure Matrix 105

Comments on Empowerment and Work Teams 107

Review Questions 108

Discussion Questions 109

Problems 109

Incidents for Discussion 110

Case: St. Dismas Assisted Living Facility—1 111

Case: John Wiley & Sons 113

Bibliography 113

BUDGETING THE PROJECT 115

4.1 Methods of Budgeting 116

Top-Down Budgeting 118

Bottom-Up Budgeting 119

4.2 Cost Estimating 120

Work Element Costing 120

The Impact of Budget Cuts 121

An Aside 122

Activity vs. Program Budgeting 124

4.3 Improving Cost Estimates 125

Forms 126

Learning Curves 126

Tracking Signals 130

Other Factors 131

4.4 Budget Uncertainty and Risk Management 133

Budget Uncertainty 133

Risk Management 136

Review Questions 144

Discussion Questions 144

Problems 145

Incidents for Discussion 146

Case: St. Dismas Assisted Living Facility Project Budget Development—2 146

Case: Photstat Inc. 149

Bibliography 149

SCHEDULING THE PROJECT 151

5.1 PERT and CPM Networks 152

The Language of PERT/CPM 152

Building the Network 153

Finding the Critical Path and Critical Time 155

Calculating Activity Slack 157

Doing It the Easy Way—Microsoft Project (MSP) 158

5.2 Project Uncertainty and Risk Management 161

Calculating Probabilistic Activity Times 161

The Probabilistic Network, an Example 162

Once More the Easy Way 164

The Probability of Completing the Project on Time 165

Selecting Risk and Finding D 171

The Case of the Unreasonable Boss 171

The Problem with Mergers 172

5.3 Simulation 173

Traditional Statistics vs. Simulation 176

5.4 The Gantt Chart 178

The Chart 178

5.5 Extensions to PERT/CPM 182

Precedence Diagramming 183

Final Thoughts on the Use of These Tools 184

Review Questions 186

Discussion Questions 186

Problems 186

Discussion Problem 188

Incidents for Discussion 189

Case: St. Dismas Assisted Living Facility Program Plan—3 189

Case: NutriStar 193

Bibliography 194

ALLOCATING RESOURCES TO THE PROJECT 196

6.1 Expediting a Project 197

The Critical Path Method 197

Fast-Tracking a Project 201

6.2 Resource Loading 202

The Charismatic VP 207

6.3 Resource Leveling 208

Resource Loading/Leveling and Uncertainty 214

6.4 Allocating Scarce Resources to Projects 216

Some Comments about Constrained Resources 217

Some Priority Rules 217

6.5 Allocating Scarce Resources to Several Projects 218

Criteria of Priority Rules 220

The Basic Approach 220

Resource Allocation and the Project Life Cycle 221

6.6 Goldratt’s Critical Chain 222

Estimating Task Times 225

The Effect of Not Reporting Early Activity Completion 226

Multitasking 226

Common Chain of Events 229

The Critical Chain 230

Review Questions 231

Discussion Questions 232

Problems 232

Incidents for Discussion 233

Case: St. Dismas Assisted Living Facility Resource Usage—4 234

Case: Charter Financial Bank 235

Bibliography 236

MONITORING AND CONTROLLING THE PROJECT 238

7.1 The Plan-Monitor-Control Cycle 238

Designing the Monitoring System 240

7.2 Data Collection and Reporting 241

Data Collecting 241

Data Analysis 242

Reporting and Report Types 243

Meetings 245

Virtual Meetings, Reports, and Project Management 246

7.3 Earned Value 247

7.4 Project Control 254

Purposes of Control 255

7.5 Designing the Control System 256

Types of Control Systems 258

Tools for Control 260

7.6 Scope Creep and Change Control 263

Review Questions 265

Discussion Questions 265

Problems 266

Incidents for Discussion 266

Case: St. Dismas Assisted Living Facility Case—5 268

Case: Palmstar Enterprises, Inc. 270

Bibliography 271

EVALUATING AND TERMINATING THE PROJECT 272

8.1 Evaluation 272

Evaluation Criteria 273

Measurement 274

8.2 Project Auditing 275

The Audit Process 275

The Audit Report 277

8.3 Project Termination 280

When to Terminate a Project 280

Types of Project Termination 281

The Termination Process 282

The Project Final Report 284

Review Questions 285

Discussion Questions 285

Incidents for Discussion 286

Case: St. Dismas Assisted Living Facility Case—6 286

Case: Datatech’s Audit 289

Bibliography 290

APPENDIX A: PROBABILITY AND STATISTICS 291

A.1 Probability 291

Subjective Probability 292

Logical Probability 292

Experimental Probability 292

A.2 Event Relationships and Probability Laws 292

The Multiplication Rule 293

The Addition Rule 294

A.3 Statistics 294

Descriptive versus Inferential Statistics 295

Measures of Central Tendency 296

Measures of Dispersion 297

Inferential Statistics 298

Standard Probability Distributions 299

Bibliography 300

NAME INDEX 301

SUBJECT INDEX 305

See More
  • Addresses the newest version of Crystal Ball
  • Expanded risk management coverage
  • Clearer and simpler approach to the explanation of "crashing a project" and to the discussion of the "tracking signal"
  • Expanded emphasis on ethics in project management
  • Teacher's Manual organised with learning objective
See More
  • Clear and accessible writing style. One reviewer said "One of the best written textbooks I have read. It should be a hit with the students who in many texts are confused by unclear presentation."
  • Focuses on the basic fundamentals of project management.
  • Practical, hands-on approach, using Microsoft Project (schools adopting the text can obtain access to the full version of Microsoft Project through Wiley's MSDNAA partnership) and Crystal Ball trial versions (risk analysis software) packaged with text
  • Organisation of the book follows project management life cycle, mirroring the way a real-world project would be executed.
See More
Instructors Resources
Wiley Instructor Companion Site
Instructor’s Companion Website
Password-protected website www.wiley.com/college/mantel offers instructors resources.
Instructor’s Resource Guide
Test Bank
The test bank contains approx. 150 questions per chapter, including multiple choice, true/false, and short essay questions with suggested responses.
PowerPoint Slides
Provides outlines for each chapter as well as all illustrations from the text. A key visual enhancement and learning aid for students in the classroom.
Additional Cases
ENHANCE YOUR COURSE
CourseSmart
Instant access to textbooks as eTextbooks.
Learn more
Digital evaluation copy available for this title
Request Copy
Contact your Wiley Representative
Find Your Rep
See More
See Less
Students Resources
Wiley Student Companion Site
See More
See Less
Purchase Options
Wiley E-Text   
Project Management in Practice, 4th Edition
ISBN : 978-0-470-91363-5
336 pages
February 2011, ©2011
$69.50   BUY

Paperback   
Project Management in Practice, 4th Edition
ISBN : 978-0-470-53301-7
328 pages
October 2010, ©2011
$151.95   BUY

Related Titles

Back to Top