| Nomenclature |
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xv | |
| Preface |
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xvii | |
| About the Authors |
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xx | |
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1 | (44) |
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Nature of Project Management |
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1 | (1) |
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Relationship Between Projects and Other Production Systems |
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2 | (2) |
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Characteristics of Projects |
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4 | (10) |
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5 | (2) |
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7 | (1) |
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8 | (2) |
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10 | (4) |
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14 | (3) |
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14 | (1) |
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Characteristics of Effective Project Managers |
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15 | (2) |
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Components, Concepts, and Terminology |
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17 | (7) |
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Movement to Project-Based Work |
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24 | (1) |
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Life Cycle of a Project: Strategic and Tactical Issues |
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25 | (3) |
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Factors that Affect the Success of a Project |
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28 | (2) |
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About the Book: Purpose and Structure |
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30 | (11) |
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34 | (3) |
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37 | (1) |
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38 | (2) |
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40 | (1) |
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Engineering Versus Management |
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41 | (4) |
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41 | (1) |
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Differences between Engineering and Management |
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42 | (1) |
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Transition from Engineer to Manager |
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43 | (1) |
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44 | (1) |
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Process Approach to Project Management |
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45 | (30) |
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45 | (6) |
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46 | (3) |
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Example of a Project Life Cycle |
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49 | (1) |
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Application of the Waterfall Model for Software Development |
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49 | (2) |
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Project Management Processes |
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51 | (1) |
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51 | (1) |
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PMBOK and Processes in the Project Life Cycle |
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52 | (1) |
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Project Integration Management |
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52 | (4) |
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52 | (1) |
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53 | (3) |
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56 | (2) |
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56 | (1) |
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57 | (1) |
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58 | (2) |
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58 | (1) |
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59 | (1) |
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60 | (1) |
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60 | (1) |
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60 | (1) |
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Project Quality Management |
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61 | (1) |
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61 | (1) |
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62 | (1) |
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Project Human Resource Management |
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62 | (1) |
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62 | (1) |
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63 | (1) |
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Project Communications Management |
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63 | (2) |
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63 | (1) |
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64 | (1) |
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65 | (2) |
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65 | (1) |
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66 | (1) |
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Project Procurement Management |
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67 | (3) |
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67 | (1) |
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68 | (2) |
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The Learning Organization and Continuous Improvement |
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70 | (2) |
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Individual and Organizational Learning |
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70 | (1) |
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Workflow and Process Design as the Basis of Learning |
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71 | (1) |
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Organizational Project Management Maturity Model |
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72 | (3) |
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72 | (1) |
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73 | (1) |
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73 | (1) |
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74 | (1) |
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Engineering Economic Analysis |
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75 | (72) |
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75 | (3) |
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Need for Economic Analysis |
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76 | (1) |
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77 | (1) |
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Discount Rate, Interest Rate, and Minimum Acceptable Rate of Return |
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77 | (1) |
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Compound Interest Formulas |
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78 | (9) |
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Present Worth, Future Worth, Uniform Series, and Gradient Series |
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80 | (3) |
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Nominal and Effective Interest Rates |
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83 | (1) |
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84 | (3) |
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87 | (1) |
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Comparison of Alternatives |
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87 | (4) |
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Defining Investment Alternatives |
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88 | (2) |
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90 | (1) |
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91 | (14) |
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91 | (1) |
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92 | (2) |
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94 | (1) |
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Discussion of Present Worth, Annual Worth, and Future Worth Methods |
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95 | (2) |
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Internal Rate of Return Method |
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97 | (6) |
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103 | (2) |
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Sensitivity and Breakeven Analysis |
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105 | (3) |
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Effect of Tax and Depreciation on Investment Decisions |
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108 | (11) |
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Capital Expansion Decision |
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110 | (2) |
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112 | (5) |
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117 | (1) |
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118 | (1) |
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119 | (28) |
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Expected Utility Maximization |
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120 | (2) |
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122 | (1) |
