Project Management A Systems Approach to Planning Scheduling and Controlling 11th Edition by Harold Kerzner ISBN 9781118418550 1118418557

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ISBN 10: 1118418557
ISBN 13: 9781118418550
Author: Harold Kerzner

This is the latest edition of the best selling “bible” of project management. This 11th Edition maintains the streamlined approach of the prior editions and will move the content even closer to PMIs Project Management Body of Knowledge (PMBOK), the 5th edition of which will be released in the Fall/Winter 2012.  New content will be added to this edition on measuring project management ROI and value to the organization and to customers, and much more.  The capstone “super” case on the “Iridium Project” will be maintained covering all aspects of project management.   It is planned to increase the use of sidebars throughout the book to further align with the PMOBOK and the PMP Exam.  As with the prior edition, the 11th edition is supplemented by a Student Workbook, an Instructor’s Manual, and a book of case studies to help students learn and prepare for the Project Management Professional (PMP) certification exam.  The website associated with this book will contain solutions for instructors, full powerpoint presentations for class teaching, videos of Dr. Kerzner explaining and teaching sections from the book and a full test bank.

Project Management A Systems Approach to Planning, Scheduling, and Controlling 11th Edition Table of contents:

1: Overview

1.0: Introduction

1.1: Understanding Project Management

1.2: Defining Project Success

1.3: Success, Trade-Offs, and Competing Constraints

1.4: The Project Manager–Line Manager Interface

1.5: Defining the Project Manager’s Role

1.6: Defining the Functional Manager’s Role

1.7: Defining the Functional Employee’s Role

1.8: Defining the Executive’s Role

1.9: Working with Executives

1.10: Committee Sponsorship/Governance

1.11: The Project Manager as the Planning Agent

1.12: Project Champions

1.13: The Downside of Project Management

1.14: Project-Driven versus Non–Project-Driven Organizations

1.15: Marketing in the Project-Driven Organization

1.16: Classification of Projects

1.17: Location of the Project Manager

1.18: Differing Views of Project Management

1.19: Public-Sector Project Management

1.20: International Project Management

1.21: Concurrent Engineering: A Project Management Approach

1.22: Added Value

1.23: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Study

Williams Machine Tool Company

2: Project Management Growth: Concepts and Definitions

2.0: Introduction

2.1: General Systems Management

2.2: Project Management: 1945–1960

2.3: Project Management: 1960–1985

2.4: Project Management: 1985–2012

2.5: Resistance to Change

2.6: Systems, Programs, and Projects: A Definition

2.7: Product versus Project Management: A Definition

2.8: Maturity and Excellence: A Definition

2.9: Informal Project Management: A Definition

2.10: The Many Faces of Success

2.11: The Many Faces of Failure

2.12: The Stage-Gate Process

2.13: Project Life Cycles

2.14: Gate Review Meetings (Project Closure)

2.15: Engagement Project Management

2.16: Project Management Methodologies: A Definition

2.17: Enterprise Project Management Methodologies

2.18: Methodologies Can Fail

2.19: Organizational Change Management and Corporate Cultures

2.20: Project Management Intellectual Property

2.21: Systems Thinking

2.22: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Study

Creating a Methodology

3: Organizational Structures

3.0: Introduction

3.1: Organizational Work Flow

3.2: Traditional (Classical) Organization

3.3: Developing Work Integration Positions

3.4: Line-Staff Organization (Project Coordinator)

3.5: Pure Product (Projectized) Organization

3.6: Matrix Organizational Form

3.7: Modification of Matrix Structures

3.8: The Strong, Weak, or Balanced Matrix

3.9: Center for Project Management Expertise

3.10: Matrix Layering

3.11: Selecting the Organizational Form

3.12: Structuring the Small Company

3.13: Strategic Business Unit (SBU) Project Management

3.14: Transitional Management

3.15: Barriers to Implementing Project Management in Emerging Markets

Culture

Status and Politics

Implementation of Project Management

Other Barriers

Recommendations

3.16: Seven Fallacies that Delay Project Management Maturity

3.17: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Studies

Jones and Shephard Accountants, Inc.

