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Contemporary Project Management
Timothy J. Kloppenborg •
Vittal Anantatmula •
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42
PMBOK® Guide, 6th ed. Coverage
Knowledge Areas
Initiating Process Group Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
Project Integration Management
Develop Project Charter 60–79
Develop Project Management Plan 409–410
Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508
Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463
Close Project or Phase 503, 508–511
Project Scope Management
Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229
Validate Scope 500–501 Control Scope 475–476
Project Schedule Management
Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267
Control Schedule 476–480
Project Cost Management
Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344
Control Costs 345, 476–480
Project Quality Management
Plan Quality Management 401–404 Manage Quality 404–406, 469–474
Control Quality 406–409, 469–474
Project Resources Management
Plan Resource Management 290–295 Estimate Activity Resources 290
Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161
Control Resources 476
Project Com- munications Management
Plan Communications Management 188–192
Manage Communications 193–199, 465–467
Monitor Communications 467–468
Project Risk Management
Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377
Implement Risk Responses 464–465
Monitor Risks 463–464
Project Procurement Management
Plan Procurement Management 431–433, 438–441
Conduct Procurements 434–438
Control Procurments 441
Project Stake- holder Management
Identify Stakehold- ers 75–77, 178–184
Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188
Monitor Stakeholder Engagement 188
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square, PA: Project Management Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Contemporary Project Management ORGANIZE LEAD PLAN PERFORM
FOURTH EDITION
TIMOTHY J. KLOPPENBORG Xavier University
VITTAL ANANTATMULA Western Carolina University
KATHRYN N. WELLS Keller Williams Real Estate
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product text may not be available in the eBook version.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Contemporary Project Management, Fourth Edition
Timothy J. Kloppenborg
2019 2015
Cengage Learning Customer & Sales Support, 1-800-354-9706
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2017947974
978 1 337 40645 1
Cengage Learning 20
02210
40 125
www.cengage.com.
www.cengage.com
www.cengagebrain.com
Printed in the United States of America Print Number: 01 Print Year: 2017
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42
PMBOK® Guide, 6th ed. Coverage
Knowledge Areas
Initiating Process Group Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
Project Integration Management
Develop Project Charter 60–79
Develop Project Management Plan 409–410
Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508
Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463
Close Project or Phase 503, 508–511
Project Scope Management
Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229
Validate Scope 500–501 Control Scope 475–476
Project Schedule Management
Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267
Control Schedule 476–480
Project Cost Management
Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344
Control Costs 345, 476–480
Project Quality Management
Plan Quality Management 401–404 Manage Quality 404–406, 469–474
Control Quality 406–409, 469–474
Project Resources Management
Plan Resource Management 290–295 Estimate Activity Resources 290
Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161
Control Resources 476
Project Com- munications Management
Plan Communications Management 188–192
Manage Communications 193–199, 465–467
Monitor Communications 467–468
Project Risk Management
Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377
Implement Risk Responses 464–465
Monitor Risks 463–464
Project Procurement Management
Plan Procurement Management 431–433, 438–441
Conduct Procurements 434–438
Control Procurments 441
Project Stake- holder Management
Identify Stakehold- ers 75–77, 178–184
Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188
Monitor Stakeholder Engagement 188
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square, PA: Project Management Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Brief Contents
Preface xx About the Authors xxix
