Project Management: A Managerial Approach / Edition 5

Project Management: A Managerial Approach / Edition 5

3.4 9
by Jack R. Meredith, Samuel J. Mantel Jr.

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ISBN-10: 0471073237

ISBN-13: 9780471073239

Pub. Date: 12/06/2002

Publisher: Wiley

Skydiving has its inherent risks. Even though a professional team, like the one depicted on the cover, can make skydiving seem perfectly choreographed; there are always uncertainties. Whether it's getting a skydiving team into the air or a new product off the ground, no project has ever been completed exactly as planned.

With Meredith and Mantel's Sixth Edition,


Skydiving has its inherent risks. Even though a professional team, like the one depicted on the cover, can make skydiving seem perfectly choreographed; there are always uncertainties. Whether it's getting a skydiving team into the air or a new product off the ground, no project has ever been completed exactly as planned.

With Meredith and Mantel's Sixth Edition, you'll not only learn how to select, initiate, operate, and control all types of projects; you'll also learn how to manage risks and uncertainties. Written from a managerial perspective, the text equips you with the quantitative skills, knowledge of organizational issues, and insights into human behavior that you need to do project management effectively.

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Table of Contents

Chapter 1Projects in Contemporary Organizations1
1.1The Definition of a "Project"8
1.2Why Project Management?13
1.3The Project Life Cycle14
1.4The Structure of This Text21
Project Management in Practice: The Olympic Torch Relay Project12
Project Management in Practice: Demolishing San Francisco's Bridges Safely20
Directed Reading: Lessons for an Accidental Profession27
Project Initiation
Chapter 2Strategic Management and Project Selection38
2.1Project Management Maturity40
2.2Project Selection and Criteria of Choice41
2.3The Nature of Project Selection Models44
2.4Types of Project Selection Models47
2.5Analysis under Uncertainty-The Management of Risk64
2.6Comments on the Information Base for Selection76
2.7Project Portfolio Process78
2.8Project Proposals86
Project Management in Practice: Implementing Strategy through Projects at Blue Cross/Blue Shield41
Project Management in Practice: Project Selection for Spent Nuclear Fuel Cleanup54
Case: Pan Europa Foods S.A.96
Directed Reading: From Experience: Linking Projects to Strategy105
Chapter 3The Project Manager117
3.1Project Management and the Project Manager119
3.2Special Demands on the Project Manager127
3.3Selecting the Project Manager139
3.4Problems of Cultural Differences144
3.5Impact of Institutional Environments148
3.6Multicultural Communications and Managerial Behavior155
Project Management in Practice: The Project Management Career Path at AT&T125
Project Management in Practice: The Wreckmaster at a New York Subway Accident136
Project Management in Practice: Success at Energo by Integrating Two Diverse Cultures147
Project Management in Practice: Project Management in Brazil during Unstable Times152
Case: The National Jazz Hall of Fame165
Directed Reading: What It Takes to Be a Good Project Manager178
Chapter 4Project Organization183
4.1The Project as Part of the Functional Organization185
4.2Pure Project Organization189
4.3The Matrix Organization191
4.4Mixed Organizational Systems196
4.5Choosing an Organizational Form198
4.6Two Special Cases-Risk Management and the Project Office201
4.7The Project Team210
4.8Human Factors and the Project Team212
Project Management in Practice: Reorganizing for Project Management at Prevost Car188
Project Management in Practice: Trinatronic, Inc.200
Project Management in Practice: South African Repair Success through Teamwork218
Case: Oilwell Cable Company, Inc.225
Directed Reading: The Virtual Project: Managing Tomorrow's Team Today229
Chapter 5Project Planning235
5.1Initial Project Coordination237
5.2Systems Integration245
5.3Sorting Out the Project246
5.4The Work Breakdown Structure and Linear Responsibility Charts256
5.5Interface Coordination through Integration Management262
Project Management in Practice: Minnesota DOT Project Planning244
Project Management in Practice: Disaster Project Planning in Iceland254
Case: A Project Management and Control System for Capital Projects271
Directed Reading: Planning for Crises in Project Management282
Chapter 6Conflict and Negotiation290
6.1The Nature of Negotiation293
6.2Partnering, Chartering, and Change294
6.3Conflict and the Project Life Cycle299
6.4Some Requirements and Principles of Negotiation307
6.5Neogtiation in Action-The Quad Sensor Project310
Project Management in Practice: Selling New Area Codes to Consumers Who Don't Want Them292
Project Management in Practice: A Consensus Feasibility Study for Montreal's Archipel Dam306
Case: Pelican Landing: Bender Corporation315
Directed Reading: Methods of Resolving Interpersonal Conflict319
Project Implementation
Chapter 7Budgeting and Cost Estimation326
7.1Estimating Project Budgets327
7.2Improving the Process of Cost Estimation339
Project Management in Practice: Pathfinder Mission to Mars-on a Shoestring328
Project Management in Practice: Completing the Limerick Nuclear Facility Under Budget340
Project Management in Practice: The Emanon Aircraft Corporation349
Project Management in Practice: Managing Costs at Massachusetts' Neighborhood Health Plan353
Case: Automotive Builders, Inc.: The Stanhope Project358
Directed Reading: Three Perceptions of Project Cost364
Chapter 8Scheduling371
8.2Network Techniques: PERT and CPM376
8.3Risk Analysis Using Simulation with Crystal Ball 2000404
8.4Extensions and Applications414
Project Management in Practice: Replacing the Atigun Section of the TransAlaska Pipeline373
Project Management in Practice: Hosting the Annual Project Management Institute Symposium411
Case: The Sharon Construction Corporation431
Chapter 9Resource Allocation433
9.1Critical Path Method-Crashing a Project435
9.2The Resource Allocation Problem444
9.3Resource Loading445
9.4Resource Leveling449
9.5Constrained Resource Scheduling454
9.6Multiproject Scheduling and Resource Allocation461
9.7Goldratt's Critical Chain470
Project Management in Practice: Expediting Los Angeles Freeway Repairs after the Earthquake434
Project Management in Practice: Architectural Associates, Inc.437
Project Management in Practice: Benefits of Resource Constraining at Pennsylvania Electric460
Case: D.U. Singer Hospital Products Corp.485
Chapter 10Monitoring and Information Systems489
10.1The Planning-Monitoring-Controlling Cycle490
10.2Information Needs and the Reporting Process500
10.3Earned Value Analysis507
10.4Computerized PMIS (Project Management Information Systems)520
Project Management in Practice: Using Project Management Software to Schedule the Olympic Games491
Project Management in Practice: Drug Counseling Program497
Project Management in Practice: Tracking Scope Creep: A Project Manager Responds501
Project Management in Practice: Success through Earned Value at Texas Instruments517
Case: The Project Manager/Customer Interface530
Directed Reading: Survey of Project Management Tools534
Chapter 11Project Control541
11.1The Fundamental Purposes of Control544
11.2Three Types of Control Processes546
11.3Comments on the Design of Control Systems557
11.4Control as a Function of Management566
11.5Balance in a Control System568
11.6Control of Creative Activities571
11.7Control of Change and Scope Creep572
Project Management in Practice: Extensive Controls for San Francisco's Metro Turnback Project547
Project Management in Practice: Schedule and Cost Control for Australia's New Parliament House564
Project Management in Practice: Better Control of Development Projects at Johnson Controls575
Case: Peerless Laser Processors581
Directed Reading: Controlling Projects According to Plan586
Project Termination
Chapter 12Project Auditing594
12.1Purposes of Evaluation-Goals of the System595
12.2The Project Audit599
12.3Construction and Use of the Audit Report602
12.4The Project Audit Life Cycle606
12.5Some Essentials of an Audit/Evaluation609
Project Management in Practice: Lessons from Auditing 110 Client/Server and Open Systems Projects598
Project Management in Practice: Auditing a Troubled Project at Atlantic States Chemical Laboratories605
Classic Reading: An Assessment of PostProject Reviews616
Chapter 13Project Termination624
13.1The Varieties of Project Termination625
13.2When to Terminate a Project629
13.3The Termination Process635
13.4The Final Report-A Project History641
Project Management in Practice: Nucor's Approach to Termination by Addition627
Project Management in Practice: Terminating the Superconducting Super Collider Project634
Photo Credits649
Name Index651
Subject Index658