Coronado Communications

4: Organizing and Staffing the Project Office and Team

4.0: Introduction

4.1: The Staffing Environment

4.2: Selecting the Project Manager: An Executive Decision

4.3: Skill Requirements for Project and Program Managers

Team-Building Skills

Leadership Skills

Conflict Resolution Skills

Technical Skills

Planning Skills

Organizational Skills

Entrepreneurial Skills

Administrative Skills

Management Support Building Skills

Resource Allocation Skills

4.4: Special Cases in Project Manager Selection

4.5: Selecting the Wrong Project Manager

Maturity

Hard-Nosed Tactics

Availability

Technical Expertise

Customer Orientation

New Exposure

Company Exposure

4.6: Next Generation Project Managers

4.7: Duties and Job Descriptions

4.8: The Organizational Staffing Process

4.9: The Project Office

4.10: The Functional Team

4.11: The Project Organizational Chart

4.12: Special Problems

4.13: Selecting the Project Management Implementation Team

4.14: Mistakes Made by Inexperienced Project Managers

4.15: Studying Tips for the PMI® Project Management Certification Exam

Problems

5: Management Functions

5.0: Introduction

5.1: Controlling

5.2: Directing

5.3: Project Authority

5.4: Interpersonal Influences

5.5: Barriers to Project Team Development

5.6: Suggestions for Handling the Newly Formed Team

5.7: Team Building as an Ongoing Process

5.8: Dysfunctions of a Team

5.9: Leadership in a Project Environment

5.10: Life-Cycle Leadership

5.11: Value-Based Project Leadership

5.12: Organizational Impact

5.13: Employee–Manager Problems

5.14: Management Pitfalls

5.15: Communications

5.16: Project Review Meetings

5.17: Project Management Bottlenecks

5.18: Cross-Cutting Skills

5.19: Active Listening

5.20: Project Problem-Solving

5.21: Brainstorming

5.22: Project Decision-Making

5.23: Predicting the Outcome of a Decision

5.24: Facilitation

5.25: Handling Negative Team Dynamics

5.26: Communication Traps

5.27: Proverbs and Laws

5.28: Human Behavior Education

5.29: Management Policies and Procedures

5.30: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Studies

The Trophy Project

Communication Failures

McRoy Aerospace

The Poor Worker

The Prima Donna

The Team Meeting

A Tough Decision

Leadership Effectiveness (A)

Leadership Effectiveness (B)

Motivational Questionnaire

6: Management of Your Time and Stress

6.0: Introduction

6.1: Understanding Time Management

6.2: Time Robbers

6.3: Time Management Forms

6.4: Effective Time Management

6.5: Stress and Burnout

6.6: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Study

The Reluctant Workers

7: Conflicts

7.0: Introduction

7.1: Objectives

7.2: The Conflict Environment

7.3: Types of Conflicts

7.4: Conflict Resolution

7.5: Understanding Superior, Subordinate, and Functional Conflicts

7.6: The Management of Conflicts

7.7: Conflict Resolution Modes

Confronting (or Collaborating)

Compromising

Smoothing (or Accommodating)

Forcing (or Competing, Being Uncooperative, Being Assertive)

Avoiding (or Withdrawing)

7.8: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Studies

Facilities Scheduling at Mayer Manufacturing

Telestar International

Handling Conflict in Project Management

Part 1: Facing the Conflict

Part 2: Understanding Emotions

Part 3: Establishing Communications

Part 4: Conflict Resolution Modes

Part 5: Understanding Your Choices

Part 6: Interpersonal Influences

8: Special Topics

8.0: Introduction

8.1: Performance Measurement

8.2: Financial Compensation and Rewards

Job Classifications and Job Descriptions

Base-Pay Classifications and Incentives

Performance Appraisals

Merit Increases and Bonuses

8.3: Critical Issues with Rewarding Project Teams

8.4: Effective Project Management in the Small Business Organization

8.5: Mega Projects

8.6: Morality, Ethics, and the Corporate Culture

8.7: Professional Responsibilities

Conflict of Interest

Inappropriate Connections

Acceptance of Gifts

Responsibility to Your Company (and Stakeholders)

8.8: Internal Partnerships

8.9: External Partnerships

8.10: Training and Education

8.11: Integrated Product/Project Teams

8.12: Virtual Project Teams

8.13: Breakthrough Projects

8.14: Managing Innovation Projects

Understanding Innovation

Project Selection

Project Selection Obstacles

Identification of Projects

8.15: Agile Project Management

8.16: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Study

Is It Fraud?