PART 1 Organizing Projects 1 Introduction to Project Management 2
2 Project Selection and Prioritization 32
3 Chartering Projects 60
PART 2 Leading Projects 4 Organizational Capability: Structure, Culture, and Roles 100
5 Leading and Managing Project Teams 136
6 Stakeholder Analysis and Communication Planning 176
PART 3 Planning Projects 7 Scope Planning 210
8 Scheduling Projects 244
9 Resourcing Projects 286
10 Budgeting Projects 328
11 Project Risk Planning 358
12 Project Quality Planning and Project Kickoff 386
PART 4 Performing Projects 13 Project Supply Chain Management 426
14 Determining Project Progress and Results 456
15 Finishing the Project and Realizing the Benefits 498
Appendix A PMP and CAPM Exam Prep Suggestions 522 Appendix B Agile Differences Covered 527 Appendix C Answers to Selected Exercises 532 Appendix D Project Deliverables 537 Appendix E Strengths Themes As Used in Project Management [Available Online]
Index 539
v Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Requirements Documents
13.1 Identify Stakeholders
Stakeholder
Register Stakeholder Engagement
Assessment Matrix
Integration
Scope
Schedule
Cost
Quality
Resources
Communication
Risk
Procurement
Stakeholders
12.1 Plan Procurement Management
11.1 Plan Risk
Management
10.1 Plan Communications
Management
9.1 Plan Resource
Management
8.1 Plan Quality
Management
7.1 Plan Cost
Management
6.1 Plan Schedule
Management
5.1 Plan Scope
Management
Duration
Estimates
Scope Statement
Activity List
Milestone List
Network
4.1 Develop Project Charter
Charter
Assumptions Log
Cost Baseline
Resource Requirements
RACI Team
Charter
Quality Mgt. Plan
Communications Matrix
Risk Register
Bid Documents Make or Buy
Analysis
6.5 Develop Schedule
Schedule Baseline
5.2 Collect Requirements
5.4 Create WBS
Scope
4.2 Develop Project Management Plan
Activities
9.2 Estimate Activity
Resources
11.2 Identify Risks
11.3 Perform Qualitative
Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk
Responses
13.2 Plan Stakeholders Engagement
6.4 Estimate activity
Durations
7.3 Determine Budget
7.2 Estimate Costs
6.3 Sequence Activities
1.2 Foundational Elements
2.4 Organizational Systems
3.4 Project Manager Competencies Selecting Projects
Project Customer Tradeoff Matrix
Life Cycle and Development Approach Elevator Pitch
Leader Roles and Responsibilities Project Selection and Prioritization Matrix Project Resource Assignment Matrix
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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11.6 Implement Risk Responses
13.3 Manage Stakeholder Engagement
13.4 Monitor Stakeholder Engagement
4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
Scope Baseline with WBS
Resource Histogram Project Crashing
Retrospectives
Closure Documents Customer Feedback Transition Plan
Scope Backlog
Burn Down/Up
Charts
Quality Reports
s Analysis
Realizing s
PM Plan Baselines Life Cycle and Development Approach 4.7 Close Project
or Phase
6.6 Control Schedule
Earned Value Analysis
7.4 Control Costs
5.6 Control Scope
5.5 Validate Scope
8.2 Manage Quality
9.3 Acquire Resources
9.4 Develop Team
9.6 Control Resources
9.5 Manage Team
8.3 Control Quality
Change Requests
10.2 Manage Communications
11.7 Monitor Risks
10.3 Monitor Communications
Team Assignments
Team Assessments
Agendas Minutes
Issues Log Meeting Evaluation Progress Report
12.2 Conduct Procurements
12.3 Control Procurements
Source Selection
Matrix
Lessons Learned Register
Quality Measurements
4.6 Perform Integrated
Change Control
4.5 Monitor and Control
Project Work
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xx About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix
PART 1 Organizing Projects
CHAPTER 1 Introduction to Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.1 What Is a Project? 3
1.2 History of Project Management 5
1.3 How Can Project Work Be Described? 6 1.3a Projects versus Operations 6 / 1.3b Soft Skills and Hard Skills 7 / 1.3c Authority
and Responsibility 7 / 1.3d Project Life Cycle 7
1.4 Understanding Projects 10 1.4a Project Management Institute 10 / 1.4b Project Management Body of Knowledge
(PMBOK®) 10 / 1.4c The PMI Talent Triangle 11 / 1.4d Selecting and Prioritizing Projects 14 / 1.4e Project Goals and Constraints 14 / 1.4f Defining Project Success and Failure 15 / 1.4g Using Microsoft Project to Help Plan and Measure Projects 16 / 1.4h Types of Projects 16 / 1.4i Scalability of Project Tools 17
1.5 Project Roles 17 1.5a Project Executive-Level Roles 18 / 1.5b Project Management-Level Roles 19 /
