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Project Management: A Managerial Approach, 9th Edition International Student Version

Project Management: A Managerial Approach, 9th Edition International Student Version

Jack R. Meredith, Samuel J. Mantel Jr., Scott M. Shafer

ISBN: 978-1-118-94586-5

Mar 2015

512 pages

Select type: E-Book

$64.00

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Description

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.

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CHAPTER 1 Projects in Contemporary Organizations 1

1.1 The Definition of a “Project” 1

1.2 Why Project Management? 7

1.3 The Project Life Cycle 14

1.4 The Structure of this Text 19

PROJECT MANAGEMENT IN PRACTICE

A Unique Method for Traveler-Tracking at Copenhagen Airport 5

Turning London’s Waste Dump into the 2012 Olympics Stadium 17

PART I: PROJECT INITIATION 26

CHAPTER 2 Strategic Management and Project Selection 27

2.1 Project Management Maturity 29

2.2 Project Selection Criteria and Models 30

2.3 Types of Project Selection Models 33

2.4 Risk Considerations in Project Selection 50

2.5 Project Portfolio Management (PPM) 51

2.6 Project Bids and RFPs (Requests for Proposals) 60

PROJECT MANAGEMENT IN PRACTICE

Taipei 101: Refitted as World’s Tallest Sustainable Building 36

Virtual Project Team Strategy 48

CASE: Pan-Europa Foods S.A. 69

CHAPTER 3 The Project Manager 77

3.1 Project Management and the Project Manager 79

3.2 Special Demands on the Project Manager 83

3.3 Attributes of Effective Project Managers 92

3.4 Problems of Cultural Differences 99

PROJECT MANAGEMENT IN PRACTICE

Channel Tunnel 90

Why Project Managers Need to Have Local Knowledge 98

CASE: Nord Stream and the Danish Fishermen 108

Chapter 3 Appendix: Primer on Effective Time Management (online)

