Transcription
Project ManagementTheory and PracticeGary L. RichardsonCRC PressTaylor& Francis GroupBoca Raton London New YorkCRC Press is an imprint of theTaylor & Francis Group, an i n f o r m a businessAN AUERBACH BOOK
ContentsPrefaceAcknowledgmentsAuthorPART IChapter 1Chapter 2xxiiixxvxxviiConceptual Overview of the Project EnvironmentIntroduction:„1.11.21.3Project ManagementRole of the Project ManagerProject Manager Skills1.3.1 Success Management1.4 Text Content and Organization1.4.1 Text StructureAppendicesReferences34456678Evolution of Project Management92.12.22.32.42.52.62.72.82.92.10Early History of Project ManagementApplication of Analytical ScienceFrederick Taylor and Scientific ManagementFrank and Lillian GilbrethHenry GanttMary Parker FollettElton MayoPhases of Project Management EvolutionProject Management ChallengesProject Management Benefits2.10.1 At the Macrolevel2.10.2 At the MicrolevelReferencesChapter 3319101011121213131718181818Project Management Body of Knowledge213.13.23.3212222222425High Level Overview'History of PMBOK Guide developmentStructure of the PMBOK9 Guide3.3.1 Project Domains3.3.1.1 Initiation3.3.1.2 Planning1
ContentsVIChapter 4Chapter 5Chapter 6Chapter 73.3.1.3 Execution3.3.1.4 Monitoring and Controlling3.3.1.5 Closing3.3.2 Knowledge Areas3.3.2.1 Scope Management3.3.2.2 Time Management3.3.2.3 Cost Management3.3.2.4 Quality Management3.3.2.5 Human Resources Management3.3.2.6 Communications Management3.3.2.7 Risk Management3.3.2.8 Procurement Management3.3.2.9 Integration Management3.3.2.10 Overall Process View3.4 Key Introductory Vocabulary Terms3.5 Ancillary Models3.6 31Industry Trends in Project Management334.1 Standardizing Project Management4.2 Enterprise Project Management4.3 EPM in Operation4.4 Implementation and Advantages of EPM4.5 Other Trends Impacting Project Management4.6 Project Management PerspectiveDiscussion QuestionsReferences3333353536373737Project Types39Reference42Project Organization Concepts436.1 PM Role6.2 Reporting Relationships6.3 Team Resources6.4 Team Productivity and Size6.5 Team's Physical Location Issues6.6 Virtual Organizations6.7 Organizational Culture6.8 SummaryReferences434344444546474848Project Life Cycle Models497.17.249505051Overview of Project MethodologiesLife Cycle Management Process7.2.1 Feasibility Review7.2.2 Project Plan
ContentsVII7.2.3 Logical versus Physical Design7.2.4 Quality Control and Assurance7.2.5 Monitor and Control7.2.6 Periodic Status Reviews7.2.7 Milestone or Stage Gate Reviews7.2.8 Project Close7.2.9 Project Communication Processes7.2.10 Life Cycle Models7.2.11 Templates7.3 Key Project Management Artifacts7.3.1 Initiating7.3.2 Planning7.3.3 Execution7.3.4 Monitoring and Control7.3.5 Baseline7.4 Project Methodology Models7.5 Summary Points7.6 Potential Shortcomings of Project MethodologiesReferencesChapter 8Quick Start Example8.1 Project Management Work Packages8.2 WP Dictionary8.3 Multiple WPs8.4 Psychology of Estimating8.5 Procrastination8.6 Developing the Whole Project View8.7 Project Scope8.8 Example: Pool Project Mechanics8.9 Quick Start Wrap-UpDiscussion QuestionsReferenceConcluding Remarks for Part 6263636467686869PART II Projects as State Change VehiclesChapter 9Role of Projects in the Organization739.1 Project Valuation Models9.2 Project Selection Strategies9.3 ConclusionReferences73757878Chapter 10 Project Initiation10.1 Environmental Factors to Consider10.1.1 User Involvement10.1.2 Executive Management Support10.1.3 Experienced PM7983848485