1.5c Project Associate-Level Roles 20
1.6 Overview of the Book 20 1.6a Part 1: Organizing and Initiating Projects 20 / 1.6b Part 2: Leading Projects 21 /
1.6c Part 3: Planning Projects 21 / 1.6d Part 4: Performing Projects 23
PMP/CAPM Study Ideas 23
Summary 24
Key Terms Consistent with PMI Standards and Guides 24
Chapter Review Questions 25
Discussion Questions 25
PMBOK® Guide Questions 26 Integrated Example Projects 27
Suburban Homes Construction Project 27
Casa DE PAZ Development Project 28
Semester Project Instructions 28
Project Management in Action 29
References 30
Endnotes 31
viii Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
CHAPTER 2 Project Selection and Prioritization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 2.1 Strategic Planning Process 33
2.1a Strategic Analysis 33 / 2.1b Guiding Principles 34 / 2.1c Strategic Objectives 36 / 2.1d Flow-Down Objectives 37
2.2 Portfolio Management 37 2.2a Portfolios 38 / 2.2b Programs 39 / 2.2c Projects and Subprojects 39 /
2.2d Assessing an Organization’s Ability to Perform Projects 42 / 2.2e Identifying Potential Projects 42 / 2.2f Using a Cost-Benefit Analysis Model to Select Projects 43 / 2.2g Using a Scoring Model to Select Projects 45 / 2.2h Prioritizing Projects 48 / 2.2i Resourcing Projects 48
2.3 Securing Projects 49 2.3a Identify Potential Project Opportunities 50 / 2.3b Determine Which Opportunities to
Pursue 50 / 2.3c Prepare and Submit a Project Proposal 51 / 2.3d Negotiate to Secure the Project 51
PMP/CAPM Study Ideas 52
Summary 52
Key Terms Consistent with PMI Standards and Guides 52
Chapter Review Questions 53
Discussion Questions 53
PMBOK® Guide Questions 53 Exercises 54
Integrated Example Projects 55
Casa DE PAZ Development Project 56
Semester Project Instructions 56
Project Management in Action 57
References 58
Endnotes 59
CHAPTER 3 Chartering Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 3.1 What Is a Project Charter? 62
3.2 Why Is a Project Charter Used? 63
3.3 When Is a Charter Needed? 64
3.4 Typical Elements in a Project Charter 65 3.4a Title 65 / 3.4b Scope Overview 65 / 3.4c Business Case 66 /
3.4d Background 66 / 3.4e Milestone Schedule with Acceptance Criteria 66 / 3.4f Risks, Assumptions, and Constraints 67 / 3.4g Resource Estimates 69 / 3.4h Stakeholder List 69 / 3.4i Team Operating Principles 69 / 3.4j Lessons Learned 70 / 3.4k Signatures and Commitment 70
3.5 Constructing a Project Charter 70 3.5a Scope Overview and Business Case Instructions 70 / 3.5b Background
Instructions 71 / 3.5c Milestone Schedule with Acceptance Criteria Instructions 72 / 3.5d Risks, Assumptions, and Constraints Instructions 75 / 3.5e Resources Needed Instructions 75 / 3.5f Stakeholder List Instructions 75 /
Contents ix
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3.5g Team Operating Principles Instructions 77 / 3.5h Lessons Learned Instructions 77 / 3.5i Signatures and Commitment Instructions 78
3.6 Ratifying the Project Charter 79
3.7 Starting a Project Using Microsoft Project 79 3.7a MS Project 2016 Introduction 80 / 3.7b Setting up Your First Project 81 /
3.7c Define Your Project 82 / 3.7d Create a Milestone Schedule 83
PMP/CAPM Study Ideas 88
Summary 88
Key Terms Consistent with PMI Standards and Guides 88
Chapter Review Questions 89
Discussion Questions 89
PMBOK® Guide Questions 89 Exercises 90
Integrated Example Projects 91
Casa DE PAZ Development Project 93
Semester Project Instructions 93
Project Management in Action 93
References 96
Endnotes 97
PART 2 Leading Projects
CHAPTER 4 Organizational Capability: Structure, Culture, and Roles . . . . . . . . . . . . . . . . . . . . . 100 4.1 Types of Organizational Structures 103
4.1a Functional 103 / 4.1b Projectized 104 / 4.1c Matrix 105
4.2 Organizational Culture and Its Impact on Projects 109 4.2a Culture of the Parent Organization 110 / 4.2b Project Cultural Norms 111
4.3 Project Life Cycles 111 4.3a Define-Measure-Analyze-Improve-Control (DMAIC) Model 112 / 4.3b Research and
Development (R&D) Project Life Cycle Model 113 / 4.3c Construction Project Life Cycle Model 113 / 4.3d Agile Project Life Cycle Model 113
4.4 Agile Project Management 114 4.4a What Is Agile? 114 / 4.4b Why Use Agile? 114 / 4.4c What Is an Agile
Mindset? 114 / 4.4d What Are the Key Roles in Agile Projects? 115 / 4.4e How Do You Start an Agile Project? 115 / 4.4f How Do You Continue an Agile Project? 115 / 4.4g What Is Needed for Agile to Be Successful? 116