CHAPTER 4 Managing Conflict and the Art of Negotiation 111

4.1 Identifying and Analyzing Stakeholders 113

4.2 Conflict and the Project Life Cycle 114

4.3 Dealing with Conflict 120

4.4 The Nature of Negotiation 121

4.5 Partnering, Chartering, and Scope Change 122

4.6 Some Requirements and Principles of Negotiation 126

PROJECT MANAGEMENT IN PRACTICE

A Consensus Feasibility Study for Montreal’s Archipel Dam 120

Project Assessment and Recovery 128

CASE: ‘Gel for Well’: A Case of LBTZ AGRI Bank Pvt Ltd. 133

CHAPTER 5 The Project in the Organizational Structure 135

5.1 Projects in a Functional Organization 137

5.2 Projects in a Projectized Organization 140

5.3 Projects in a Matrixed Organization 142

5.4 Projects in Composite Organizational Structures 147

5.5 Selecting a Project Form 148

5.6 The Project Management Office (PMO) 150

5.7 The Project Team 155

5.8 Human Factors and the Project Team 158

PROJECT MANAGEMENT IN PRACTICE

Managing Risk in a Competitive Market 140

South African Repair Success through Teamwork 159

CASE: Dizplaze 168

PART II: PROJECT PLANNING 171

CHAPTER 6 Project Activity and Risk Planning 172

6.1 Initial Project Coordination and the Project Charter 174

6.2 The WBS: A Key Element of the Project Plan 183

6.3 Human Resources: The RACI Matrix and Agile Projects 192

6.4 Interface Coordination through Integration Management 196

6.5 Project Risk Management 198

PROJECT MANAGEMENT IN PRACTICE

Timetable Scheduling and Operational Plan Generation for London

Underground 177

Disaster Project Planning in Iceland 195

Trying to Install a Wind Farm in the Middle of the North Sea 197

CASE: Caprico 217

CHAPTER 7 Budgeting: Estimating Costs and Risks 224

7.1 Estimating Project Budgets 225

7.2 Improving the Process of Cost Estimating 237

7.3 Risk Estimation 245

PROJECT MANAGEMENT IN PRACTICE

Øresund Bridge: Seeing Projects Through Different Lenses 228

Simulating the Failure of California’s Levees 246

CASE: Gujarat Auto 260

CHAPTER 8 Scheduling 264

8.1 Background 264

8.2 Network Techniques: PERT and CPM 266

8.3 Risk Analysis using Simulation with Crystal BallðD 293

8.4 Using these Tools 303

PROJECT MANAGEMENT IN PRACTICE

Production Scheduling 265

Rapid Project Deployment at Kineo 302

CASE: Topline Arena 314

CHAPTER 9 Resource Allocation 316

9.1 Critical Path Method—Crashing a Project 316

9.2 The Resource Allocation Problem 324

9.3 Resource Loading 327

9.4 Resource Leveling 329

9.5 Constrained Resource Scheduling 335

9.6 Multiproject Scheduling and Resource Allocation 339

9.7 Goldratt’s Critical Chain 343

PROJECT MANAGEMENT IN PRACTICE

Expediting Los Angeles Freeway Repairs after the Earthquake 317

Thirty Days to Rescue 325

CASE: D. U. Singer Hospital Products Corp. 355

PART III: PROJECT EXECUTION 358

CHAPTER 10 Monitoring and Information Systems 359

10.1 The Planning–Monitoring–Controlling Cycle 360

10.2 Information Needs and Reporting 367

10.3 Earned Value Analysis 372

10.4 Computerized PMIS (Project Management Information Systems) 384

PROJECT MANAGEMENT IN PRACTICE

Tracking Scope Creep: A Project Manager Responds 361

Earned Value at CERN 383

CASE: Kroon Chemische Fabriek 392

CHAPTER 11 Project Control 396

11.1 The Fundamental Purposes of Control 398

11.2 Three Types of Control Processes 400

11.3 The Design of Control Systems 408

11.4 Control of Change and Scope Creep 415

11.5 Control: A Primary Function of Management 418

PROJECT MANAGEMENT IN PRACTICE

Delhi Metro 400

Schedule and Cost Control for Australia's New Parliament House 411

CASE: Peerless Laser Processors 427

CHAPTER 12 Project Auditing 431

12.1 Purposes of Evaluation—Goals of the System 431

12.2 The Project Audit 435

12.3 The Project Audit Life Cycle 440

12.4 Some Essentials of an Audit/Evaluation 443

12.5 Measurement 446

PROJECT MANAGEMENT IN PRACTICE

Management of the Typhoon Project 441

CASE: Theater High Altitude Area Defense (THAAD):

Five Failures and Counting (B) 451

CHAPTER 13 Project Termination 454

13.1 The Varieties of Project Termination 454

13.2 When to Terminate a Project 458

13.3 The Termination Process 463

13.4 The Final Report—A Project History 469

13.5 Afterword 471

PROJECT MANAGEMENT IN PRACTICE

Project Termination Practices in Indian Industry 457

Pulling the Plug: Projects in a Risky World 459

Author Index 477

Subject Index 481

Please visit http://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)

  • WileyPLUS Learning Space is an easy way for students to learn, collaborate, and grow. With WileyPLUS Learning Space, students create a personalized study plan, assess progress along the way, and make deeper connections as they interact with the course material and each other. Visit www.WileyPLUSlearningspace.com for more information. (Access to WileyPLUS Learning Space is sold separately)
  • Scott Shafer has joined the author team, bringing a wealth of knowledge about simulation, team processes, and PMBOK standards to the book.
  • PMBOK Coverage is increased and aligns with the 5th edition (2013) of Project Management Body of Knowledge PMBOK® in multiple ways
  • Additional Materials in areas concerning strategic projects
  • A Managerial Approach: The authors address project management from the perspective of what the project manager will encounter, both chronologically during the “life cycle” of the project as well as practically, in the sense of what the project manager needs to know and why.
  • The Project Life Cycle remains the primary organizational guideline of the book – Part I: Project Initiation, Part II: Project Planning, Project III: Project Execution.
  • Crystal Ball Software and Microsoft Project: A registration code is packaged with the text, giving students access to a free 140-day trial edition of Crystal Ball. Schools adopting the text also can obtain access to the full version of Microsoft Project through Wiley's MSDNAA partnership (for more information, visit http://msdn.microsoft.com/academic).
  • Change Management: The task of the project manager to handle change is introduced throughout the text with references to the organizational, interpersonal, economic, and technical glitches that create crises in the life cycle of every project.