Clear Business ObjectivesMinimized ScopeOther Success Factors10.1.7.1 Agile Development Approaches10.1.7.2 Existence of a Standard Process Infrastructure10.1.7.3 Use of a Standard Methodology10.1.7.4 Reliable Time Estimates10.1.7.5 Availability of Appropriate Skills10.1.8 Industry and Organizational Culture10.2 Predicting a Project's Success10.3 Forecasting the Success of Technology Projects10.4 ConclusionReferencesConcluding Remarks for Part IIPART III858687878788888989898990929293Defining the Triple ConstraintsChapter 11 Project Plan Development11.1 Arguments for Planning11.1.1 Project Monitoring and Control11.1.2 Conflicting Expectations11.1.3 Overlooking the Real Solution11.1.4 Competing Solutions11.1.5 Misaligned Goals11.1.6 Quality Solutions11.2 Plan Process and Components11.3 Initial Planning View11.4 Plan Artifacts11.5 Real-World Planning Process11.6 ConclusionReferencesChapter 12 Scope Management12.112.212.312.412.512.6Defining Project Work UnitsWP Planning VariablesMultiple WPsDeveloping the Project ViewDeveloping Project WBSWBS Mechanics12.6.1 WBS Numbering Scheme12.6.2 WBS Dictionary12.6.3 Other WBS Views12.6.4 Tracking Status of the WP12.7 WBS Construction Mechanics12.8 Requirements "Ibilities"12.9 Moving 123
ContentsixChapter 13 Time Management13.1 Defining Project Work Activities13.1.1 Activity Definitional Data Elements13.2 Activity Sequencing13.3 Duration Estimating13.4 Tips for Accurate Estimating13.4.1 Types of Estimates13.4.2 Estimating Techniques13.4.2.1 Expert Judgment13.4.2.2 Analogous Estimating13.4.2.3 Heuristic Estimating13.4.2.4 Delphi Technique13.4.2.5 Parametric Estimating13.4.2.6 Phased Estimating13.4.2.7 Effort Distribution Estimating (Top-Down)13.4.2.8 Bottom-Up Estimating13.4.2.9 Monte Carlo Simulation13.5 Activity Sequencing13.5.1 Arrows and Boxes Models13.5.2 AON Model13.6 Time Calculation13.7 Network Mechanics13.8 Establishing the Project Activity Sequence13.9 Forward Pass Calculation13.10 Backward Pass Calculation13.11 Defining Critical Path13.12 Manipulating the Schedule13.12.1 Automated Calculation Tools13.13 Formatting Activity Results13.14 Which Diagram Format Wins?13.15 Summary13.16 Estimating ChecklistReferences125 ter 14 Cost 1152152154154157157158158Project Cost Planning BasicsCost PlanningCost AccuracyOrganizational OverheadScope, Time, and Cost Alignment14.5.1 Scope Replanning14.5.2 Fast Tracking14.5.3 Schedule Crashing14.6 Indirect Costs14.7 Resource Alignment14.8 Budget Reserves14.8.1 Approved Changes14.8.2 Risk Events14.8.3 Management Reserve
Contents14.9 Money Can Have Different Forms14.9.1 Budget Expense Categories14.9.2 Assets versus Expenses14.9.3 Budget Cost Components14.10 Management Approval and Baselines14.11 SummaryReferencesConcluding Remarks for Part IIIPART IV159159160160161162162163Advanced Planning ModelsChapter 15 Analyzing Variable Time Estimates15.1 History of Variable Time Estimates15.2 Modifying PERT for Commercial Projects15.3 Defining Variable Time Estimates15.4 Central Limit Theorem15.5 Triangular Distributions15.6 Calculating Probability of