4.5 Traditional Project Executive Roles 116 4.5a Steering Team 116 / 4.5b Sponsor 117 / 4.5c Customer 119 / 4.5d Chief
Projects Officer/Project Management Office 121
4.6 Traditional Project Management Roles 121 4.6a Functional Manager 121 / 4.6b Project Manager 122 / 4.6c Facilitator 124
4.7 Traditional Project Team Roles 126 4.7a Core Team Members 126 / 4.7b Subject Matter Experts 126
x Contents
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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4.8 Role Differences on Agile Projects 126
PMP/CAPM Study Ideas 128
Summary 128
Key Terms Consistent with PMI Standards and Guides 128
Chapter Review Questions 129
Discussion Questions 129
PMBOK® Guide Questions 129 Exercises 130
Integrated Example Projects 130
Casa DE PAZ Development Project 131
Semester Project Instructions 131
Project Management in Action 132
References 134
Endnotes 135
CHAPTER 5 Leading and Managing Project Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 5.1 Acquire Project Team 138
5.1a Preassignment of Project Team Members 139 / 5.1b Negotiation for Project Team Members 139 / 5.1c On-Boarding Project Team Members 140
5.2 Develop Project Team 141 5.2a Stages of Project Team Development 142 / 5.2b Characteristics of High-Performing
Project Teams 144 / 5.2c Assessing Individual Member Capability 147 / 5.2d Assessing Project Team Capability 148 / 5.2e Building Individual and Project Team Capability 150 / 5.2f Establishing Project Team Ground Rules 153
5.3 Manage Project Team 157 5.3a Project Manager Power and Leadership 157 / 5.3b Assessing Performance of
Individuals and Project Teams 159 / 5.3c Project Team Management Outcomes 159
5.4 Relationship Building Within the Core Team 160
5.5 Managing Project Conflicts 161 5.5a Sources of Project Conflict 162 / 5.5b Conflict-Resolution Process and
Styles 163 / 5.5c Negotiation 164
5.6 Communication Needs of Global and Virtual Teams 166 5.6a Virtual Teams 166 / 5.6b Cultural Differences 166 / 5.6c Countries and Project
Communication Preferences 167
PMP/CAPM Study Ideas 167
Summary 168
Key Terms Consistent with PMI Standards and Guides 168
Chapter Review Questions 168
Discussion Questions 169
PMBOK® Guide Questions 170 Integrated Example Projects 170
Casa DE PAZ Development Project 171
Semester Project Instructions 171
Contents xi
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Project Management in Action 172
References 174
Endnotes 175
CHAPTER 6 Stakeholder Analysis and Communication Planning . . . . . . . . . . . . . . . . . . . . . . . . . 176 6.1 Identify Stakeholders 178
6.1a Find Stakeholders 179 / 6.1b Analyze Stakeholders 180 / 6.1c Document Stakeholders 183
6.2 Plan Stakeholder Engagement 184 6.2a Creating a Stakeholder Engagement Assessment Matrix 184 / 6.2b Planning to Build
Relationships with Stakeholders 185
6.3 Manage Stakeholder Engagement 187
6.4 Monitor Stakeholder Engagement 188
6.5 Plan Communications Management 188 6.5a Purposes of a Project Communications Plan 188 / 6.5b Communications Plan
Considerations 189 / 6.5c Communications Matrix 191 / 6.5d Manage Project Knowledge 192
6.6 Manage Communications 193 6.6a Determine Project Information Needs 193 / 6.6b Establish Information Retrieval and
Distribution System 193 / 6.6c Project Meeting Management 194 / 6.6d Issues Management 197
PMP/CAPM Study Ideas 199
Summary 199
Key Terms Consistent with PMI Standards and Guides 200
Chapter Review Questions 200
Discussion Questions 200
PMBOK® Guide Questions 201 Integrated Example Projects 202
Casa DE PAZ Development Project 202
Semester Project Instructions 203
Project Management in Action 204
References 206
Endnotes 207
PART 3 Planning Projects
CHAPTER 7 Scope Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210 7.1 Plan Scope Management 211
7.2 Collect Requirements 212 7.2a Gather Stakeholder Input and Needs 213
7.3 Define Scope 217 7.3a Reasons to Define Scope 217 / 7.3b How to Define Scope 217 / 7.3c Defining
Scope in Agile Projects 218
xii Contents
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7.4 Work Breakdown Structure (WBS) 220 7.4a What Is the WBS? 220 / 7.4b Why Use a WBS? 221 / 7.4c WBS
Formats 222 / 7.4d Work Packages 224 / 7.4e How to Construct a WBS 226
7.5 Establish Change Control 229
7.6 Using MS Project for Work Breakdown Structures (WBS) 232 7.6a Set Up a WBS in MS Project 232
PMP/CAPM Study Ideas 237
Summary 239
Key Terms Consistent with PMI Standards and Guides 239
Chapter Review Questions 239
Discussion Questions 239
PMBOK® Guide Questions 240 Exercises 241
Integrated Example Projects 241
