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Project Management in Practice, 6th Edition

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Offering streamlined coverage with an applied approach, Project Management in Practice, 6th 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 organized around the project management life cycle, and provides students with essential project management concepts while addressing an important area of industry growth: the use of projects to achieve the strategic goals of organizations.
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Table of Contents

1 The World of Project Management 1

1.1 What Is a Project? 1

Trends in Project Management 3

1.2 Project Management vs. General Management 4

Major Differences 4

Negotiation 5

1.3 What Is Managed? The Three Goals of a Project 7

1.4 The Life Cycles of Projects 10

1.5 Selecting Projects To Meet Organizational Objectives 11

Nonnumeric Selection Methods 12

Numeric Selection Methods 13

1.6 The Project Portfolio Process 21

1.7 The Materials in this Text 25

Review Questions 27

Discussion Questions 27

Exercises 28

Incident for Discussion 28

Case: Friendly Assisted Living Facility—1 29

Case: Handstar Inc. 30

Bibliography 32

2 The Manager, the Organization, and the Team 33

2.1 The PM’s Roles 34

Facilitator 34

Communicator 36

Virtual Project Manager 39

Meetings, Convener and Chair 40

2.2 The PM’s Responsibilities to the Project 41

Acquiring Resources 41

Fighting Fires and Obstacles 42

Leadership 42

Negotiation, Conflict Resolution, and Persuasion 44

2.3 Selection of a Project Manager 46

Credibility 47

Sensitivity 47

Leadership, Style, Ethics 47

Ability to Handle Stress 48

2.4 Project Management as a Profession 50

2.5 Fitting Projects into the Parent Organization 51

Pure Project Organization 52

Functional Project Organization 53

Matrix Project Organization 54

Mixed Organizational Systems 57

The Project Management Office and Project Maturity 57

2.6 The Project Team 59

Matrix Team Problems 61

Intrateam Conflict 62

Integration Management 64

Review Questions 66

Discussion Questions 66

Incidents for Discussion 67

Case: Friendly Assisted Living Facility—2 68

Case: The Quantum Bank 68

Case: Southern Care Hospital 69

Bibliography 71

3 Project Activity and Risk Planning 74

3.1 From the Project Charter to the Project Plan 74

3.2 The Planning Process—Overview 76

3.3 The Planning Process—Nuts and Bolts 77

The Launch Meeting—and Subsequent Meetings 77

Sorting Out the Project—The Work Breakdown Structure (WBS) 80

Extensions of the Everyday WBS 83

3.4 More on the Work Breakdown Structure and Other Aids 86

The RACI Matrix 86

A Whole-Brain Approach to Project Planning 88

The Design Structure Matrix 91

Agile Project Management 92

3.5 Risk Management 94

Review Questions 101

Discussion Questions 101

Exercises 102

Incidents for Discussion 103

Case: Friendly Assisted Living Facility—3 104

Case: John Wiley & Sons 105

Case: Samson University 106

Bibliography 107

4 Budgeting the Project 109

4.1 Methods of Budgeting 110

Top-Down Budgeting 112

Bottom-Up Budgeting 113

4.2 Cost Estimating 113

Work Element Costing 114

The Impact of Budget Cuts 114

An Aside 116

Activity versus Program Budgeting 118

4.3 Improving Cost Estimates 119

Forms 119

Learning Curves 119

Other Factors 123

4.4 Budget Uncertainty and Project Risk Management 125

Budget Uncertainty 125

Project Budgeting in Practice 128

4.5 Project Risk Simulation with Crystal Ball® 129

Considering Disaster 136

Review Questions 137

Discussion Questions 137

Exercises 138

Incidents For Discussion 139

Case: Friendly Assisted Living Facility Project Budget Development—4 140

Case: Photstat Inc. 142

Case: Building the Geddy’s dream house 143

Bibliography 144

5 Scheduling the Project 145

5.1 Pert and CPM Networks 146

The Language of PERT/CPM 146

Building the Network 147

Finding the Critical Path and Critical Time 149

Calculating Activity Slack 151

Doing It the Easy Way—Microsoft Project (MSP) 152

5.2 Project Uncertainty and Risk Management 155

Calculating Probabilistic Activity Times 155

The Probabilistic Network, an Example 156

Once More the Easy Way 158

The Probability of Completing the Project on Time 159

Selecting Risk and Finding D 162

The Case of the Unreasonable Boss 162

A Potential Problem: Path Mergers 163

5.3 Simulation 164

Incorporating Costs into the Simulation Analysis 166

Traditional Statistics versus Simulation 167

5.4 The Gantt Chart 170

The Chart 170

5.5 Extensions to PERT/CPM 172

Precedence Diagramming 173

Final Thoughts on the Use of These Tools 174

Review Questions 175

Discussion Questions 176

Exercises 176

Discussion Exercise 179

Incidents for Discussion 179

Case: Friendly Assisted Living Facility Program Plan—5 180

Case: NutriStar 182

Case: Launching E-Collar 184

Bibliography 185

6 Allocating Resources to the Project 186

6.1 Expediting a Project 187