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Project Management: A Managerial Approach 3.4 out of 5 based on 0 ratings. 9 reviews.
Anonymous More than 1 year ago
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Anonymous More than 1 year ago
A very valuable resource for Project Managers.
Guest More than 1 year ago
I paid £32 for the book (in York, England) which came with a CD on M/S project and a CD for Crystal Ball. I feel that the content reflects the project management issues in the type of work I do which is housing development. As a project management practioner for 25 years and having obtained a Doctorate in the subject, I find this book to be both informative and stimulating.
Guest More than 1 year ago
I bought this book at the George Washington University's Bookstore and it was worth every penny. The book included the MS Project CD, which I found very helpful and easy to learn. The book was used in my Project Management class and I found that it was very interesting to read. It has case studies for each chapter and it referred to current events, which made it easier to understand and relate to. I plan to use the book at work now that I have completed the class. By far the best text book I ever had.
Guest More than 1 year ago
Jack R. Meredith and Samuel J. Mantel, Jr. have written an academic reference book about project management that is at times dry, theoretical, and boring to read. However, their book is at other times a good, interesting reflection tool for an experienced project manager. A green project manager will often have difficulty to relate the content of the book to his/her new practice. Based on my own experience, there is ultimately no better learning school than getting his/her hands ¿dirty¿ in the field under the supervision of an experienced project manager to learn the ropes of the job.
Guest More than 1 year ago
If you are studying project management to earn credit hours and never intend to utilize real life skills - you will appreciate this book. I have been in the field of Project Management for more than 10 years. Some of this writing is exceptionally dry and is not applicable to real world situations. If you are looking for a book to clearly define scenarios or the type of project management you will likely see in Corporate America - I don't recommend this book. It is a very expensive textbook. I wish I could return it and receive my $101 back! The book is all theory. This is not a desk reference or a reliable source of real world materials. While theories and charts support abstract theories - they do little else for developing executable ideas. The complexity should be in the project - not in the theory that is supposed to support project execution.