Casa DE PAZ Development Project 242
Semester Project Instructions 242
Project Management in Action 242
References 243
CHAPTER 8 Scheduling Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244 8.1 Plan Schedule Management 246
8.2 Purposes of a Project Schedule 247
8.3 Historical Development of Project Schedules 247
8.4 How Project Schedules Are Limited and Created 248
8.5 Define Activities 249
8.6 Sequence Activities 253 8.6a Leads and Lags 254 / 8.6b Alternative Dependencies 255
8.7 Estimate Activity Duration 255 8.7a Problems and Remedies in Duration Estimating 256 / 8.7b Learning Curves 258
8.8 Develop Project Schedules 259 8.8a Two-Pass Method 259 / 8.8b Enumeration Method 263
8.9 Uncertainty in Project Schedules 264 8.9a Program Evaluation and Review Technique 265 / 8.9b Monte Carlo Simulation 266
8.10 Show the Project Schedule on a Gantt Chart 268
8.11 Using Microsoft Project for Critical Path Schedules 268 8.11a Set up the Project Schedule 269 / 8.11b Build the Network Diagram and Identify
the Critical Path 270
PMP/CAPM Study Ideas 275
Summary 276
Key Terms Consistent with PMI Standards and Guides 276
Chapter Review Questions 277
Discussion Questions 277
Contents xiii
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Exercises 278
PMBOK® Guide Questions 280 Integrated Example Projects 281
Casa DE PAZ Development Project 281
Semester Project Instructions 283
Project Management in Action 283
References 284
Endnotes 285
CHAPTER 9 Resourcing Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286 9.1 Abilities Needed When Resourcing Projects 288
9.1a The Science and Art of Resourcing Projects 288 / 9.1b Considerations When Resourcing Projects 288 / 9.1c Activity- versus Resource-Dominated Schedules 289
9.2 Estimate Resource Needs 290
9.3 Plan Resource Management 290 9.3a Identify Potential Resources 291 / 9.3b Determine Resource Availability 293 /
9.3c Decide Timing Issues When Resourcing Projects 294
9.4 Project Team Composition Issues 295 9.4a Cross-Functional Teams 295 / 9.4b Co-Located Teams 295 / 9.4c Virtual
Teams 295 / 9.4d Outsourcing 295
9.5 Assign a Resource to Each Activity 296 9.5a Show Resource Responsibilities on RACI Chart 297 / 9.5b Show Resource
Assignments on Gantt Chart 297 / 9.5c Summarize Resource Responsibilities by Time Period with Histogram 297
9.6 Dealing with Resource Overloads 300 9.6a Methods of Resolving Resource Overloads 300
9.7 Compress the Project Schedule 303 9.7a Actions to Reduce the Critical Path 303 / 9.7b Crashing 304 / 9.7c Fast
Tracking 307
9.8 Alternative Scheduling Methods 309 9.8a Critical Chain Project Management (CCPM) 309 / 9.8b Reverse Phase
Schedules 310 / 9.8c Rolling Wave Planning 310 / 9.8d Agile Project Planning 310 / 9.8e Auto/Manual Scheduling 310
9.9 Using MS Project for Resource Allocation 311 9.9a Step 1: Defining Resources 311 / 9.9b Step 2: Set Up a Resource Calendar 312 /
9.9c Step 3: Assigning Resources 312 / 9.9d Step 4: Finding Overallocated Resources 315 / 9.9e Step 5: Dealing with Overallocations 316 / 9.9f Crashing a Critical Path Activity 317
PMP/CAPM Study Ideas 319
Summary 319
Key Terms Consistent with PMI Standards and Guides 320
Chapter Review Questions 320
Discussion Questions 320
PMBOK® Guide Questions 321 Exercises 322
xiv Contents
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Integrated Example Projects 324
Casa DE PAZ Development Project 324
Semester Project Instructions 325
Project Management in Action 325
References 327
Endnote 327
CHAPTER 10 Budgeting Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328 10.1 Plan Cost Management 329
10.2 Estimate Cost 330 10.2a Types of Cost 331 / 10.2b Accuracy and Timing of Cost Estimates 334 /
10.2c Methods of Estimating Costs 335 / 10.2d Project Cost Estimating Issues 338
10.3 Determine Budget 342 10.3a Aggregating Costs 342 / 10.3b Analyzing Reserve Needs 342 /
10.3c Determining Cash Flow 344
10.4 Establishing Cost Control 345
10.5 Using MS Project for Project Budgets 345 10.5a Developing a Bottom-Up Project Budget Estimate 345 / 10.5b Develop Summary
Project Budget 347
PMP/CAPM Study Ideas 349
Summary 349
Key Terms Consistent with PMI Standards and Guides 350
Chapter Review Questions 350
Discussion Questions 350
PMBOK® Guide Questions 351 Exercises 352
Integrated Example Projects 353
Casa DE PAZ Development Project 354
Semester Project Instructions 354
Project Management in Action 354
References 356
Endnotes 356
CHAPTER 11 Project Risk Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358 11.1 Plan Risk Management 360