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Constructing the Utility Function |
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123 | (4) |
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127 | (2) |
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Characteristics of the Utility Function |
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129 | (2) |
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131 | (4) |
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135 | (1) |
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136 | (10) |
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146 | (1) |
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147 | (26) |
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Need for Life-Cycle Cost Analysis |
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147 | (3) |
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Uncertainties in Life-Cycle Cost Models |
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150 | (3) |
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Classification of Cost Components |
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153 | (7) |
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160 | (7) |
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Using the Life-Cycle Cost Model |
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167 | (6) |
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168 | (1) |
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168 | (1) |
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169 | (2) |
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171 | (2) |
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Project Screening and Selection |
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173 | (60) |
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Components of the Evaluation Process |
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173 | (2) |
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Dynamics of Project Selection |
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175 | (2) |
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Checklists and Scoring Models |
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177 | (3) |
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180 | (8) |
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185 | (1) |
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185 | (1) |
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Classes of Benefits and Costs |
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186 | (1) |
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Shortcomings of the Benefit-Cost Methodology |
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187 | (1) |
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Cost-Effectiveness Analysis |
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188 | (3) |
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191 | (12) |
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Accepting and Managing Risk |
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194 | (1) |
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194 | (1) |
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Nonprobabilistic Evaluation Methods When Uncertainty Is Present |
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195 | (5) |
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200 | (3) |
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203 | (1) |
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203 | (13) |
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210 | (1) |
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Basic Principles of Diagramming |
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211 | (1) |
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Use of Statistics to Determine the Value of More Information |
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212 | (2) |
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Discussion and Assessment |
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214 | (2) |
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216 | (15) |
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216 | (1) |
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Relationship to R&D Projects |
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217 | (1) |
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218 | (2) |
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220 | (1) |
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221 | (8) |
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229 | (2) |
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Bayes' Theorem for Discrete Outcomes |
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231 | (2) |
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Multiple Criteria Methods for Evaluation |
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233 | (46) |
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233 | (1) |
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Framework for Evaluation and Selection |
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233 | (3) |
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Objectives and Attributes |
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234 | (2) |
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Aggregating Objectives into a Value Model |
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236 | (1) |
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Multiattribute Utility Theory |
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236 | (6) |
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Analytic Hierarchy Process |
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242 | (8) |
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Determining Local Priorities |
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243 | (4) |
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247 | (1) |
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Determining Global Priorities |
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248 | (2) |
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250 | (11) |
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250 | (1) |
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Running the Decision Making Session |
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251 | (1) |
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252 | (1) |
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Group Decision Support Systems |
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252 | (2) |
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254 | (1) |
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254 | (1) |
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255 | (3) |
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258 | (3) |
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Comparison of Multiattribute Utility Theory with the Analytic Hierarchy Process: Case Study |
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261 | (18) |
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Introduction and Background |
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262 | (1) |
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The Cargo-Handling Problem |
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262 | (1) |
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262 | (1) |
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Possibility of Commercial Procurement |
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263 | (1) |
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263 | (1) |
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Analytic Hierarchy Process |
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264 | (2) |
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266 | (2) |
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Analytic Hierarchy Process Computations |
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268 | (1) |
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Data Collection and Results for AHP |
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269 | (1) |
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Discussion of the Analytic Hierarchy Process and Results |
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270 | (3) |
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Multiattribute Utility Theory |
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273 | (1) |
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Data Collection and Results for Multiattribute Utility Theory |
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273 | (2) |
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Discussion of the Multiattribute Theory and Results |
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275 | (2) |
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277 | (1) |
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Conclusions for the Case Study |
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277 | (1) |
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278 | (1) |
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Scope and Organizational Structure of a Project |
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279 | (50) |
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279 | (1) |
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Organizational Structures |
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280 | (9) |
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281 | (2) |
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283 | (1) |
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284 | (1) |
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284 | (1) |
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285 | (1) |
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285 | (3) |
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Criteria for Selecting an Organizational Structure |
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288 | (1) |
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Organizational Breakdown Structure of Projects |