Completion15.7 SummaryReferencesChapter 16 Project Simulation16.1 Traditional Time Modeling Tools16.1.1 Near Critical Path Activities16.1.2 Task Existence Risk Modeling16.1.3 Conditional Activity Branching16.1.4 Correlation between Task Durations16.2 Simulation in Risk Management16.3 Pertmaster Modeling16.4 Other Pertmaster Metrics16.5 SummaryReferencesChapter 17 Critical Chain Management Model17.117.217.317.417.517.6IntroductionCC ConceptsCC MechanicsCCM ModelPrinciples of the CC ModelBuffer Management17.6.1 Buffer Types17.7 Building the CC Schedule17.8 Resource Allocation17.9 Implementation Challenges17.9.1 Organizational Barriers17.9.1.1 Lack of Project Management Maturity17.9.1.2 Buffer 194195195195
Contentsxi17.9.1.3 Milestone Tracking versus Buffer ManagementReporting17.9.1.4 Existing Processes17.9.1.5 Existing Project Management Methodology17.9.1.6 Existing Tools and Processes17.9.1.7 Formal Tracking and ReportingMechanisms17.9.1.8 Resistance to Change17.9.2 Leadership Challenges17.9.2.1 Project Control17.9.2.2 Planning Support17.9.2.3 WBS Development17.9.2.4 Schedule Development17.9.2.5 Buffer Calculations17.9.2.6 Dictated versus Derived Scheduling17.9.2.7 Project Prioritization17.9.2.8 Resource Commitment17.9.2.9 Multitasking17.9.2.10 Prioritization17.9.3 Skill Requirements17.9.3.1 Task Time Estimation17.9.3.2 Estimating Logic17.9.3.3 Project Manager17.9.3.4 Team Members17.9.3.5 Task Status Reporting17.10 Buffer Management17.11 Organizational Challenges of the CC17.12 CC Implementation Strategies17.13 ConclusionReferencesPART 00200200200201201202202203203204205Planning Support ProcessesChapter 18 Human Resource 018.11HR PlanningHR in ExecutionAcquire Project TeamProject Organizations18.4.1 Dotted Lines18.4.2 People IssuesRole SpecificationsResponsibility Assignment MatrixResource HistogramsStaff Management PlanMotivation TheoryIndividual Motivation TheoriesTeam 18
xiiContents18.12 Hygiene Dissatisfiers18.13 Employee Satisfaction18.14 Conflict Management18.14.1 Conflict Sources18.15 Negotiation Skills18.16 Techniques for Handling Conflict18.17 Conflict Management Scenario Case18.18 Leader versus Manager?18.19 Attributes of a Leader18.20 Training Programs18.21 SummaryReferencesChapter 19 Project Communications19.1 Introduction19.2 Engaging Employees: A Case Study19.3 Communications Management Processes19.4 Identify Stakeholders19.5 Plan Communications19.6 Distribute Information19.7 Manage Stakeholder Expectations19.8 Report Performance19.9 Human Communications Model19.10 Communication Channels19.11 Communicating Information19.12 Improving the Effectiveness of Communication19.13 Effective Listening19.14 Barriers to Effective Communication19.15 Communication Tension19.16 Communication Styles19.17 Communications: The Impossible Goal?19.18 ConclusionDiscussion QuestionsReferencesChapter 20 Procurement ent ManagementMake or Buy DecisionProcurement Management ProcessesPlanning for Procurement20.5.1 Planning Stage Outputs20.5.2 Procurement SOW20.6 Conduct Procurements20.6.1 Requests for Information20.6.2 Requests for Proposals20.6.3 Requests for Quotation20.6.4 Invitations for Bid20.6.5 Invitation to 50