9: The Variables for Success

9.0: Introduction

9.1: Predicting Project Success

9.2: Project Management Effectiveness

9.3: Expectations

9.4: Lessons Learned

9.5: Understanding Best Practices

What to Do with a Best Practice?

Critical Questions

Levels of Best Practices

Common Beliefs

Best Practices Library

9.6: Best Practices versus Proven Practices

9.7: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Study

Radiance International

10: Working with Executives

10.0: Introduction

10.1: The Project Sponsor

Committee Sponsorship

When to Seek Help

The New Role of the Executive

Active versus Passive Involvement

Managing Scope Creep

The Executive Champion

10.2: Handling Disagreements with the Sponsor

10.3: The Collective Belief

10.4: The Exit Champion

10.5: The In-House Representatives

10.6: Stakeholder Relations Management

10.7: Politics

10.8: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Studies

Corwin Corporation

The Prioritization of Projects

The Irresponsible Sponsors

Selling Executives on Project Management

11: Planning

11.0: Introduction

11.1: Validating the Assumptions

Enterprise Environmental Factors

Organizational Process Assets

11.2: Validating the Objectives

11.3: General Planning

11.4: Life-Cycle Phases

11.5: Proposal Preparation

11.6: Kickoff Meetings

The Prekickoff Meeting

The Review of Ground Rules Meeting

The Resources Input and Review Meeting

Summary Meetings and Presentations

11.7: Understanding Participants’ Roles

11.8: Project Planning

11.9: The Statement of Work

11.10: Project Specifications

11.11: Milestone Schedules

11.12: Work Breakdown Structure

11.13: WBS Decomposition Problems

11.14: Work Breakdown Structure Dictionary

11.15: Role of the Executive in Project Selection

11.16: Role of the Executive in Planning

11.17: The Planning Cycle

11.17: Work Planning Authorization

11.19: Why Do Plans Fail?

11.20: Stopping Projects

11.21: Handling Project Phaseouts and Transfers

11.22: Detailed Schedules and Charts

11.23: Master Production Scheduling

Master Production Schedule Definition

Objectives of the MPS

11.24: Project Plan

11.25: Total Project Planning

11.26: The Project Charter

11.27: Project Baselines

Performance Measurement Baseline

Rebaselining

Developing the PMB

Types of Baselines

11.28: Verification and Validation

11.29: Requirements Traceability Matrix

11.30: Management Control

11.31: The Project Manager–Line Manager Interface

11.32: Fast-Tracking

11.33: Configuration Management

11.34: Enterprise Project Management Methodologies

11.35: Project Audits

11.36: Studying Tips for the PMI® Project Management Certification Exam

Problems

12: Network Scheduling Techniques

12.0: Introduction

12.1: Network Fundamentals

12.2: Graphical Evaluation and Review Technique (GERT)

