Project Management: A Managerial Approach / Edition 8

by Jack R. Meredith, Samuel J. Mantel Jr.

Overview

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Product Details

ISBN-13:	9780470533024
Publisher:	Wiley
Publication date:	08/23/2011
Edition description:	Older Edition
Pages:	600
Product dimensions:	8.30(w) x 10.00(h) x 1.00(d)

About the Author

Jack R. Meredith is an American engineer, organizational theorist, management consultant and Professor of Management at Wake Forest University, known for his work on project management. Samuel J. Mantel Jr. is the author of Project Management: A Managerial Approach, 10th Edition, published by Wiley.

Table of Contents

Chapter 1	Projects in Contemporary Organizations	1
1.1	The Definition of a "Project"	8
1.2	Why Project Management?	13
1.3	The Project Life Cycle	14
1.4	The Structure of This Text	21
	Project Management in Practice: The Olympic Torch Relay Project	12
	Project Management in Practice: Demolishing San Francisco's Bridges Safely	20
	Directed Reading: Lessons for an Accidental Profession	27
	Project Initiation
Chapter 2	Strategic Management and Project Selection	38
2.1	Project Management Maturity	40
2.2	Project Selection and Criteria of Choice	41
2.3	The Nature of Project Selection Models	44
2.4	Types of Project Selection Models	47
2.5	Analysis under Uncertainty-The Management of Risk	64
2.6	Comments on the Information Base for Selection	76
2.7	Project Portfolio Process	78
2.8	Project Proposals	86
	Project Management in Practice: Implementing Strategy through Projects at Blue Cross/Blue Shield	41
	Project Management in Practice: Project Selection for Spent Nuclear Fuel Cleanup	54
	Case: Pan Europa Foods S.A.	96
	Directed Reading: From Experience: Linking Projects to Strategy	105
Chapter 3	The Project Manager	117
3.1	Project Management and the Project Manager	119
3.2	Special Demands on the Project Manager	127
3.3	Selecting the Project Manager	139
3.4	Problems of Cultural Differences	144
3.5	Impact of Institutional Environments	148
3.6	Multicultural Communications and Managerial Behavior	155
	Project Management in Practice: The Project Management Career Path at AT&T	125
	Project Management in Practice: The Wreckmaster at a New York Subway Accident	136
	Project Management in Practice: Success at Energo by Integrating Two Diverse Cultures	147
	Project Management in Practice: Project Management in Brazil during Unstable Times	152
	Case: The National Jazz Hall of Fame	165
	Directed Reading: What It Takes to Be a Good Project Manager	178
Chapter 4	Project Organization	183
4.1	The Project as Part of the Functional Organization	185
4.2	Pure Project Organization	189
4.3	The Matrix Organization	191
4.4	Mixed Organizational Systems	196
4.5	Choosing an Organizational Form	198
4.6	Two Special Cases-Risk Management and the Project Office	201
4.7	The Project Team	210
4.8	Human Factors and the Project Team	212
	Project Management in Practice: Reorganizing for Project Management at Prevost Car	188
	Project Management in Practice: Trinatronic, Inc.	200
	Project Management in Practice: South African Repair Success through Teamwork	218
	Case: Oilwell Cable Company, Inc.	225
	Directed Reading: The Virtual Project: Managing Tomorrow's Team Today	229
Chapter 5	Project Planning	235
5.1	Initial Project Coordination	237
5.2	Systems Integration	245
5.3	Sorting Out the Project	246
5.4	The Work Breakdown Structure and Linear Responsibility Charts	256
5.5	Interface Coordination through Integration Management	262
	Project Management in Practice: Minnesota DOT Project Planning	244
	Project Management in Practice: Disaster Project Planning in Iceland	254
	Case: A Project Management and Control System for Capital Projects	271
	Directed Reading: Planning for Crises in Project Management	282
Chapter 6	Conflict and Negotiation	290
6.1	The Nature of Negotiation	293
6.2	Partnering, Chartering, and Change	294
6.3	Conflict and the Project Life Cycle	299
6.4	Some Requirements and Principles of Negotiation	307
6.5	Neogtiation in Action-The Quad Sensor Project	310
	Project Management in Practice: Selling New Area Codes to Consumers Who Don't Want Them	292
	Project Management in Practice: A Consensus Feasibility Study for Montreal's Archipel Dam	306
	Case: Pelican Landing: Bender Corporation	315
	Directed Reading: Methods of Resolving Interpersonal Conflict	319
	Project Implementation
Chapter 7	Budgeting and Cost Estimation	326
7.1	Estimating Project Budgets	327
7.2	Improving the Process of Cost Estimation	339
	Project Management in Practice: Pathfinder Mission to Mars-on a Shoestring	328
	Project Management in Practice: Completing the Limerick Nuclear Facility Under Budget	340