The Critical Path Method 187

Crashing a Project with Excel 191

Fast-Tracking a Project 195

Project Expediting in Practice 195

6.2 Resource Loading 196

The Charismatic VP 202

6.3 Resource Leveling 202

Resource Loading/Leveling and Uncertainty 209

6.4 A llocating Scarce Resources to Projects 211

Some Comments about Constrained Resources 211

Some Priority Rules 211

6.5 Allocating Scarce Resources to Several Projects 213

Criteria of Priority Rules 214

The Basic Approach 215

Resource Allocation and the Project Life Cycle 215

6.6 Goldratt’s Critical Chain 216

Estimating Task Times 219

The Effect of Not Reporting Early Activity Completion 220

Multitasking 221

Common Chain of Events 223

The Critical Chain 224

Review Questions 225

Discussion Questions 226

Exercises 226

Incidents for Discussion 228

Case: Friendly Assisted Living Facility Resource Usage—6 229

Case: Charter Financial Bank 231

Case: Rand Contractors 232

Bibliography 233

7 Monitoring and Controlling the Project 234

7.1 The Plan-Monitor-Control Cycle 234

Designing the Monitoring System 236

7.2 Data Collection and Reporting 237

Data Analysis 237

Reporting and Report Types 238

Meetings 240

Virtual Meetings, Reports, and Project Management 241

7.3 Earned Value 242

7.4 Project Control 249

Purposes of Control 249

7.5 Designing the Control System 251

Types of Control Systems 252

Tools for Control 254

Burnup and Burndown Charts 257

7.6 Scope Creep and Change Control 257

Review Questions 259

Discussion Questions 260

Exercises 260

Incidents for Discussion 261

Case: Friendly Assisted Living Facility Case—7 263

LIST 265

Case: Palmstar Enterprises, Inc. 266

Case: Peak Lighting, Inc. 266

Bibliography 267

8 Evaluating and Closing the Project 269

8.1 Evaluation 269

Evaluation Criteria 270

Measurement 271

8.2 Project Auditing 272

The Audit Process 272

The Audit Report 274

8.3 Project Closure 277

When to Close a Project 277

Types of Project Closure 278

The Closure Process 279

The Project Final Report 281

Review Questions 283

Discussion Questions 283

Incidents for Discussion 284

Case: Friendly Assisted Living Facility Case—8 284

Case: Datatech 287

Case: Ivory Tower Systems 288

Bibliography 290

appendix: Probability and Statistic 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

Index 301

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New To This Edition

  • NEW online appendix on Time Management
  • NEW marginal icons call out where important discussions on improving the student’s perspective as a project managers in practice. The authors describe the role as constantly making trade-offs between the three main goals of scope, time, and cost but also risk and ancillary goals such as organizational improvement, strategic goals, and future opportunities.
  • UPDATED problems and mini cases
  • Expanded references to locations in PMBOK® that discuss the topic at hand for those who are also studying for the Project Management Professional® (PMP) or other certification exams offered by the Project Management Institute.

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The Wiley Advantage

  • Focuses on the basic fundamentals of project management.
  • Practical, hands-on approach, using Microsoft Project and Crystal Ball (risk analysis software). Free trial version of Crystal Ball is available to adopters of the text. 
  • Organization of the book follows project management life cycle, mirroring the way a real-world project would be executed
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Instructors Resources
Wiley Instructor Companion Site
Instructor's Resource Manual
Offers helpful teaching ideas, advice on course development, sample assignments, learning objectives, lecture outlines, class exercises, lecture notes, chapter reviews, and more!
PowerPoint Presentations
Our PowerPoint presentations contain a combination of key concepts allowing you to illustrate important topics with images, figures, and problems from the textbook.
Test Bank
Test your students' comprehension with this printable, editable digital collection of fill-in-the-blank, multiple-choice, true/false, and free-response questions.
Crystal Ball Trial Access
Each text has a code that provides trial access to the full version of Crystal Ball a popular decision-making software.
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Students Resources
Wiley Student Companion Site
PowerPoint Presentations
Our PowerPoint presentations contain a combination of key concepts allowing you to illustrate important topics with images, figures, and problems from the textbook.
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Purchase Options
Wiley E-Text   
Project Management in Practice, 6th Edition
ISBN : 978-1-119-29860-1
326 pages
October 2016, ©2017
$64.00   BUY

Project Management in Practice, 6th Edition
ISBN : 978-1-119-29885-4
326 pages
October 2016, ©2017
$122.95   BUY

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