12.3: Dependencies

12.4: Slack Time

12.5: Network Replanning

12.6: Estimating Activity Time

12.7: Estimating Total Project Time

12.8: Total PERT/CPM Planning

12.9: Crash Times

12.10: PERT/CPM Problem Areas

12.11: Alternative PERT/CPM Models

12.12: Precedence Networks

12.13: Lag

12.14: Scheduling Problems

12.15: The Myths of Schedule Compression

12.16: Understanding Project Management Software

12.17: Software Features Offered

12.18: Software Classification

12.19: Implementation Problems

12.20: Critical Chain

12.21: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Studies

Crosby Manufacturing Corporation

The Invisible Sponsor

13: Project Graphics

13.0: Introduction

13.1: Customer Reporting

13.2: Bar (Gantt) Chart

13.3: Other Conventional Presentation Techniques

13.4: Logic Diagrams/Networks

13.5: Studying Tips for the PMI® Project Management Certification Exam

Problems

14: Pricing and Estimating

14.0: Introduction

14.1: Global Pricing Strategies

14.2: Types of Estimates

14.3: Pricing Process

14.4: Organizational Input Requirements

14.5: Labor Distributions

14.6: Overhead Rates

14.7: Materials/Support Costs

14.8: Pricing Out the Work

14.9: Smoothing Out Department Man-Hours

14.10: The Pricing Review Procedure

14.11: Systems Pricing

14.12: Developing the Supporting/Backup Costs

14.13: The Low-Bidder Dilemma

14.14: Special Problems

14.15: Estimating Pitfalls

14.16: Estimating High-Risk Projects

14.17: Project Risks

14.18: The Disaster of Applying the 10 Percent Solution to Project Estimates

Cost versus Quality

14.19: Life-Cycle Costing (LCC)

14.20: Logistics Support

14.21: Economic Project Selection Criteria: Capital Budgeting

14.22: Payback Period

14.23: The Time Value of Money

14.24: Net Present Value (NPV)

14.25: Internal Rate of Return (IRR)

14.26: Comparing IRR, NPV, and Payback

14.27: Risk Analysis

14.28: Capital Rationing

14.29: Project Financing

14.30: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Study

The Estimating Problem

15: Cost Control

15.0: Introduction

15.1: Understanding Control

15.2: The Operating Cycle

15.3: Cost Account Codes

15.4: Budgets

15.5: The Earned Value Measurement System (EVMS)

15.6: Variance and Earned Value

Organization-Level Analysis

Program Team Analysis

15.7: The Cost Baseline

15.8: Justifying the Costs

15.9: The Cost Overrun Dilemma

15.10: Recording Material Costs Using Earned Value Measurement

15.11: The Material Accounting Criterion

15.12: Material Variances: Price and Usage

15.13: Summary Variances

15.14: Status Reporting

15.15: Cost Control Problems

15.16: Project Management Information Systems

15.17: Enterprise Resource Planning

15.18: Project Metrics

Understanding Metrics

Causes for Lack of Support for Metrics Management

Characteristics of a Metric

15.19: Key Performance Indicators

Need for KPIs

Using the KPIs

Anatomy of a KPI

KPI Characteristics

KPI Failures

15.20: Value-Based Metrics

15.21: Dashboards and Scorecards

15.22: Business Intelligence

15.23: Infographics

15.24: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Studies

The Bathtub Period

Franklin Electronics

Trouble in Paradise

16: Trade-Off Analysis in a Project Environment

16.0: Introduction

16.1: Methodology for Trade-Off Analysis

Situation 1: Performance Is Held Constant (to Specifications)

Situation 2: Cost Is Fixed

Situation 3: Time Is Fixed

Situation 4: No Constraints Are Fixed

16.2: Contracts: Their Influence on Projects

16.3: Industry Trade-Off Preferences

16.4: Conclusion

16.5: Studying Tips for the PMI® Project Management Certification Exam

17: Risk Management

17.0: Introduction

17.1: Definition of Risk

17.2: Tolerance for Risk

17.3: Definition of Risk Management

17.4: Certainty, Risk, and Uncertainty

Decision-Making under Certainty

Decision-Making Under Risk

Decision-Making Under Uncertainty

17.5: Risk Management Process

17.6: Plan Risk Management (11.1)

17.7: Risk Identification (11.2)

17.8: Risk Analysis (11.3, 11.4)

17.9: Qualitative Risk Analysis (11.3)

17.10: Quantitative Risk Analysis (11.4)

17.11: Probability Distributions and the Monte Carlo Process

Some Common Continuous Risk Distributions

Monte Carlo Process

17.12: Plan Risk Response (11.5)

17.13: Monitor and Control Risks (11.6)

17.14: Some Implementation Considerations

17.15: The Use of Lessons Learned

17.16: Dependencies Between Risks

17.17: The Impact of Risk Handling Measures

17.18: Risk and Concurrent Engineering

17.19: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Studies

Teloxy Engineering (A)

