Includes bibliographical references and index.

Cover
Half Title
Title
Copyright
Dedication
Brief Contents
Contents
Preface
Acknowledgments
About the authors
Introduction
I.1 In the beginning. . .
I.2 What is a project?
I.3 All projects are not the same
I.4 Project management: the need
I.5 Project goal: time, cost, and performance
I.6 Project management: the person, the team, the methodology
I.7 Project management standards of knowledge and competencies
I.8 About this book
I.9 Study project
Appendix: relation between professional standards and chapters of this book
PART I: PHILOSOPHY AND CONCEPTS
1 What is project management?
1.1 Functions of management
1.2 Features of project management
1.3 Evolution of project management
1.4 Where is project management appropriate?
1.5 Management by project: a common approach
1.6 Different forms of project-related management
1.7 New product and systems development projects
1.8 Construction projects
1.9 Service-sector projects
1.10 Public-sector and governmental projects and programs
1.11 Miscellaneous projects
1.12 Summary
2 Systems approach
2.1 Systems and systems thinking
2.2 Systems concepts and principles
2.3 Systems approach
2.4 Systems engineering
2.5 Project management: a systems approach
2.6 Summary
PART II: SYSTEMS DEVELOPMENT AND PROJECT LIFE CYCLE
3 Project life cycle and project conception
3.1 Project life cycle
3.2 Systems development cycle
3.3 Phase A: conception
3.4 Project feasibility
3.5 The project proposal
3.6 Contractual agreement and negotiation
3.7 Contract statement of work and work requisition
3.8 Project initiation: variations on a theme
3.9 Summary
4 Project definition and system definition
4.1 Phase B: definition
4.2 Project definition
4.3 Phased (rolling-wave) project planning
4.4 System definition
4.5 Summary
Appendix A: Stages of systems engineering
Appendix B: Quality function deployment
5 Project execution and closeout
5.1 Phase C: execution
5.2 Detail design stage
5.3 Production/build stage
5.4 Implementation stage
5.5 Project termination and closeout
5.6 Project summary evaluation
5.7 After the project—Phase D: operation
5.8 Summary
PART III: SYSTEMS AND PROCEDURES FOR PLANNING AND CONTROL
6 Basic project planning techniques
6.1 Planning process
6.2 The project execution plan
6.3 Scope and statement of work
6.4 Work definition
6.5 Project organization and responsibilities
6.6 Scheduling
6.7 Planning and scheduling charts
6.8 Line of balance (linear scheduling method)
6.9 Summary
7 Project schedule planning and networks
7.1 Network diagrams
7.2 The critical path
7.3 Converting to Gantt calendar schedules
7.4 Management schedule reserve
7.5 Alternative relationships
7.6 Scheduling with resource constraints
7.7 Criticisms of network methods
7.8 Summary
Appendix A: Activity-on-arrow diagrams
Appendix B: Alternative scheduling method: project starts at day 1
8 Advanced project network analysis and scheduling
8.1 Reducing project duration with critical path method
8.2 Variability of activity duration
8.3 PERT: Program evaluation and review technique
8.4 Allocating resources and multiple project scheduling
8.5 Theory of constraints and critical chain method
8.6 Theory of constraints method for allocating resources to multiple projects
8.7 Discussion and summary
9 Cost estimating and budgeting
9.1 Cost estimates
9.2 Cost escalation
9.3 Cost estimating and the systems development cycle
9.4 Cost estimating process
9.5 Elements of estimates and budgets
9.6 Project cost accounting system
9.7 Budgeting using control (or cost) accounts
9.8 Cost summaries
9.9 Cost schedules and forecasts
9.10 Life-cycle costs
9.11 Summary
10 Project quality management
10.1 The concept of quality
10.2 Project quality management processes
10.3 Techniques for quality assurance in system development
10.4 Techniques for quality control
10.5 Summary
11 Project risk management
11.1 Risk concepts
11.2 Risk identification
11.3 Risk assessment
11.4 Risk response planning
11.5 Risk monitoring and response
11.6 Project management is risk management
11.7 Summary
Appendix: risk analysis methods
12 Project procurement management and contracting
12.1 Procurement and procurement management
12.2 Define and plan the procurement
12.3 Conduct the procurement
12.4 Control and close out the procurement
12.5 Contracting
12.6 Kinds of contracts
12.7 Fixed-price contracts
12.8 Cost-reimbursable contracts
12.9 Contract-related matters
12.10 Summary
13 Project monitoring and control
13.1 Project monitoring
13.2 Communication plan
13.3 Monitoring and control process
13.4 Control emphasis
13.5 Work packages and control accounts
13.6 Performance analysis and earned value management
13.7 Issue management
13.8 Change control
13.9 Problems with monitoring and controlling projects
13.10 Project management information systems
13.11 Summary
Summary of variables
14 Agile project management and lean
14.1 Traditional project management