11.1a Roles and Responsibilities 362 / 11.1b Categories and Definitions 362
11.2 Identify Risks 366 11.2a Information Gathering 366 / 11.2b Reviews 367 / 11.2c Understanding
Relationships 368 / 11.2d Risk Register 368
11.3 Risk Analysis 368 11.3a Perform Qualitative Risk Analysis 368 / 11.3b Perform Quantitative Risk
Analysis 372 / 11.3c Risk Register Updates 373
Contents xv
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11.4 Plan Risk Responses 373 11.4a Strategies for Responding to Risks 373 / 11.4b Risk Register Updates 377
PMP/CAPM Study Ideas 377
Summary 378
Key Terms Consistent with PMI Standards and Guides 378
Chapter Review Questions 379
Discussion Questions 379
PMBOK® Guide Questions 379 Exercises 380
Integrated Example Projects 381
Casa DE PAZ Development Project 381
Semester Project Instructions 382
Project Management in Action 382
References 384
Endnotes 384
CHAPTER 12 Project Quality Planning and Project Kickoff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 386 12.1 Development of Contemporary Quality Concepts 388
12.1a Quality Gurus 388 / 12.1b Total Quality Management/Malcolm Baldrige 389 / 12.1c ISO 9001:2008 390 / 12.1d Lean Six Sigma 390
12.2 Core Project Quality Concepts 392 12.2a Stakeholder Satisfaction 393 / 12.2b Process Management 394 / 12.2c Fact-
Based Management 396 / 12.2d Fact-Based Project Management Example 398 / 12.2e Empowered Performance 399 / 12.2f Summary of Core Concepts 400
12.3 Plan Quality Management 401 12.3a Quality Policy 401 / 12.3b Quality Management Plan Contents 403 /
12.3c Quality Baseline 404 / 12.3d Process Improvement Plan 404
12.4 Manage Quality 404
12.5 Control Quality 406
12.6 Cost of Quality 409
12.7 Develop Project Management Plan 409 12.7a Resolve Conflicts 409 / 12.7b Establish Configuration Management 410 /
12.7c Apply Sanity Tests to All Project Plans 410
12.8 Kickoff Project 410 12.8a Preconditions to Meeting Success 411 / 12.8b Meeting Activities 411
12.9 Baseline and Communicate Project Management Plan 413
12.10 Using MS Project for Project Baselines 413 12.10a Baseline the Project Plan 413 / 12.10b Create the First Time Baseline 414 /
12.10c Subsequent Baselines 414 / 12.10d Viewing Baselines and Variances 415
PMP/CAPM Study Ideas 416
Summary 417
Key Terms Consistent with PMI Standards and Guides 417
Chapter Review Questions 418
xvi Contents
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Discussion Questions 418
PMBOK® Guide Questions 418 Exercises 419
Integrated Example Projects 420
Casa DE PAZ Development Project 420
Semester Project Instructions 420
Project Management in Action 421
References 423
Endnotes 424
PART 4 Performing Projects
CHAPTER 13 Project Supply Chain Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 426 13.1 Introduction to Project Supply Chain Management 428
13.1a SCM Components 430 / 13.1b SCM Factors 430 / 13.1c SCM Decisions 430 / 13.1d Project Procurement Management Processes 431
13.2 Plan Procurement Management 431 13.2a Outputs of Planning 431 / 13.2b Make-or-Buy Decisions 432
13.3 Conduct Procurements 434 13.3a Sources for Potential Suppliers 434 / 13.3b Approaches Used When Evaluating
Prospective Suppliers 435 / 13.3c Supplier Selection 436
13.4 Contract Types 438 13.4a Fixed-Price Contracts 439 / 13.4b Cost-Reimbursable Contracts 440 /
13.4c Time and Material (T&M) Contracts 440
13.5 Control Procurements 441
13.6 Improving Project Supply Chains 441 13.6a Project Partnering and Collaboration 442 / 13.6b Third Parties 447 / 13.6c Lean
Purchasing 447 / 13.6d Sourcing 447 / 13.6e Logistics 447 / 13.6f Information 448
PMP/CAPM Study Ideas 448
Summary 448
Key Terms Consistent with PMI Standards and Guides 449
Chapter Review Questions 449
Discussion Questions 449
PMBOK® Guide Questions 450 Exercises 451
Integrated Example Projects 451
Casa DE PAZ Development Project 452
Semester Project Instructions 452
Project Management in Action 452
References 453
Endnotes 454
Contents xvii
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CHAPTER 14 Determining Project Progress and Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 456 14.1 Project Balanced Scorecard Approach 458
14.2 Internal Project Issues 459 14.2a Direct and Manage Project Work 459 / 14.2b Monitor and Control Project
Work 460 / 14.2c Monitoring Project Risk 463 / 14.2d Implement Risk Responses 464 / 14.2e Manage Communications 465 / 14.2f Monitor Communications 467
14.3 Customer Issues 469 14.3a Manage and Control Quality 469 / 14.3b Control Scope 475