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289 | (9) |
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Factors in Selecting a Structure |
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290 | (1) |
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291 | (4) |
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295 | (3) |
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298 | (10) |
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299 | (7) |
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306 | (2) |
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Combining the Organizational and Work Breakdown Structures |
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308 | (3) |
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Linear Responsibility Chart |
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309 | (2) |
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Management of Human Resources |
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311 | (18) |
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Developing and Managing the Team |
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311 | (4) |
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Encouraging Creativity and Innovation |
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315 | (2) |
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Leadership, Authority, and Responsibility |
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317 | (3) |
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Ethical and Legal Aspects of Project Management |
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320 | (3) |
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323 | (1) |
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324 | (1) |
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324 | (2) |
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326 | (3) |
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Management of Product, Process, and Support Design |
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329 | (48) |
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Design of Products, Services, and Systems |
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329 | (4) |
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Principles of Good Design |
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330 | (2) |
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Management of Technology and Design in Projects |
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332 | (1) |
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Role of the Project Manager |
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333 | (1) |
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Importance of Time and the Use of Teams |
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334 | (10) |
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Concurrent Engineering and Time-Based Competition |
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335 | (3) |
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338 | (3) |
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341 | (1) |
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342 | (1) |
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343 | (1) |
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344 | (16) |
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Quality Function Deployment |
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344 | (3) |
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347 | (3) |
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350 | (5) |
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355 | (5) |
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360 | (17) |
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360 | (6) |
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Importance of Quality in Design |
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366 | (1) |
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367 | (1) |
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367 | (2) |
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369 | (1) |
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369 | (2) |
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371 | (1) |
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372 | (1) |
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373 | (1) |
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373 | (4) |
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377 | (80) |
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377 | (6) |
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380 | (1) |
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381 | (2) |
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Estimating the Duration of Project Activities |
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383 | (10) |
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384 | (3) |
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387 | (1) |
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388 | (1) |
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388 | (1) |
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388 | (5) |
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393 | (2) |
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Precedence Relations Among Activities |
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395 | (2) |
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397 | (4) |
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Activity-on-Arrow Network Approach for Critical Path Method Analysis |
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401 | (12) |
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Calculating Event Times and Critical Path |
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409 | (2) |
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Calculating Activity Start and Finish Times |
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411 | (1) |
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412 | (1) |
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Activity-on-Node Network Approach for Critical Path Method Analysis |
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413 | (3) |
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Calculating Early Start and Early Finish Times of Activities |
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414 | (1) |
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Calculating Late Start and Finish Times of Activities |
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415 | (1) |
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Precedence Diagramming with Lead--Lag Relationships |
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416 | (6) |
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Linear Programming Approach for Critical Path Method Analysis |
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422 | (2) |
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Aggregating Activities in the Network |
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424 | (1) |
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424 | (1) |
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425 | (1) |
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425 | (9) |
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425 | (3) |
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428 | (6) |
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Critique of PERT and CPM Assumptions |
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434 | (2) |
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436 | (1) |
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437 | (13) |
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438 | (1) |
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439 | (1) |
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440 | (7) |
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447 | (3) |
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Least-Squares Regression Analysis |
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450 | (2) |
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452 | (3) |
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Normal Distribution Function |
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455 | (2) |
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457 | (30) |
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Effect of Resources on Project Planning |
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457 | (1) |
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Classification of Resources Used in Projects |
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458 | (3) |
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Resource Leveling Subject to Project Due-Date Constraints |
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461 | (4) |
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Resource Allocation Subject to Resource Availability Constraints |
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465 | (4) |
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Priority Rules for Resource Allocation |
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469 | (3) |
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Critical Chain: Project Management by Constraints |
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472 | (1) |
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Mathematical Models for Resource Allocation |
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472 | (3) |
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Projects Performed in Parallel |
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475 | (9) |
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476 | (1) |
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476 | (1) |
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477 | (5) |
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482 | (2) |
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Estimating Peak Resource Requirements |
