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ISBN-10 : 1292269146

ISBN-13 : 978-1292269146

Author: Jeffrey Pinto 

In its 5th Edition, Project Management: Achieving Competitive Advantage takes a contemporary, decisive, and business-oriented approach to teaching and learning project management. To promote a comprehensive, multi-industry understanding of the text, the author addresses project management theory within the context of a variety of successful organisations, whether they be publicly held, private, or nonprofit.

Project Management Achieving Competitive Advantage 5th Table of contents:

Project Management Achieving Competitive Advantage
BRIEF CONTENTS
CONTENTS
PREFACE
NEW TO THIS EDITION
SOLVING TEACHING AND LEARNING CHALLENGES
DEVELOPING EMPLOYABILITY SKILLS
INSTRUCTOR TEACHING RESOURCES
FEEDBACK
List of Cases by Chapter
1 Introduction Why Project Management?
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
The Need for Projects
What is a Project?
GENERAL PROJECT CHARACTERISTICS
Why are Projects Important?
Project Life Cycles
Determinants of Project Success
Developing Project Management Maturity
Employability Skills
COMMUNICATION
CRITICAL THINKING
COLLABORATION
KNOWLEDGE APPLICATION AND ANALYSIS
BUSINESS ETHICS AND SOCIAL RESPONSIBILITY
INFORMATION TECHNOLOGY APPLICATION AND COMPUTING SKILLS
DATA LITERACY
Project Elements and Text Organization
Summary
Key Terms
Discussion Questions
Questions
Questions
Questions
Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Notes
2 The Organizational Context Strategy, Structure, and Culture
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
Implementing Strategy Through Projects
Projects and Organizational Strategy
Stakeholder Management
IDENTIFYING PROJECT STAKEHOLDERS
CLIENTS
COMPETITORS
SUPPLIERS
INTERVENOR GROUPS
TOP MANAGEMENT
ACCOUNTING
FUNCTIONAL MANAGERS
PROJECT TEAM MEMBERS
MANAGING STAKEHOLDERS
ASSESS THE ENVIRONMENT
IDENTIFY THE GOALS OF THE PRINCIPAL ACTORS
ASSESS YOUR OWN CAPABILITIES
DEFINE THE PROBLEM
DEVELOP SOLUTIONS
TEST AND REFINE THE SOLUTIONS
Organizational Structure
FORMS OF ORGANIZATIONAL STRUCTURE
FUNCTIONAL ORGANIZATIONS
PROJECT ORGANIZATIONS
MATRIX ORGANIZATIONS
MOVING TO HEAVYWEIGHT PROJECT ORGANIZATIONS
Project Management Offices
Organizational Culture
HOW DO CULTURES FORM?
TECHNOLOGY
ENVIRONMENT
GEOGRAPHICAL LOCATION
REWARD SYSTEMS
RULES AND PROCEDURES
KEY ORGANIZATIONAL MEMBERS
CRITICAL INCIDENTS
ORGANIZATIONAL CULTURE AND PROJECT MANAGEMENT
Summary
Key Terms
Discussion Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Building Your Project Plan
EXERCISE 1—DEVELOPING THE PROJECT NARRATIVE AND GOALS
SAMPLE BACKGROUND ANALYSIS AND PROJECT NARRATIVE FOR ABCUPS, INC.