Teloxy Engineering (B)

The Risk Management Department

18: Learning Curves

18.0: Introduction

18.1: General Theory

18.2: The Learning Curve Concept

18.3: Graphic Representation

18.4: Key Words Associated with Learning Curves

18.5: The Cumulative Average Curve

18.6: Sources of Experience

18.7: Developing Slope Measures

18.8: Unit Costs and Use of Midpoints

18.9: Selection of Learning Curves

18.10: Follow-On Orders

18.11: Manufacturing Breaks

18.12: Learning Curve Limitations

18.13: Prices and Experience

18.14: Competitive Weapon

18.15: Studying Tips for the PMI® Project Management Certification Exam

Problems

19: Contract Management

19.0: Introduction

19.1: Procurement

19.2: Plan Procurements

19.3: Conducting the Procurements

19.4: Conduct Procurements: Request Seller Responses

19.5: Conduct Procurements: Select Sellers

19.6: Types of Contracts

19.7: Incentive Contracts

19.8: Contract Type versus Risk

19.9: Contract Administration

19.10: Contract Closure

19.11: Using a Checklist

19.12: Proposal-Contractual Interaction

19.13: Summary

19.14: Studying Tips for the PMI® Project Management Certification Exam

Case Studies

The Scheduling Dilemma

To Bid or Not to Bid

The Management Reserve

20: Quality Management

20.0: Introduction

20.1: Definition of Quality

20.2: The Quality Movement

20.3: Comparison of the Quality Pioneers

20.4: The Taguchi Approach

Limitations

Selecting Design Parameters for Reduced Variation

20.5: The Malcolm Baldrige National Quality Award

20.6: ISO 9000

20.7: Quality Management Concepts

Quality Policy

Quality Objectives

Quality Assurance

Quality Control

Quality Audit

Quality Plan

20.8: The Cost of Quality

20.9: The Seven Quality Control Tools

Data Tables

Cause-and-Effect Analysis

Histogram

Pareto Analysis

Scatter Diagrams

Trend Analysis

Control Charts

20.10: Process Capability (CP)

20.11: Acceptance Sampling

20.12: Implementing Six Sigma

20.13: Lean Six Sigma and DMAIC

20.14: Quality Leadership

20.15: Responsibility for Quality

20.16: Quality Circles

20.17: Just-In-Time Manufacturing (JIT)

20.18: Total Quality Management (TQM)

20.19: Studying Tips for the PMI® Project Management Certification Exam

21: Modern Developments in Project Management

21.0: Introduction

21.1: The Project Management Maturity Model (PMMM)

21.2: Developing Effective Procedural Documentation

The Challenges

How to Make It Work

Established Practices

Categorizing the Broad Spectrum of Documents

As We Mature . . .

21.3: Project Management Methodologies

21.4: Continuous Improvement

21.5: Capacity Planning

21.6: Competency Models

21.7: Managing Multiple Projects

21.8: End-of-Phase Review Meetings

Case Study

Honicker Corporation

22: The Business of Scope Changes

22.0: Introduction

22.1: Need for Business Knowledge

22.2: Timing of Scope Changes

22.3: Business Need for a Scope Change

22.4: Rationale for Not Approving a Scope Change

Case Study

Kemko Manufacturing

23: The Project Office

23.0: Introduction

23.1: Present-Day Project Office

23.2: Implementation Risks

23.3: Types of Project Offices

23.4: Networking Project Management Offices

23.5: Project Management Information Systems

Earned Value Measurement Information System

Risk Management Information System

Performance Failure Information System

Lessons-Learned (Postmortem Analysis) Information System

23.6: Dissemination of Information

23.7: Mentoring

23.8: Development of Standards and Templates

23.9: Project Management Benchmarking

23.10: Business Case Development

23.11: Customized Training (Related to Project Management)