g ProcessSelecting SellersContract NegotiationContractsAdminister ProcurementProcurement AuditsContract Review and Reporting20.13.1 Record Keeping and Audits20.14 Close Procurements20.15 Procurement of Human Services20.16 Ranking Vendor Proposals20.16.1 Instructions20.17 SummaryDiscussion QuestionsGlossary of Procurement TermsAppendix: Legal TermsReferencesChapter 21 Quality 021.1121.1221.1321.1421.15IntroductionEvolution of QualityDefinition of QualityProject Quality ManagementQuality PerspectiveImplications for Project Planning StageQuality Planning21.7.1 Quality Policy21.7.2 Quality ObjectivesQuality Management ComponentsQuality DefinitionQuality PlanningQuality AssuranceQuality ControlQA versus QC Operational RolesQuality Gurus21.14.1 Edwards Deming21.14.2 Joseph Juran21.14.3 Philip Crosby21.14.4 Kaoru Ishikawa21.14.5 Armand Feigenbaum21.14.6 Genichi Taguchi21.14.7 Six Sigma21.14.8 Other GurusQuality Management Programs21.15.1 ISO 900021.15.2 Zero Defects21.15.3 Total Quality Management21.15.4 Six Sigma21.15.4.1 Statistical Definition of Six Sigma21.15.4.2 Six Sigma 78278278
xivContents21.15.4.3 Basic Methodologies21.15.4.4 DMAIC Process Overview21.16 PMBOK Guide Quality Process Model21.17 Other Programs21.18 Evaluating Quality21.18.1 Benchmarking21.18.1.1 What Is It?21.18.1.2 Types of Benchmarking21.18.1.3 J. D. Power's Quality Benchmarking21.19 Continuous Improvement21.20 Failure Mode and Effects Analysis21.21 Quality Tools21.22 Other Quality Analysis Techniques21.22.1 Design of Experiments21.22.2 Quality Function Deployment21.23 Organizational Roles and Responsibilities21.24 Issues in Quality Management21.25 Toyota Quality Perspective21.26 Future of Quality Management21.27 Worksheet Exercise: Are You Meeting Quality Goals?Discussion QuestionsReferencesChapter 22 Risk Management22.1 Introduction22.2 Risk Management Process22.3 Risk Management Planning22.3.1 Developing an RBS22.4 Risk Identification22.5 Qualitative and Quantitative Risk Analysis22.6 Risk Assessment22.7 Risk Contingency Budget22.8 Risk Response Planning22.9 Risk Monitoring and Control22.10 Risk Events versus Issues22.11 Project Risk Assessment Worksheet22.12 Risk Case Study22.12.1 Mishap Foils Latest Attempt at a 25-Mile Skydive22.13 ConclusionDiscussion QuestionsReferencesChapter 23 Plan Review and Approval23.123.223.323.4Reviewing Plan ComponentsPlan Approval ProcessReview Major Planning ArtifactsFinancial and Control Structures23.4.1 Scope Reserve23.4.2 Risk 311313313313314314314316316317317318318319321321
Contentsxv23.4.3 Level of Effort23.4.4 Overhead23.4.5 Management Reserve23.4.6 Profit23.4.7 Budget Structure and Format23.4.8 Control Structure23.5 Documentation Plan Packaging23.6 External Communication Process23.7 Planning Stage CloseDiscussion QuestionsPART VI321322322323323324325325326327Project Execution—Managing the PlanChapter 24 Project Execution and Control33124.1 Introduction24.1.1 Magic Twelve Success Indicators24.2 Status View24.2.1 Status-Tracking Processes24.2.2 Turning the Mana
12.7 WBS Construction Mechanics 118 12.8 Requirements "Ibilities" 121 12.9 Moving Forward 122 References 123. Contents ix Chapter 13 Time Management 125 13.1 Defining Project Work Activities 125 13.1.1 Activity Definitional Data Elements 127 13.2 Activity Sequencing 127 13.3 Duration Estimating 128 13.4 Tips for Accurate Estimating 128 13.4.1 Types of Estimates 129 13.4.2 Estimating Techniques .
