Meredith & Mantel/Project Management: A Managerial Approach, 7th
Project management can seem like an impossible task—things rarely go as planned. To manage a project, you need insight into human behavior, knowledge of organizational issues, and skill with quantitative methods. Project Management: A Managerial Approach, Seventh Edition helps you not only acquire these basic skills but prepares you to deal with the unexpected—which, as every good project manager knows, is always to be expected.
In this Seventh Edition of a must-read text, authors Jack Meredith and Samuel J. Mantel, Jr., draw from their own extensive experience in operations management to show you how to select, initiate, operate, and control all types of projects. They familiarize you with:
Project Initiation, including strategic management, negotiation, and conflict management
Project Planning, from budgeting and cost estimating to scheduling and resource allocation
Project Execution, as you monitor and control your project, conduct audits, and understand how to terminate the project properly
Most of all, they prepare you for dealing with the numerous organizational, interpersonal, economic, and technical glitches that can create crises in the life cycle of every project.
With references to the major areas of the Project Management Body of Knowledge (PMBOK) as defined by the PMI, this new edition keeps you current on such topics as Six-Sigma, ethics, charting and partnering, the role of the project management office, SAP, and Stage Gates. A free trial edition of Crystal Ball gives you hands-on experience with a key project management tool and the companion site (www.wiley.com/college/meredith) offers powerful resources for instructors and students.
All project managers have discovered that no project has ever been completed exactly as planned. With the seventh edition of Project Management, theyll be better prepared to select, initiate, operate, and control all types of projects while managing risks and uncertainties. The book includes screenshots of Microsoft Project and Crystal Ball throughout the pages. A number of end-of-chapter exercises also show how to apply these computer software packages to project management problems. Project managers will gain the quantitative skills, knowledge of organizational issues, and insights needed to do project management effectively.
CHAPTER 1: Projects in Contemporary Organizations.
1.1 The Definition of a "Project".
1.2 Why Project Management?
1.3 The Project Life Cycle.
1.4 The Structure of This Text.
DIRECTED READING: Lessons for an Accidental Profession.
PART I: PROJECT INITIATION.
CHAPTER 2: Strategic Management and Project Selection.
2.1 Project Management Maturity.
2.2 Project Selection and Criteria of Choice.
2.3 The Nature of Project Selection Models.
2.4 Types of Project Selection Models.
2.5 Analysis under Uncertainty—The Management of Risk.
2.6 Comments on the Information Base for Selection.
2.7 Project Portfolio Process.
2.8 Project Proposals.
CASE: Pan Europa Foods S.A.
DIRECTED READING: From Experience: Linking Projects to Strategy.
CHAPTER 3: The Project Manager.
3.1 Project Management and the Project Manager.
3.2 Special Demands on the Project Manager.
3.3 Selecting the Project Manager.
3.4 Problems of Cultural Differences.
3.5 Impact of Institutional Environments.
3.6 Multicultural Communications and Managerial Behavior.
CASE: The National Jazz Hall of Fame.
DIRECTED READING: What It Takes to Be a Good Project Manager.
CHAPTER 4: Negotiation and the Management of Conflict.
4.1 The Nature of Negotiation.
4.2 Partnering, Chartering, and Scope Change.
4.3 Conflict and the Project Life Cycle.
4.4 Some Requirements and Principles of Negotiation.
DIRECTED READING: Methods of Resolving Interpersonal Conflict.
CHAPTER 5: The Project in the Organizational Structure.
5.1 The Project as Part of the Functional Organization.
5.2 Pure Project Organization.
5.3 The Matrix Organization.
5.4 Mixed Organizational Systems.
5.5 Choosing an Organizational Form.
5.6 Two Special Cases—Risk Management and the Project Office.
5.7 The Project Team.
5.8 Human Factors and the Project Team.
CASE: Oilwell Cable Company, Inc.
DIRECTED READING: The Virtual Project: Managing Tomorrow’s Team Today.
PART II: PROJECT PLANNING.
CHAPTER 6: Project Planning.
6.1 Initial Project Coordination and the Project Plan.
6.2 Systems Integration.
6.3 The Action Plan.
6.4 The Work Breakdown Structure and Linear Responsibility Chart.
6.5 Interface Coordination through Integration Management.
CASE: A Project Management and Control System for Capital Projects.
DIRECTED READING: Planning for Crises in Project Management.
CHAPTER 7: Budgeting and Cost Estimation.
7.1 Estimating Project Budgets.
7.2 Improving the Process of Cost Estimation.
CASE: Automotive Builders, Inc.: The Stanhope Project.
DIRECTED READING: Three Perceptions of Project Cost.
CHAPTER 8: Scheduling.
8.2 Network Techniques: PERT (ADM) and CPM (PDM).
8.3 Risk Analysis Using Simulation with Crystal Ball.
8.4 Using these Tools.
CASE: The Sharon Construction Corporation.
CHAPTER 9: Resource Allocation.
9.1 Critical Path Method—Crashing a Project.
9.2 The Resource Allocation Problem.
9.3 Resource Loading.
9.4 Resource Leveling.
9.5 Constrained Resource Scheduling.
9.6 Multiproject Scheduling and Resource Allocation.
9.7 Goldratt’s Critical Chain.
CASE: D.U. Singer Hospital Products Corp.
PART III: PROJECT EXECUTION.
CHAPTER 10: Monitoring and Information Systems.
10.1 The Planning-Monitoring-Controlling Cycle.
10.2 Information Needs and Reporting.
10.3 Earned Value Analysis.
10.4 Computerized PMIS (Project Management Information Systems).
CASE: The Project Manager/Customer Interface.
CHAPTER 11: Project Control.
11.1 The Fundamental Purposes of Control.
11.2 Three Types of Control Processes.
11.3 The Design of Control Systems.
11.4 Control: A Primary Function of Management.
11.5 Control of Change and Scope Creep.
CASE: Peerless Laser Processors.
CHAPTER 12: Project Auditing.
12.1 Purposes of Evaluation—Goals of the System.
12.2 The Project Audit.
12.3 Construction and Use of the Audit Report.
12.4 The Project Audit Life Cycle.
12.5 Some Essentials of an Audit/Evaluation.
CASE: Theater High Altitude Area Defense (THAAD).
DIRECTED READING: An Assessment of PostProject Reviews.
CHAPTER 13: Project Termination.
13.1 The Varieties of Project Termination.
13.2 When to Terminate a Project.
13.3 The Termination Process.
13.4 The Final Report—A Project History.