{"product_id":"project-management-in-practice-isbn-9781394252138","title":"Project Management in Practice","description":"\u003cp\u003e\u003cb\u003eOffers streamlined, student-friendly coverage of all key areas of project management\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmphasizing the technical aspects of the project management life cycle, \u003ci\u003eProject Management in Practice\u003c\/i\u003e employs an applied approach to the essential tools, strategies, and techniques required to successfully plan and execute a project. The eighth edition of this leading textbook provides clear and reliable coverage of project activity, risk planning, budgeting and scheduling, resource allocation, project monitoring, project evaluation, and much more.\u003c\/p\u003e \u003cp\u003eDesigned for those preparing for or currently involved in the actual use of a project to achieve an objective, \u003ci\u003eProject Management in Practice\u003c\/i\u003e describes fundamental project management concepts and highlights the skills that project managers need to achieve an organization’s strategic goals. Easily accessible chapters feature cases that build upon the material from previous chapters, real-world examples, numerous tables and figures, end-of-chapter review questions, and discussion topics that reinforce key material.\u003c\/p\u003e \u003cp\u003eWith its concise pedagogy and hands-on focus, \u003ci\u003eProject Management in Practice, Eighth Edition,\u003c\/i\u003e is an ideal textbook for one-semester undergraduate and graduate courses or modules in business, engineering, and any curriculum where projects will play an important role in the success of the organization.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eNew to this Edition:\u003c\/b\u003e\u003c\/p\u003e \u003cul\u003e \u003cli\u003eNew discussion of generative AI applications to projects and the role it plays in project management\u003c\/li\u003e \u003cli\u003eNew discussions on sustainability, proven techniques for innovation, and managerial bias in developing and approving the business case for potential projects\u003c\/li\u003e \u003cli\u003eNew non-packaged software approach to monitoring progress on a project that students can set up with a simple spreadsheet\u003c\/li\u003e \u003cli\u003eNew supplement that discusses the \u003ci\u003ePMBOK Guide\u003c\/i\u003e® and the \u003ci\u003eStandard for Project Management\u003c\/i\u003e®\u003c\/li\u003e \u003cli\u003eNew material on the varied interests of different stakeholders of a project\u003c\/li\u003e \u003cli\u003eExpanded coverage of mega- and inter-organizational projects\u003c\/li\u003e \u003cli\u003eIncreased emphasis on the importance of visible organizational support and how to obtain it\u003c\/li\u003e \u003cli\u003eNew content on relating a project to organizational strategy\u003c\/li\u003e \u003cli\u003eAdded focus on the importance of achieving an organization’s target benefits for a project\u003c\/li\u003e \u003cli\u003eNew discussion of measuring project success beyond standard measures of cost and time\u003c\/li\u003e \u003cli\u003eUpdated coverage of the continuum from Agile to Waterfall project management\u003c\/li\u003e \u003cli\u003eNew and revised references throughout\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003cb\u003eWiley Advantage:\u003c\/b\u003e\u003c\/p\u003e \u003cul\u003e \u003cli\u003eProvides concise and pragmatic coverage of the fundamentals of project management\u003c\/li\u003e \u003cli\u003eMirrors the project management life cycle, following the way an actual