14.4 Financial Issues 476 14.4a Control Resources 476 / 14.4b Control Schedule and Costs 476 / 14.4c Earned
Value Management for Controlling Schedule and Costs 476
14.5 Using MS Project to Monitor and Control Projects 480 14.5a What Makes a Schedule Useful? 480 / 14.5b How MS Project Recalculates the
Schedule Based on Reported Actuals 481 / 14.5c Current and Future Impacts of Time and Cost Variance 481 / 14.5d Define the Performance Update Process 481 / 14.5e Steps to Update the Project Schedule 482
14.6 Replanning If Necessary 487
PMP/CAPM Study Ideas 488
Summary 488
Key Terms Consistent with PMI Standards and Guides 488
Chapter Review Questions 489
Discussion Questions 489
PMBOK® Guide Questions 490 Exercises 491
Integrated Example Projects 492
Casa DE PAZ Development Project 493
Semester Project Instructions 493
Project Management in Action 494
References 496
Endnotes 497
CHAPTER 15 Finishing the Project and Realizing the Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . 498 15.1 Validate Scope 500
15.2 Terminate Projects Early 501
15.3 Close Project 503 15.3a Write Transition Plan 503 / 15.3b Knowledge Management 504 / 15.3c Create
the Closeout Report 508
15.4 Post-Project Activities 509 15.4a Reassign Workers 509 / 15.4b Celebrate Success and Reward Participants 509 /
15.4c Provide Ongoing Support 510 / 15.4d Ensure Project Benefits Are Realized 510
xviii Contents
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15.5 Using MS Project for Project Closure 511 15.5a Creating Project Progress Reports 511 / 15.5b Archiving Project Work 512
PMP/CAPM Study Ideas 515
Summary 515
Key Terms Consistent with PMI Standards and Guides 515
Chapter Review Questions 515
Discussion Questions 516
PMBOK® Guide Questions 516 Exercise 517
Integrated Example Projects 517
Casa DE PAZ Development Project 518
Semester Project Instructions 518
Project Management in Action 518
References 520
Endnotes 521
Appendix A PMP and CAPM Exam Prep Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . 522 Appendix B Agile Differences Covered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 527 Appendix C Answers to Selected Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532 Appendix D Project Deliverables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537 Appendix E Strengths Themes As Used in Project Management . . . . [Available Online] Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 539
Contents xix
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Preface
While project managers today still need to use many techniques that have stood the test of several decades, they increasingly also must recognize the business need for a project, sort through multiple conflicting stakeholder demands. They must know how to deal with rapid change, a myriad of communication issues, global and virtual project teams, modern approaches to quality improvement, when to tailor their project management approach to include methods and behaviors from Agile, and many other issues that are more challenging than those in projects of the past.
Contemporary project management utilizes the tried-and-true project management techniques along with modern improvements such as the most current versions of Micro- soft® Project Professional 2016, the sixth edition of the Guide to the Project Management Body of Knowledge (PMBOK® Guide), and many approaches derived from adaptive (Agile) project management. Contemporary project management also uses many tools and understandings that come from modern approaches to quality and communications, expanded role definitions, leadership principles, human strengths, and many other sources. Contemporary project management is scalable, using simple versions of impor- tant techniques on small projects and more involved versions on more complex projects.
Distinctive Approach This book covers contemporary project management topics using contemporary project management methods. For example, when considering the topic of dealing with multiple stakeholders, every chapter was reviewed by students, practitioners, and academics. This allowed simultaneous consideration of student learning, practitioner realism, and aca- demic research and teaching perspectives.
The practical examples and practitioner reviewers came from a variety of industries, dif- ferent parts of the world, and from many sizes and types of projects in order to emphasize the scalability and universality of contemporary project management techniques.
