Project Management in Practice - Jack R. Meredith

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Résumé :

Preface xv?

1 The World of Project Management 1?

1.1 What is a Project? 1?

1.1.1 Trends in Project Management 2?

1.2 Project Management Versus General Management 5?

1.2.1 Major Differences 5?

1.2.2 Negotiation 7?

1.3 Agile Project Management 8?

1.4 What is Managed? The Three Goals of a Project 11?

1.5 The Life Cycles of Projects 14?

1.6 Selecting Projects to Meet Organizational Objectives 16?

1.6.1 Nonnumeric Selection Methods 17?

1.6.2 Numeric Selection Methods 18?

1.7 The Project Portfolio Process 25?

1.8 Sustainable Project Management 30?

1.8.1 Sustainability Frameworks for Project Management 30?

1.9 The Materials in this Text 32?

Review Questions 33?

Discussion Questions 33?

Exercises 34?

Incident for Discussion 35?

Case: Friendly Assisted Living Facility- 1 36?

Case: Handstar Inc. 37?

Bibliography 38?

2 The Manager the Organization and the Team 40?

2.1 The PM's Roles 41?

2.1.1 Facilitator 41?

2.1.2 Communicator 43?

2.1.3 Virtual Project Manager 46?

2.1.4 Meetings Convener and Chair 47?

2.2 The PM's Responsibilities to the Project 47?

2.2.1 Acquiring Resources 47?

2.2.2 Fighting Fires and Obstacles 48?

2.2.3 Leadership 48?

2.2.4 Negotiation Conflict Resolution and Persuasion 51?

2.3 Selection of a Project Manager 53?

2.3.1 Credibility 53?

2.3.2 Sensitivity 53?

2.3.3 Leadership Style Ethics 53?

2.3.4 Ability to Handle Stress 55?

2.4 Project Management as a Profession 56?

2.5 Projects in the Parent Organization 58?

2.5.1 Inter- Organizational Projects 58?

2.5.2 Organizational Support Climate and Commitment 58?

2.5.3 Pure Project Organization 59?

2.5.4 Functional Project Organization 60?

2.5.5 Matrix Project Organization 61?

2.5.6 Mixed Organizational Systems 63 ?

2.5.7 The Project Management Office and Project Maturity 63?

2.6 The Project Team 65?

2.6.1 Matrix Team Problems 67?

2.6.2 Intrateam Conflict 67?

2.6.3 Integration Management 70?

2.7 Agile Team Roles 72?

Review Questions 74?

Discussion Questions 75?

Exercises 75?

Incidents For Discussion 76?

Case: Friendly Assisted Living Facility- 2 77?

Case: The Quantum Bank 77?

Case: Southern Care Hospital 78?

Bibliography 80?

3 Project Activity and Risk Planning 83?

3.1 From the Project Charter to the Project Plan 83?

3.2 The Planning Process- Overview 85?

3.3 The Planning Process- Nuts and Bolts 86?

3.3.1 The Launch Meeting- and Subsequent Meetings 86?

3.3.2 Sorting Out the Project- The Work Breakdown Structure (WBS) 88?

3.3.3 Extensions of the Everyday WBS 91?

3.4 More on the Work Breakdown Structure and Other Aids 94?

3.4.1 The RACI Matrix 95?

3.4.2 A Whole- Brain Approach to Project Planning 96?

3.4.3 The Design Structure Matrix 99?

3.4.4 Sustainable Project Management Planning 100?

3.5 Project Planning with Scrum 101?

3.5.1 Scrum Artifacts Supporting Project Planning 101?

3.5.2 Scrum Events for Project Planning 103?

3.5.3 Risk Management with Scrum 104?

3.6 Risk Management 105?

Review Questions 111?

Discussion Questions 112?

Exercises 112?

Incidents for Discussion 114?

Case: Friendly Assisted Living Facility- 3 115?

Case: John Wiley & Sons 116?

Case: Samson University 116?

Bibliography 117?

4 Budgeting the Project 119?

4.1 Method...

Biographie:

Jack R. Meredith is Emeritus Professor of Management at the Wake Forest University School of Business. Meredith has worked for organizations such as the US Army Corps of Engineers, Hewlett-Packard, and Douglas Aircraft Company. He has consulted for the National Research Council, the Institute of Advanced Manufacturing Sciences, and Warner-Amex, among others. He is the co-author of five textbooks, including Operations Management for MBAs and Project Management: A Strategic Managerial Approach. He served as the founding Co-Editor-in-Chief of the Journal of Operations Management Research.

Scott M. Shafer is Professor of Management at the Wake Forest University School of Business and the Associate Dean of MS in Analytics Programs. Previously, Dr. Shafer served as Associate Professor of Operation Management at Auburn University and Assistant Professor of Operations Management at the University of Miami. His publications have appeared in journals such as Management Science, Decision Sciences, and IEEE Transactions on Engineering Management. He is the co-author of five books in the fields of operations management, project management, and quantitative business modeling....

Sommaire:

Offers streamlined, student-friendly coverage of all key areas of project management

Emphasizing the technical aspects of the project management life cycle, Project Management in Practice employs an applied approach to the essential tools, strategies, and techniques required to successfully plan and execute a project. The eighth edition of this leading textbook provides clear and reliable coverage of project activity, risk planning, budgeting and scheduling, resource allocation, project monitoring, project evaluation, and much more.

Designed for those preparing for or currently involved in the actual use of a project to achieve an objective, Project Management in Practice describes fundamental project management concepts and highlights the skills that project managers need to achieve an organization's strategic goals. Easily accessible chapters feature cases that build upon the material from previous chapters, real-world examples, numerous tables and figures, end-of-chapter review questions, and discussion topics that reinforce key material.

With its concise pedagogy and hands-on focus, Project Management in Practice, Eighth Edition, is an ideal textbook for one-semester undergraduate and graduate courses or modules in business, engineering, and any curriculum where projects will play an important role in the success of the organization.

New to this Edition:

• New discussion of generative AI applications to projects and the role it plays in project management
• New discussions on sustainability, proven techniques for innovation, and managerial bias in developing and approving the business case for potential projects
• New non-packaged software approach to monitoring progress on a project that students can set up with a simple spreadsheet
• New supplement that discusses the PMBOK Guide? and the Standard for Project Management?
• New material on the varied interests of different stakeholders of a project
• Expanded coverage of mega- and inter-organizational projects
• Increased emphasis on the importance of visible organizational support and how to obtain it
• New content on relating a project to organizational strategy
• Added focus on the importance of achieving an organization's target benefits for a project
• New discussion of measuring project success beyond standard measures of cost and time
• Updated coverage of the continuum from Agile to Waterfall project management
• New and revised references throughout

Wiley Advantage:

• Provides concise and pragmatic coverage of the fundamentals of project management
• Mirrors the project management life cycle, following the way an actual project is executed
• Employs a practical, hands-on approach using Microsoft Project and Crystal Ball risk analysis software
• Contains mini-cases, Excel spreadsheets, end-of-chapter exercises, tables, diagrams, figures, and a student-friendly icon-based layout
• Features an instructor's manual and access to a companion website with PowerPoint slides, a test bank, and supplemental teaching resources