CURRENT PROCESS
OVERVIEW OF THE PROJECT
Objectives
General Approach
Constraints
Notes
3 Project Selection and ­Portfolio Management
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction: Project Selection
Approaches to Project Screening and Selection
METHOD ONE: CHECKLIST MODEL
SOLUTION
METHOD TWO: SIMPLIFIED SCORING MODELS
SOLUTION
LIMITATIONS OF SCORING MODELS
METHOD THREE: THE ANALYTICAL HIERARCHY PROCESS
STRUCTURING THE HIERARCHY OF CRITERIA
ALLOCATING WEIGHTS TO CRITERIA
ASSIGNING NUMERICAL VALUES TO EVALUATION DIMENSIONS
EVALUATING PROJECT PROPOSALS
METHOD FOUR: PROFILE MODELS
SOLUTION
Financial Models
PAYBACK PERIOD
SOLUTION
NET PRESENT VALUE
SOLUTION
DISCOUNTED PAYBACK
INTERNAL RATE OF RETURN
SOLUTION
CHOOSING A PROJECT SELECTION APPROACH
Project Portfolio Management
OBJECTIVES AND INITIATIVES
DECISION MAKING
PRIORITIZATION
REVIEW
REALIGNMENT
REPRIORITIZATION
THE PORTFOLIO SELECTION PROCESS
PREPROCESS PHASE
PROCESS PHASE
POST-PROCESS PHASE
DEVELOPING A PROACTIVE PORTFOLIO
KEYS TO SUCCESSFUL PROJECT PORTFOLIO MANAGEMENT
FLEXIBLE STRUCTURE AND FREEDOM OF COMMUNICATION
LOW-COST ENVIRONMENTAL SCANNING
TIME-PACED TRANSITION
PROBLEMS IN IMPLEMENTING PORTFOLIO MANAGEMENT
CONSERVATIVE TECHNICAL COMMUNITIES
OUT-OF-SYNC PROJECTS AND PORTFOLIOS
UNPROMISING PROJECTS
SCARCE RESOURCES
Summary
Key Terms
Solved Problems
3.1 NET PRESENT VALUE
SOLUTION
3.2 DISCOUNTED PAYBACK
SOLUTION
3.3 INTERNAL RATE OF RETURN
SOLUTION
Discussion Questions
Problems
Questions
Questions
Internet Exercises
Notes
4 Leadership and the Project Manager
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction: Successful Projects Need Leaders
Leaders Versus Managers
How the Project Manager Leads
ACQUIRING PROJECT RESOURCES
MOTIVATING AND BUILDING TEAMS
HAVING A VISION AND FIGHTING FIRES
COMMUNICATING
Traits of Effective Project Leaders
CONCLUSIONS ABOUT PROJECT LEADERS
Project Champions
CHAMPIONS—WHO ARE THEY?
CREATIVE ORIGINATOR
ENTREPRENEUR
“Godfather” OR SPONSOR
PROJECT MANAGER
WHAT DO CHAMPIONS DO?
HOW TO MAKE A CHAMPION
IDENTIFY AND ENCOURAGE THE EMERGENCE OF CHAMPIONS
ENCOURAGE AND REWARD RISK TAKERS
REMEMBER THAT CHAMPIONS ARE CONNECTED EMOTIONALLY TO THEIR PROJECTS
DON’T TIE CHAMPIONS TOO TIGHTLY TO TRADITIONAL PROJECT MANAGEMENT DUTIES
The New Project Leadership
Project Management Professionalism
Project Management and Ethics
UNETHICAL BEHAVIORS IN PROJECT MANAGEMENT
Summary
Key Terms
Discussion Questions
Questions
Questions
How widespread are VW’s problems?
Postscript
Questions
Analysis of the Problem
Possible Courses of Action
Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Notes
5 Scope Management
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
Introduction: The Importance of Scope Management
Conceptual Development
THE STATEMENT OF WORK
THE PROJECT CHARTER
The Scope Statement
THE WORK BREAKDOWN STRUCTURE
PURPOSES OF THE WORK BREAKDOWN STRUCTURE
THE ORGANIZATION BREAKDOWN STRUCTURE
THE RESPONSIBILITY ASSIGNMENT MATRIX
Work Authorization
Scope Reporting
Control Systems
CONFIGURATION MANAGEMENT
Project Closeout
Project Management and Sustainability
MANAGING PROJECTS FOR SUSTAINABILITY
Summary
Key Terms
Discussion Questions
Problems
Questions
Questions
Questions
Wrong Weapon for the Wrong War?
Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
MS Project Exercises
Project Outline—Remodeling an Appliance
APPENDIX 5.1
Sample Project Charter
PROJECT CHARTER
INTEGRATED PROJECT
Developing the Work Breakdown Structure
SAMPLE WORK BREAKDOWN STRUCTURE—ABCUPS, INC.