14.2 Agile project management
14.3 Scrum
14.4 Agile project management controversy
14.5 Lean project management
14.6 Summary
PART IV: ORGANIZATIONAL BEHAVIOR
15 Project organizational structure and integration
15.1 Formal organizational structure
15.2 Organizational design by differentiation and integration
15.3 Requirements of project organizations
15.4 Integration of subunits in projects
15.5 Liaison roles, task forces, and teams
15.6 Project expeditors and coordinators
15.7 Pure project organizations
15.8 Matrix organizations
15.9 Selecting an organizational form for projects
15.10 Project office and project management office
15.11 Integration in large-scale projects
15.12 Integration in systems development projects
15.13 Concurrent engineering
15.14 Summary
16 Project roles and stakeholders
16.1 The project manager
16.2 Project management authority
16.3 Project manager qualifications
16.4 Filling the project management role
16.5 Roles in the project team
16.6 Roles outside the project team
16.7 Project stakeholders
16.8 Summary
17 Leadership, teamwork, and conflict
17.1 Leadership in project management
17.2 Participative management and shared leadership
17.3 Teams in project management
17.4 The team-building approach
17.5 Improving ongoing work teams
17.6 Building new teams
17.7 Intergroup problem solving
17.8 Virtual teams
17.9 Conflict
17.10 Managing group conflict
17.11 Managing emotional stress
17.12 Summary
PART V: PROJECT MANAGEMENT IN THE CORPORATE CONTEXT
18 Meta-management of projects and program management
18.1 Project management maturity and maturity models
18.2 Project management methodology
18.3 Managing project knowledge
18.4 Project management office
1. Project management standards and project management support
2. Project resources
3. Project manager competency
4. Liaison with project review board
18.5 Program management
18.6 Program life cycle
18.7 Program management themes
18.8 Program organization
18.9 Special considerations
18.10 Summary
19 Project selection and portfolio management
19.1 Project portfolio management
19.2 Framework for project selection and portfolio management
19.3 Methods for assessing individual projects
19.4 Methods for comparing and selecting projects
19.5 Integrating the gating process and portfolio management
19.6 Summary and discussion
20 International project management
20.1 International projects
20.2 Problems managing international projects
20.3 Local institutions and culture
20.4 Local stakeholders
20.5 Geo-national issues
20.6 Project manager
20.7 Local representative
20.8 Top management, steering committee, and project management office
20.9 Team and relationship building
20.10 Project definition
20.11 Project monitoring
20.12 Communication
20.13 Risks and contingencies
20.14 Summary
Appendix A: Request for proposal for Midwest Parcel Distribution Company
Appendix B: Proposal for Logistical Online System Project
Appendix C: Project execution plan for logistical online system
Index

"Project Management for Engineering, Business and Technology is a highly regarded textbook that addresses project management across all industries. First covering the essential background, from origins and philosophy to methodology, the bulk of the book is dedicated to concepts and techniques for practical application. Coverage includes project initiation and proposals, scope and task definition, scheduling, budgeting, risk analysis, control, project selection and portfolio management, program management, project organization, and all-important "people" aspects-project leadership, team building, conflict resolution and stress management. The Systems Development Cycle is used as a framework to discuss project management in a variety of situations, making this the go-to book for managing virtually any kind of project, program or task force. The authors focus on the ultimate purpose of project management-to unify and integrate the interests, resources and work efforts of many stakeholders, as well as the planning, scheduling, and budgeting needed to accomplish overall project goals. This 6th edition features: Updates throughout to cover the latest developments in project management methodologies New chapter on project procurement management and contracts An expansion of case study coverage throughout, including those on the topic of sustainability and climate change, as well as cases and examples from across the globe, including India, Africa, Asia, and Australia Extensive instructor support materials, including an instructor's manual, PowerPoint slides, answers to chapter review questions and a test bank of questions. Taking a technical yet accessible approach, Project Management for Business, Engineering and Technology, 6th edition, is an ideal resource and reference for all advanced undergraduate and graduate students in project management courses as well as for practicing project managers across all industry sectors"--