project is executed\u003c\/li\u003e \u003cli\u003eEmploys a practical, hands-on approach using Microsoft Project and Crystal Ball risk analysis software\u003c\/li\u003e \u003cli\u003eContains mini-cases, Excel spreadsheets, end-of-chapter exercises, tables, diagrams, figures, and a student-friendly icon-based layout\u003c\/li\u003e \u003cli\u003eFeatures an instructor’s manual and access to a companion website with PowerPoint slides, a test bank, and supplemental teaching resources\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003ePreface xv \u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The World of Project Management 1\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e1.1 What is a Project? 1 \u003c\/p\u003e \u003cp\u003e1.1.1 Trends in Project Management 2 \u003c\/p\u003e \u003cp\u003e1.2 Project Management Versus General Management 5 \u003c\/p\u003e \u003cp\u003e1.2.1 Major Differences 5 \u003c\/p\u003e \u003cp\u003e1.2.2 Negotiation 7 \u003c\/p\u003e \u003cp\u003e1.3 Agile Project Management 8 \u003c\/p\u003e \u003cp\u003e1.4 What is Managed? The Three Goals of a Project 11 \u003c\/p\u003e \u003cp\u003e1.5 The Life Cycles of Projects 14 \u003c\/p\u003e \u003cp\u003e1.6 Selecting Projects to Meet Organizational Objectives 16 \u003c\/p\u003e \u003cp\u003e1.6.1 Nonnumeric Selection Methods 17 \u003c\/p\u003e \u003cp\u003e1.6.2 Numeric Selection Methods 18 \u003c\/p\u003e \u003cp\u003e1.7 The Project Portfolio Process 25 \u003c\/p\u003e \u003cp\u003e1.8 Sustainable Project Management 30 \u003c\/p\u003e \u003cp\u003e1.8.1 Sustainability Frameworks for Project Management 30 \u003c\/p\u003e \u003cp\u003e1.9 The Materials in this Text 32 \u003c\/p\u003e \u003cp\u003eReview Questions 33 \u003c\/p\u003e \u003cp\u003eDiscussion Questions 33 \u003c\/p\u003e \u003cp\u003eExercises 34 \u003c\/p\u003e \u003cp\u003eIncident for Discussion 35 \u003c\/p\u003e \u003cp\u003eCase: Friendly Assisted Living Facility— 1 36 \u003c\/p\u003e \u003cp\u003eCase: Handstar Inc. 37 \u003c\/p\u003e \u003cp\u003eBibliography 38 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 The Manager the Organization and the Team 40\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e2.1 The PM’s Roles 41 \u003c\/p\u003e \u003cp\u003e2.1.1 Facilitator 41 \u003c\/p\u003e \u003cp\u003e2.1.2 Communicator 43 \u003c\/p\u003e \u003cp\u003e2.1.3 Virtual Project Manager 46 \u003c\/p\u003e \u003cp\u003e2.1.4 Meetings Convener and Chair 47 \u003c\/p\u003e \u003cp\u003e2.2 The PM’s Responsibilities to the Project 47 \u003c\/p\u003e \u003cp\u003e2.2.1 Acquiring Resources 47 \u003c\/p\u003e \u003cp\u003e2.2.2 Fighting Fires and Obstacles 48 \u003c\/p\u003e \u003cp\u003e2.2.3 Leadership 48 \u003c\/p\u003e \u003cp\u003e2.2.4 Negotiation Conflict Resolution and Persuasion 51 \u003c\/p\u003e \u003cp\u003e2.3 Selection of a Project Manager 53 \u003c\/p\u003e \u003cp\u003e2.3.1 Credibility 53 \u003c\/p\u003e \u003cp\u003e2.3.2 Sensitivity 53 \u003c\/p\u003e \u003cp\u003e2.3.3 Leadership Style Ethics 53 \u003c\/p\u003e \u003cp\u003e2.3.4 Ability to Handle Stress 55 \u003c\/p\u003e \u003cp\u003e2.4 Project Management as a Profession 56 \u003c\/p\u003e \u003cp\u003e2.5 Projects in the Parent Organization 58 \u003c\/p\u003e \u003cp\u003e2.5.1 Inter- Organizational Projects 58 \u003c\/p\u003e \u003cp\u003e2.5.2 Organizational Support Climate and Commitment 58 \u003c\/p\u003e \u003cp\u003e2.5.3 Pure Project Organization 59 \u003c\/p\u003e \u003cp\u003e2.5.4 Functional Project Organization 60 \u003c\/p\u003e \u003cp\u003e2.5.5 Matrix Project Organization 61 \u003c\/p\u003e \u003cp\u003e2.5.6 Mixed Organizational Systems 63  \u003c\/p\u003e \u003cp\u003e2.5.7 The Project Management Office and Project Maturity 63 \u003c\/p\u003e \u003cp\u003e2.6 The Project Team 65 \u003c\/p\u003e \u003cp\u003e2.6.1 Matrix Team Problems 67 \u003c\/p\u003e \u003cp\u003e2.6.2 Intrateam Conflict 67 \u003c\/p\u003e \u003cp\u003e2.6.3 Integration Management 70 \u003c\/p\u003e \u003cp\u003e2.7 Agile Team Roles 72 \u003c\/p\u003e \u003cp\u003eReview Questions 74 \u003c\/p\u003e \u003cp\u003eDiscussion Questions 75 \u003c\/p\u003e \u003cp\u003eExercises 75 \u003c\/p\u003e \u003cp\u003eIncidents For Discussion 76 \u003c\/p\u003e \u003cp\u003eCase: Friendly Assisted Living Facility— 2 77 \u003c\/p\u003e \u003cp\u003eCase: The Quantum Bank 77 \u003c\/p\u003e \u003cp\u003eCase: Southern Care Hospital 78 \u003c\/p\u003e \u003cp\u003eBibliography 80 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Project Activity and Risk Planning 83\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e3.1 From the Project Charter to the Project Plan 83 \u003c\/p\u003e \u003cp\u003e3.2 The Planning Process— Overview 85 \u003c\/p\u003e \u003cp\u003e3.3 The Planning Process— Nuts and Bolts 86 \u003c\/p\u003e \u003cp\u003e3.3.1 The Launch Meeting— and Subsequent Meetings 86 \u003c\/p\u003e \u003cp\u003e3.3.2 Sorting Out the Project— The Work Breakdown Structure (WBS) 88 \u003c\/p\u003e \u003cp\u003e3.3.3 Extensions of the Everyday WBS 91 \u003c\/p\u003e \u003cp\u003e3.4 More on the Work Breakdown Structure and Other Aids 94 \u003c\/p\u003e \u003cp\u003e3.4.1 The RACI Matrix 95 \u003c\/p\u003e \u003cp\u003e3.4.2 A Whole- Brain Approach to Project Planning 96 \u003c\/p\u003e \u003cp\u003e3.4.3 The Design Structure Matrix 99 \u003c\/p\u003e \u003cp\u003e3.4.4 Sustainable Project Management Planning 100 \u003c\/p\u003e \u003cp\u003e3.5 Project Planning with Scrum 101 \u003c\/p\u003e \u003cp\u003e3.5.1 Scrum Artifacts Supporting Project Planning 101 \u003c\/p\u003e \u003cp\u003e3.5.2 Scrum Events for Project Planning 103 \u003c\/p\u003e \u003cp\u003e3.5.3 Risk Management with Scrum 104 \u003c\/p\u003e \u003cp\u003e3.6 Risk Management 105 \u003c\/p\u003e \u003cp\u003eReview Questions 111 \u003c\/p\u003e \u003cp\u003eDiscussion Questions 112 \u003c\/p\u003e \u003cp\u003eExercises 112 \u003c\/p\u003e \u003cp\u003eIncidents for Discussion 114 \u003c\/p\u003e \u003cp\u003eCase: Friendly Assisted Living Facility— 3 115 \u003c\/p\u003e \u003cp\u003eCase: \u003ci\u003eJohn\u003c\/i\u003e \u003ci\u003eWiley\u003c\/i\u003e \u0026amp; Sons 116 \u003c\/p\u003e \u003cp\u003eCase: Samson University 116 \u003c\/p\u003e \u003cp\u003eBibliography 117 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Budgeting the Project 119\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e4.1 Methods of Budgeting 120 \u003c\/p\u003e \u003cp\u003e4.1.1 Top- Down Budgeting 122 \u003c\/p\u003e \u003cp\u003e4.1.2 Bottom- Up Budgeting 122 \u003c\/p\u003e \u003cp\u003e4.1.3 Budgeting with Agile 123 \u003c\/p\u003e \u003cp\u003e4.2 Cost Estimating 123 \u003c\/p\u003e \u003cp\u003e4.2.1 Work Element Costing 123 \u003c\/p\u003e \u003cp\u003e4.2.2 The Impact of Budget Cuts 124 \u003c\/p\u003e \u003cp\u003e4.2.3 An Aside 126 \u003c\/p\u003e \u003cp\u003e4.2.4 Activity Versus Program Budgeting 127 \u003c\/p\u003e \u003cp\u003e4.3 Improving Cost Estimates 129 \u003c\/p\u003e \u003cp\u003e4.3.1 Forms 129 \u003c\/p\u003e \u003cp\u003e4.3.2 Learning Curves 130 \u003c\/p\u003e \u003cp\u003e4.3.3 Other Factors 132 \u003c\/p\u003e \u003cp\u003e4.4 Budget Uncertainty and Project Risk Management 