WORK BREAKDOWN STRUCTURE—ABCUPS’ PROCESS MODIFICATION
Notes
6 Project Team Building, ­Conflict, and Negotiation
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction
Building the Project Team
IDENTIFY NECESSARY SKILL SETS
IDENTIFY PEOPLE WHO HAVE THE REQUIRED SKILLS
TALK TO POTENTIAL TEAM MEMBERS AND NEGOTIATE WITH FUNCTIONAL HEADS
BUILD IN FALLBACK POSITIONS
TRY TO NEGOTIATE FOR PARTIAL ASSISTANCE
ADJUST PROJECT SCHEDULES AND PRIORITIES ACCORDINGLY
NOTIFY TOP MANAGEMENT OF THE CONSEQUENCES
ASSEMBLE THE TEAM
Characteristics of Effective Project Teams
A CLEAR SENSE OF MISSION
A PRODUCTIVE INTERDEPENDENCY
COHESIVENESS
TRUST
ENTHUSIASM
RESULTS ORIENTATION
Reasons Why Teams Fail
POORLY DEVELOPED OR UNCLEAR GOALS
UNCLEAR GOALS PERMIT MULTIPLE INTERPRETATIONS
UNCLEAR GOALS IMPEDE THE WILLINGNESS OF TEAM MEMBERS TO WORK TOGETHER
UNCLEAR GOALS INCREASE CONFLICT
POORLY DEFINED PROJECT TEAM ROLES AND INTERDEPENDENCIES
LACK OF PROJECT TEAM MOTIVATION
THE PROJECT IS PERCEIVED AS UNNECESSARY
THE PROJECT MAY HAVE LOW PRIORITY
POOR COMMUNICATION
POOR LEADERSHIP
TURNOVER AMONG PROJECT TEAM MEMBERS
DYSFUNCTIONAL BEHAVIOR
Stages in Group Development
STAGE ONE: FORMING
STAGE TWO: STORMING
STAGE THREE: NORMING
STAGE FOUR: PERFORMING
STAGE FIVE: ADJOURNING
PUNCTUATED EQUILIBRIUM
Achieving Cross-Functional Cooperation
SUPERORDINATE GOALS
RULES AND PROCEDURES
PHYSICAL PROXIMITY
ACCESSIBILITY
OUTCOMES OF COOPERATION: TASK AND PSYCHOSOCIAL RESULTS
Virtual Project Teams
Conflict Management
WHAT IS CONFLICT?
SOURCES OF CONFLICT
ORGANIZATIONAL CAUSES OF CONFLICT
INTERPERSONAL CAUSES OF CONFLICT
METHODS FOR RESOLVING CONFLICT
MEDIATE THE CONFLICT
ARBITRATE THE CONFLICT
CONTROL THE CONFLICT
ACCEPT THE CONFLICT
ELIMINATE THE CONFLICT
Negotiation
QUESTIONS TO ASK PRIOR TO THE NEGOTIATION
PRINCIPLED NEGOTIATION
SEPARATE THE PEOPLE FROM THE PROBLEM
FOCUS ON INTERESTS, NOT POSITIONS
INVENT OPTIONS FOR MUTUAL GAIN
INSIST ON USING OBJECTIVE CRITERIA
Summary
Key Terms
Discussion Questions
Exercise in Negotiation
BCT’s Perspective
SFI’s Perspective
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Notes
7 Risk Management
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER
Introduction: What is Project Risk?
Risk Management: A Four-Stage Process
RISK IDENTIFICATION
RISK BREAKDOWN STRUCTURES
ANALYSIS OF PROBABILITY AND CONSEQUENCES
RISK MITIGATION STRATEGIES
ACCEPT RISK
MINIMIZE RISK
SHARE RISK
TRANSFER RISK
USE OF CONTINGENCY RESERVES
TASK CONTINGENCY
MANAGERIAL CONTINGENCY
INSURANCE
WORKAROUNDS
OTHER MITIGATION STRATEGIES
CONTROL AND DOCUMENTATION
Project Risk Management: An Integrated Approach
Summary
Key Terms
Solved Problem
7.1 QUANTITATIVE RISK ASSESSMENT
Discussion Questions
Problems
The Development of the Comet
Troubles
What Went Wrong?
Questions
Questions
Tacoma Narrows Bridge: The Postmortem
Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Project Risk Assessment
SAMPLE RISK ANALYSIS—ABC u p s, INC.