New to This Edition Core, behavioral, and technical learning objectives. We have expanded the number of learning objectives and classified them as core, behavioral, or technical. About half of the objectives are core: what we believe every student of project management should learn. A professor could teach a solid project management introductory class by deeply using only the core objectives. On the other hand, there are measurable student objectives for either a behavioral or a technical approach. All suggested stu- dent assignments and questions are tied specifically to one of the learning objectives. A professor could use this text for a two-semester sequence that emphasizes both in- depth behavioral and technical approaches. Videos. Exclusively available to those using the MindTap product for this book, we have created dozens of short (average time, five minutes) videos to show the art of many of the techniques. These demonstrate the use of many of the techniques in a by-hand or spreadsheet fashion as well as using Microsoft Project 2016. Several questions that can be assigned to students are included with the videos that
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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demonstrate how to use Microsoft Project to complement learning. Answers (some- times definitive, sometimes representative, depending on the nature of the tech- nique) are included in the instructor’s manual (IM). Extensive flowchart to help the sixth edition of the PMBOK® Guide come to life. All sixth edition PMBOK® Guide knowledge areas, processes, and process groups, plus major deliverables from each process and the primary workflows between them, are specifically included in an interactive, color-coded flowchart that is included in full inside the back cover of the text. We also start each chapter by showing the portion of the flowchart that is covered in that chapter. We now use definitions both from the PMBOK® Guide, Sixth Edition and also from more than a dozen Project Management Institute specialized Practice Guides and Standards. The end of each chapter contains specific suggestions for PMP® and CAPM® test preparation pertaining to the chapter’s topics plus ten PMBOK® Guide-type ques- tions that are typical of what would be seen on PMP® and CAPM® exams. Appendix A gives general study suggestions for the CAPM® and PMP® exams. Project deliverables. A list of 38 project deliverables that can be used as assignments for students and in-class exercises are included in Appendix D. Each deliverable is specifically tied to a student learning objective and shown on the PMBOK® Guide flowchart. About half of these are core, while the others are behavioral or technical. Examples of completed deliverables are included in the text. Teaching suggestions and grading rubrics are included in the IM. Appendix D identifies the type of objec- tive, chapter covered, and PMBOK® Guide process, knowledge area, and process group in which the deliverable is typically created on a real project. Substantial increase in Agile coverage. Agile techniques and methods are consid- ered much more often than even three years ago. As such, many experienced project managers who have also become Agile proponents have contributed to the increased Agile coverage in this book. At multiple points in most chapters, if Agile methods or suggested behaviors are different from traditional project management, these varia- tions are noted. We use an Agile icon to draw attention to these. We also have cre- ated Appendix B, which is a bulleted list of the approximately 180 differences between Agile and traditional project management that are discussed in the book. This extensive coverage allows a professor to teach project management emphasizing an Agile approach, if desired. It also allows a professor to develop an Agile project management course. Two new continuing project examples. We have created two project examples that are included in all 15 chapters of the text. One project is a construction project by a for-profit company that is planned and managed in a traditional fashion. The other is a development project at a nonprofit that is planned and managed in a more (but not exclusively) Agile fashion. In Chapter 1, we introduce both these case studies. After that, we alternate chapters, with each chapter showing what one project did using the concepts and techniques of a chapter and posing questions for the stu- dents to answer about the other project. Answers to the questions are in the IM. This can be another useful vehicle for students to practice their skills and to generate class discussion.
Distinctive Features PMBOK® Guide, Sixth Edition approach. This consistency with the current stan- dard gives students a significant leg up if they decide to become certified Project Management Professionals (PMPs®) or Certified Associates in Project Management
Preface xxi
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(CAPMs®). This text includes an color-coded PMBOK® Guide, Sixth Edition flow- chart, all definitions consistent with PMI guides and standards, CAPM and PMP test preparation suggestions, and test practice questions. Actual project as learning vehicle. A section at the end of each chapter lists deliver- ables for students to create (in teams or individually) for a real project. These assign- ments have been refined over the last two decades while working with the local PMI® chapter, which provided a panel of PMP® judges to evaluate projects from a practical point of view. Included in the IM are extensive tools and suggestions devel- oped over the last 20 years for instructors, guiding them as they have students learn in the best possible way—with real projects. Students are encouraged to keep clean copies of all deliverables so they can demonstrate their project skills in job inter- views. A listing of these deliverables is included in Appendix D. Student-oriented, measurable learning objectives. Each chapter begins with a list of the core objectives for the chapter along with more in-depth behavioral and/or tech- nical objectives for most chapters. The chapter also starts with showing the PMBOK® topics covered in the chapter. The chapter material, end-of-chapter ques- tions and problems, PowerPoint® slides, all deliverables, and test questions have all been updated to correlate to specific objectives. Microsoft® Project Professional 2016 fully integrated into the fabric of eight chap- ters. Microsoft® Project Professional 2016 is shown in a step-by-step manner with numerous screen captures. On all screen captures, critical path activities are shown in contrasting color for emphasis. We have created videos to demonstrate these techniques and developed questions tied to specific learning objectives that can be assigned to the videos to test student learning. Blend of traditional and modern methods. Proven methods developed over the past half century are combined with exciting new methods, including Agile, that are emerging from both industry and research. This book covers the responsibilities of many individuals who can have an impact on projects both as they are practiced in traditional and in Agile environments, so aspiring project managers can understand not only their own roles, but also those of people with whom they need to interact. Integrated example projects. A variety of experienced project leaders from around the world have contributed examples to demonstrate many of the techniques and concepts throughout the book. These highly experienced and credentialed managers have worked closely with the authors to ensure that the examples demonstrate ideas discussed in the chapter. The variety of industries, locations, and sizes of the projects help the students to visualize both how universal project management is and how to appropriately scale the planning and management activities.
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