23.12: Managing Stakeholder Relations

23.13: Continuous Improvement

23.14: Capacity Planning

23.15: Risks of Using a Project Office

23.16: Project Portfolio Management

Case Study

The Project Management Lawsuit

24: Managing Crisis Projects

24.0: Introduction

24.1: Understanding Crisis Management

24.2: Ford versus Firestone

Lessons Learned

24.3: The Air France Concorde Crash

Lessons Learned

24.4: Intel and the Pentium Chip

Lessons Learned

24.5: The Russian Submarine Kursk

Lessons Learned

24.6: The Tylenol Poisonings

Stakeholder Management

Accolades

Lessons Learned

24.7: Nestlé’s Marketing of Infant Formula

Nestlé’s Infant Formula

Product Misuse

The Rising Opposition

Lessons Learned

24.8: The Space Shuttle Challenger Disaster

Lessons Learned

24.9: The Space Shuttle Columbia Disaster

Lessons Learned

24.10: Victims Versus Villains

24.11: Life-Cycle Phases

24.12: Project Management Implications

25: Future of Project Management

25.0: Changing Times

Executives Change Their View of Importance of Project Management

Managing Nontraditional Projects

New Developments in Project Management

Conclusions

25.1: Complex Projects

Trade-Offs

Skill Set

Governance

Decision-Making

Comparing Traditional and Nontraditional Projects

25.2: Complexity Theory

25.3: Scope Creep

Defining the Scope

Scope Creep Dependencies

Causes of Scope Creep

Need for Business Knowledge

Ways to Minimize Scope Creep

Conclusions

25.4: Project Health Checks

Understanding Project Health Checks

Who Performs the Health Check?

Health Check Life-Cycle Phases

25.5: Managing Troubled Projects

“Root” Causes of Failure

Definition of Failure

Early-Warning Signs of Trouble

Selecting the Recovery Project Manager (RPM)

Recovery Life-Cycle Phases

Understanding Phase

Audit Phase

Trade Off Phase

Negotiation Phase

Restart Phase

Execution Phase

26: The Rise, Fall, and Resurrection of Iridium: A Project Management Perspective

26.0: Introduction

26.1: Naming the Project “Iridium”

26.2: Obtaining Executive Support

26.3: Launching the Venture

26.4: The Iridium System

26.5: The Terrestrial and Space-Based Network

26.6: Project Initiation: Developing the Business Case

26.7: The “Hidden” Business Case

26.8: Risk Management

Technology Risks

Development Risks

Financial Risks

Marketing Risks

26.9: The Collective Belief

26.10: The Exit Champion

26.11: Iridium’s Infancy Years

26.12: Debt Financing

26.13: The M-Star Project

26.14: A New CEO

26.15: Satellite Launches

26.16: An Initial Public Offering (IPO)

26.17: Signing Up Customers

26.18: Iridium’s Rapid Ascent

December, 1998

26.19: Iridium’s Rapid Descent

April, 1999

May, 1999

June, 1999

July, 1999

August, 1999

September, 1999

26.20: The Iridium “Flu”

26.21: Searching for a White Knight

26.22: The Definition of Failure (October, 1999)

26.23: The Satellite Deorbiting Plan

26.24: Iridium is Rescued for $25 Million

26.25: Iridium Begins to Grow

26.26: Shareholder Lawsuits

26.27: The Bankruptcy Court Ruling

26.28: Autopsy

26.29: Financial Impact of the Bankruptcy

26.30: What Really Went Wrong?

Three Forces Combined to Create Iridium’s Failure

26.31: Lessons Learned

Executives Should Evaluate Projects Such as Iridium as Real Options

Investment in R&D for Iridium Was Appropriate—Follow-on Investment Was Not

Executives Must Build Option Value Assessments into Their Business Plans

Costs of Risky Projects Can Be Reduced via Opportunities for Contracting and Learning

Strategic Leadership of CEOs and Boards Can Make, or Break, Strategic Initiatives

26.32: Conclusion

Epilogue (2011)

Appendix A. Solutions to the Project Management Conflict Exercise

Part One: Facing the Conflict

Part Two: Understanding Emotions

Part Three: Establishing Communications

Part Four: Conflict Resolution

Part Five: Understanding Your Choices

Part Six: Interpersonal Influences

Appendix B. Solution to Leadership Exercise

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