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484 | (3) |
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487 | (30) |
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487 | (2) |
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Project Budget and Organizational Goals |
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489 | (2) |
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491 | (3) |
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492 | (1) |
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492 | (2) |
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494 | (1) |
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Techniques for Managing the Budget |
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494 | (11) |
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494 | (4) |
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498 | (7) |
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505 | (1) |
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505 | (2) |
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Project Execution: Consuming the Budget |
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507 | (1) |
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Important Points in the Budgeting Process |
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508 | (9) |
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509 | (1) |
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509 | (1) |
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510 | (5) |
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515 | (2) |
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517 | (44) |
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517 | (3) |
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Common Forms of Project Control |
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520 | (3) |
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Integrating the OBS and WBS with Cost and Schedule Control |
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523 | (14) |
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524 | (4) |
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528 | (9) |
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537 | (1) |
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Updating Cost and Schedule Estimates |
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538 | (3) |
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Technological Control: Quality and Configuration |
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541 | (1) |
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541 | (5) |
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546 | (8) |
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549 | (1) |
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549 | (1) |
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550 | (2) |
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552 | (2) |
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Example of a Work Breakdown Structure |
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554 | (2) |
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Department of Energy Cost/Schedule Control Systems Criteria |
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556 | (5) |
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Research and Development Projects |
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561 | (40) |
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561 | (2) |
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563 | (4) |
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Technical Success Versus Commercial Success |
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563 | (1) |
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564 | (1) |
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564 | (1) |
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565 | (1) |
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566 | (1) |
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567 | (1) |
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567 | (5) |
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Classification of Technologies |
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569 | (1) |
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Exploiting Mature Technologies |
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570 | (1) |
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Relationship between Technology and Projects |
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571 | (1) |
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572 | (4) |
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572 | (1) |
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573 | (3) |
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Parallel Funding: Dealing with Uncertainty |
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576 | (4) |
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576 | (2) |
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578 | (1) |
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578 | (2) |
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Managing the R&D Portfolio |
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580 | (15) |
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Evaluating an Ongoing Project |
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582 | (3) |
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585 | (5) |
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590 | (1) |
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590 | (1) |
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591 | (1) |
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592 | (3) |
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Portfolio Management Case Study |
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595 | (6) |
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Computer Support for Project Management |
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601 | (44) |
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601 | (1) |
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Use of Computers in Project Management |
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602 | (15) |
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Supporting the Project Management Process Approach |
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603 | (1) |
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Tools and Techniques for Project Management |
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603 | (14) |
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Criteria for Software Selection |
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617 | (5) |
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Software Selection Process |
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622 | (6) |
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628 | (2) |
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Project Management Software Vendors |
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630 | (4) |
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630 | (1) |
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630 | (1) |
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631 | (1) |
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632 | (2) |
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PMI Software Evaluation Checklist |
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634 | (11) |
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634 | (1) |
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Category 2: Process Management |
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634 | (1) |
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Category 3: Schedule Management |
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635 | (1) |
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Category 4: Cost Management |
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635 | (1) |
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Category 5: Resource Management |
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635 | (1) |
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Category 6: Communications Management |
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635 | (1) |
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Category 7: Risk Management |
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636 | (1) |
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General (Common) Criteria |
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636 | (1) |
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(Category-Specific Criteria) Category 1: Suites |
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|
637 | (1) |
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Category 2: Process Management |
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637 | (1) |
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Category 3: Schedule Management |
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|
638 | (1) |
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Category 4: Cost Management |
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639 | (1) |
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Category 5: Resource Management |
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|
640 | (1) |
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Category 6: Communications Management |
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|
640 | (2) |
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Category 7: Risk Management |
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|
642 | (3) |
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|
645 | (16) |
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|
645 | (1) |
|
When to Terminate a Project |
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|
646 | (4) |
|
Planning for Project Termination |
|
|
650 | (5) |
|
Implementing Project Termination |
|
|
655 | (1) |
|
|
|
655 | (6) |
|
|
|
656 | (1) |
|
|
|
657 | (1) |
|
|
|
657 | (1) |
|
|
|
658 | (3) |
| Index |
|
661 | |