	Project Management in Practice: The Emanon Aircraft Corporation	349
	Project Management in Practice: Managing Costs at Massachusetts' Neighborhood Health Plan	353
	Case: Automotive Builders, Inc.: The Stanhope Project	358
	Directed Reading: Three Perceptions of Project Cost	364
Chapter 8	Scheduling	371
8.1	Background	371
8.2	Network Techniques: PERT and CPM	376
8.3	Risk Analysis Using Simulation with Crystal Ball 2000	404
8.4	Extensions and Applications	414
	Project Management in Practice: Replacing the Atigun Section of the TransAlaska Pipeline	373
	Project Management in Practice: Hosting the Annual Project Management Institute Symposium	411
	Case: The Sharon Construction Corporation	431
Chapter 9	Resource Allocation	433
9.1	Critical Path Method-Crashing a Project	435
9.2	The Resource Allocation Problem	444
9.3	Resource Loading	445
9.4	Resource Leveling	449
9.5	Constrained Resource Scheduling	454
9.6	Multiproject Scheduling and Resource Allocation	461
9.7	Goldratt's Critical Chain	470
	Project Management in Practice: Expediting Los Angeles Freeway Repairs after the Earthquake	434
	Project Management in Practice: Architectural Associates, Inc.	437
	Project Management in Practice: Benefits of Resource Constraining at Pennsylvania Electric	460
	Case: D.U. Singer Hospital Products Corp.	485
Chapter 10	Monitoring and Information Systems	489
10.1	The Planning-Monitoring-Controlling Cycle	490
10.2	Information Needs and the Reporting Process	500
10.3	Earned Value Analysis	507
10.4	Computerized PMIS (Project Management Information Systems)	520
	Project Management in Practice: Using Project Management Software to Schedule the Olympic Games	491
	Project Management in Practice: Drug Counseling Program	497
	Project Management in Practice: Tracking Scope Creep: A Project Manager Responds	501
	Project Management in Practice: Success through Earned Value at Texas Instruments	517
	Case: The Project Manager/Customer Interface	530
	Directed Reading: Survey of Project Management Tools	534
Chapter 11	Project Control	541
11.1	The Fundamental Purposes of Control	544
11.2	Three Types of Control Processes	546
11.3	Comments on the Design of Control Systems	557
11.4	Control as a Function of Management	566
11.5	Balance in a Control System	568
11.6	Control of Creative Activities	571
11.7	Control of Change and Scope Creep	572
	Project Management in Practice: Extensive Controls for San Francisco's Metro Turnback Project	547
	Project Management in Practice: Schedule and Cost Control for Australia's New Parliament House	564
	Project Management in Practice: Better Control of Development Projects at Johnson Controls	575
	Case: Peerless Laser Processors	581
	Directed Reading: Controlling Projects According to Plan	586
	Project Termination
Chapter 12	Project Auditing	594
12.1	Purposes of Evaluation-Goals of the System	595
12.2	The Project Audit	599
12.3	Construction and Use of the Audit Report	602
12.4	The Project Audit Life Cycle	606
12.5	Some Essentials of an Audit/Evaluation	609
12.6	Measurement	611
	Project Management in Practice: Lessons from Auditing 110 Client/Server and Open Systems Projects	598
	Project Management in Practice: Auditing a Troubled Project at Atlantic States Chemical Laboratories	605
	Classic Reading: An Assessment of PostProject Reviews	616
Chapter 13	Project Termination	624
13.1	The Varieties of Project Termination	625
13.2	When to Terminate a Project	629
13.3	The Termination Process	635
13.4	The Final Report-A Project History	641
	Project Management in Practice: Nucor's Approach to Termination by Addition	627
	Project Management in Practice: Terminating the Superconducting Super Collider Project	634
	Photo Credits	649
	Name Index	651
	Subject Index	658

Editorial Reviews

A textbook for a course at the advanced undergraduate or graduate level in which scholars of operations management Meredith (Wake Forest U.) and Mantel (U. of Cincinnati) look at project management from the perspective of the larger discipline of management, rather than the more usual cookbook, treatise on special areas, or collection of loosely associated articles. The material should be suitable for classes on managing service, product, or engineering projects, and in this addition is augmented to include managing information system projects. It also extends the treatment of scheduling, earned value analysis, and risk management, and emphasizes more strongly the sources of conflict in projects. No dates are cited for earlier editions. The disks supply a trial version of project software. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Booknews