QUALITATIVE RISK ASSESSMENT
QUANTITATIVE RISK ASSESSMENT
Notes
8 Cost Estimation and Budgeting
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Cost Management
DIRECT VERSUS INDIRECT COSTS
RECURRING VERSUS NONRECURRING COSTS
FIXED VERSUS VARIABLE COSTS
NORMAL VERSUS EXPEDITED COSTS
Cost Estimation
LEARNING CURVES IN COST ESTIMATION
SOFTWARE PROJECT ESTIMATION—FUNCTION POINTS
PROBLEMS WITH COST ESTIMATION
Creating a Project Budget
TOP-DOWN BUDGETING
BOTTOM-UP BUDGETING
ACTIVITY-BASED COSTING
Developing Budget Contingencies
Summary
Key Terms
Solved Problems
8.1 CALCULATING FULLY LOADED LABOR COSTS
SOLUTION 
8.2 Estimating Software Costs with Function Points
SOLUTION
8.3 Calculating Budget Estimates Using the Learning Curve
SOLUTION 
Discussion Questions
Problems
Questions
Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Developing the Cost Estimates and Budget
Notes
9 Project Scheduling Networks, Duration Estimation, and Critical Path
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction
Project Scheduling
Key Scheduling Terminology
Developing A Network
LABELING NODES
SERIAL ACTIVITIES
Network logic suggests that:
CONCURRENT ACTIVITIES
MERGE ACTIVITIES
BURST ACTIVITIES
Duration Estimation
Constructing the Critical Path
CALCULATING THE NETWORK
THE FORWARD PASS
THE BACKWARD PASS
PROBABILITY OF PROJECT COMPLETION
LADDERING ACTIVITIES
HAMMOCK ACTIVITIES
OPTIONS FOR REDUCING THE CRITICAL PATH
Summary
Key Terms
Solved Problems
9.1 CREATING AN ACTIVITY NETWORK
SOLUTION
9.2 CALCULATING ACTIVITY DURATIONS AND VARIANCES
SOLUTION
9.3 DETERMINING CRITICAL PATH AND ­ACTIVITY SLACK
SOLUTION
Discussion Questions
Problems
Questions
Internet Exercises
MS Project Exercises
Exercise 9.27
Exercise 9.28
Exercise 9.29
PMP Certification Sample Questions
Answers
Notes
10 Project Scheduling Lagging, Crashing, and Activity Networks
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction
Lags in Precedence Relationships
FINISH TO START
FINISH TO FINISH
START TO START
START TO FINISH
Gantt Charts
ADDING RESOURCES TO GANTT CHARTS
INCORPORATING LAGS IN GANTT CHARTS
Crashing Projects
OPTIONS FOR ACCELERATING PROJECTS
CRASHING THE PROJECT: BUDGET EFFECTS
Activity-On-Arrow Networks
HOW ARE THEY DIFFERENT?
DUMMY ACTIVITIES
FORWARD AND BACKWARD PASSES WITH AOA NETWORKS
AOA VERSUS AON
AON STRENGTHS AND WEAKNESSES
AOA STRENGTHS AND WEAKNESSES
Controversies in the Use of Networks
CONCLUSIONS
Summary
Key Terms
Solved Problems
10.1 CRASHING PROJECT ACTIVITIES
SOLUTION
10.2 COST OF CRASHING A PROJECT
SOLUTION
Discussion Questions
Problems
Questions
Questions
MS Project Exercises
Exercise 10.20
Exercise 10.21
Exercise 10.22
Exercise 10.23
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Developing the Project Schedule
Notes
11 Advanced Topics in Planning and Scheduling Agile and Critical Chain
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction
Agile Project Management
WHAT IS UNIQUE ABOUT AGILE PM?
TASKS VERSUS STORIES
KEY TERMS IN AGILE PM5
STEPS IN AGILE6
SPRINT PLANNING
DAILY SCRUMS
THE DEVELOPMENT WORK
SPRINT REVIEWS
SPRINT RETROSPECTIVE
KEYS TO SUCCESS WITH AGILE
PROBLEMS WITH AGILE
Extreme Programming (XP)
Theory of Constraints and Critical Chain Project Scheduling
THEORY OF CONSTRAINTS
The Critical Chain Solution to Project Scheduling
Developing the Critical Chain Activity Network
CRITICAL CHAIN SOLUTIONS VERSUS CRITICAL PATH SOLUTIONS
Critical Chain Solutions to Resource Conflicts
Critical Chain Project Portfolio Management
Critiques of Ccpm
Summary
Key Terms
Solved Problem
Discussion Questions
Problems
Questions
Questions
Internet Exercises
Notes
12 Resource Management
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction
The Basics of Resource Constraints
TIME AND RESOURCE SCARCITY
Resource Loading
Resource Leveling
STEP ONE: DEVELOP THE RESOURCE-LOADING TABLE
STEP TWO: DETERMINE ACTIVITY LATE FINISH DATES
STEP THREE: IDENTIFY RESOURCE OVERALLOCATION
STEP FOUR: LEVEL THE RESOURCE-LOADING TABLE
PHASE ONE
PHASE TWO
PHASE THREE
Resource-Loading Charts
Managing Resources in Multiproject Environments
SCHEDULE SLIPPAGE
RESOURCE UTILIZATION
IN-PROCESS INVENTORY
RESOLVING RESOURCE DECISIONS IN MULTIPROJECT ENVIRONMENTS
FIRST IN LINE
GREATEST RESOURCE DEMAND
GREATEST RESOURCE UTILIZATION
MINIMUM LATE FINISH TIME
MATHEMATICAL PROGRAMMING
Summary
Key Terms
Solved Problem
SOLUTION
Discussion Questions
Problems
Questions
Questions
Internet Exercises
MS Project Exercises
Exercise 12.23 
Exercise 12.24 
Exercise 12.25 
Exercise 12.26 
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
INTEGRATED PROJECT
Managing Your Project’s Resources
Notes
13 Project Evaluation and Control
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction
Control Cycles—A General Model
Monitoring Project Performance
THE PROJECT S-CURVE: A BASIC TOOL
S-CURVE DRAWBACKS
MILESTONE ANALYSIS
PROBLEMS WITH MILESTONES
THE TRACKING GANTT CHART
BENEFITS AND DRAWBACKS OF TRACKING GANTT CHARTS
Earned Value Management
TERMINOLOGY FOR EARNED VALUE
CREATING PROJECT BASELINES
WHY USE EARNED VALUE?
STEPS IN EARNED VALUE MANAGEMENT
ASSESSING A PROJECT’S EARNED VALUE
Using Earned Value to Manage a Portfolio of Projects
FLOW OF EARNED VALUE SYSTEM
Issues in the Effective Use of Earned Value Management
Human Factors in Project Evaluation and Control
CRITICAL SUCCESS FACTOR DEFINITIONS
CONCLUSIONS
Summary
Key Terms
Solved Problem
13.1 EXAMPLE OF EARNED VALUE
Discussion Questions
Problems
Questions
Questions
Questions
Internet Exercises
MS Project Exercises
Exercise 13.32 
Exercise 13.33 
Exercise 13.34 
Exercise 13.35 
Exercise 13.36 
Exercise 13.37 
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Appendix 13.1
Earned Schedule*
Notes
14 Project Closeout and Termination
Chapter Objectives
PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER:
Introduction
Types of Project Termination
Natural Termination—the Closeout Process
FINISHING THE WORK
HANDING OVER THE PROJECT
GAINING ACCEPTANCE FOR THE PROJECT
HARVESTING THE BENEFITS
REVIEWING HOW IT ALL WENT
PUTTING IT ALL TO BED
DISBANDING THE TEAM
WHAT PREVENTS EFFECTIVE PROJECT CLOSEOUTS?
Early Termination for Projects
MAKING THE EARLY TERMINATION DECISION
SHUTTING DOWN THE PROJECT
ALLOWING FOR CLAIMS AND DISPUTES
Preparing the Final Project Report
Conclusion
Summary
Key Terms
Discussion Questions
Questions
Questions
Questions
Internet Exercises
PMP CERTIFICATION SAMPLE QUESTIONS
Answers
Appendix 14.1
Notes
APPENDIX A The Cumulative Standard Normal Distribution
APPENDIX B Tutorial for MS Project 2016
Exercise A: Constructing the Network: Site Preparation Project
1. CONSTRUCT THIS NETWORK USING MS PROJECT 2016
2. IDENTIFY THE CRITICAL PATH. HOW LONG WILL THIS PROJECT TAKE?
3. ASSIGN AND LEVEL RESOURCES
4. SUPPOSE ROSE IS RESPONSIBLE FOR ACTIVITIES B AND C. ARE THERE ANY RESOURCE CONFLICTS? HOW DO WE KNOW?
5. SHOW THE SAME PROJECT WITH A GANTT CHART AND A NETWORK DIAGRAM
Exercise B: Adding Details and Updating the Network for an ­Ongoing Project
APPENDIX C Project Plan Template
PROJECT EXECUTION PLAN FOR PROJECT
EXECUTION PLAN REVISION HISTORY

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