134 \u003c\/p\u003e \u003cp\u003e4.4.1 Budget Uncertainty 134 \u003c\/p\u003e \u003cp\u003e4.4.2 Project Budgeting in Practice 137 \u003c\/p\u003e \u003cp\u003e4.5 Project Risk Simulation with Crystal Ball® 138 \u003c\/p\u003e \u003cp\u003e4.5.1 Considering Disaster 145 \u003c\/p\u003e \u003cp\u003eReview Questions 145 \u003c\/p\u003e \u003cp\u003eDiscussion Questions 145 \u003c\/p\u003e \u003cp\u003eExercises 146 \u003c\/p\u003e \u003cp\u003eIncidents for Discussion 148 \u003c\/p\u003e \u003cp\u003eCase: Friendly Assisted Living Facility Project Budget Development— 4 149 \u003c\/p\u003e \u003cp\u003eCase: Photstat Inc 151 \u003c\/p\u003e \u003cp\u003eCase: Building the \u003ci\u003eGeddy\u003c\/i\u003e’s dream house 151 \u003c\/p\u003e \u003cp\u003eBibliography 152 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Scheduling the Project 153\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e5.1 PERT and CPM Networks 153 \u003c\/p\u003e \u003cp\u003e5.1.1 The Language of PERT\/CPM 154 \u003c\/p\u003e \u003cp\u003e5.1.2 Building the Network 154 \u003c\/p\u003e \u003cp\u003e5.1.3 Finding the Critical Path and Critical Time 156 \u003c\/p\u003e \u003cp\u003e5.1.4 Calculating Activity Slack 159 \u003c\/p\u003e \u003cp\u003e5.1.5 Doing It the Easy Way— Microsoft Project (MSP) 160 \u003c\/p\u003e \u003cp\u003e5.2 Project Uncertainty and Risk Management 162 \u003c\/p\u003e \u003cp\u003e5.2.1 Calculating Probabilistic Activity Times 162 \u003c\/p\u003e \u003cp\u003e5.2.2 The Probabilistic Network An Example 163 \u003c\/p\u003e \u003cp\u003e5.2.3 Once More the Easy Way 166 \u003c\/p\u003e \u003cp\u003e5.2.4 The Probability of Completing the Project on Time 166 \u003c\/p\u003e \u003cp\u003e5.2.5 Selecting Risk and Finding D 169 \u003c\/p\u003e \u003cp\u003e5.2.6 The Case of the Unreasonable Boss 169 \u003c\/p\u003e \u003cp\u003e5.2.7 A Potential Problem: Path Mergers 170 \u003c\/p\u003e \u003cp\u003e5.3 Simulation 171 \u003c\/p\u003e \u003cp\u003e5.3.1 Incorporating Costs into the Simulation Analysis 173 \u003c\/p\u003e \u003cp\u003e5.3.2 Traditional Statistics Versus Simulation 175 \u003c\/p\u003e \u003cp\u003e5.3.3 Some Common Issues 176 \u003c\/p\u003e \u003cp\u003e5.3.4 Simulation 176 \u003c\/p\u003e \u003cp\u003e5.4 The Gantt Chart 177 \u003c\/p\u003e \u003cp\u003e5.4.1 The Chart 177 \u003c\/p\u003e \u003cp\u003e5.5 Extensions to PERT\/CPM 179 \u003c\/p\u003e \u003cp\u003e5.5.1 Precedence Diagramming 179 \u003c\/p\u003e \u003cp\u003e5.5.2 Final Thoughts on the Use of These Tools 180 \u003c\/p\u003e \u003cp\u003e5.6 Scheduling with Scrum 182 \u003c\/p\u003e \u003cp\u003eReview Questions 184 \u003c\/p\u003e \u003cp\u003eDiscussion Questions 185 \u003c\/p\u003e \u003cp\u003eExercises 185 \u003c\/p\u003e \u003cp\u003eDiscussion Exercise 189 \u003c\/p\u003e \u003cp\u003eIncidents for Discussion 190 \u003c\/p\u003e \u003cp\u003eCase: Friendly Assisted Living Facility Program Plan— 5 191 \u003c\/p\u003e \u003cp\u003eCase: NutriStar 194 \u003c\/p\u003e \u003cp\u003eCase: Launching E- Collar 195 \u003c\/p\u003e \u003cp\u003eBibliography 196 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Allocating Resources to the Project 197\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e6.1 Expediting a Project 198 \u003c\/p\u003e \u003cp\u003e6.1.1 The Critical Path Method 198 \u003c\/p\u003e \u003cp\u003e6.1.2 Crashing a Project with Excel 202 \u003c\/p\u003e \u003cp\u003e6.1.3 Fast-Tracking a Project 205 \u003c\/p\u003e \u003cp\u003e6.1.4 Project Expediting in Practice 205 \u003c\/p\u003e \u003cp\u003e6.2 Resource Loading 207 \u003c\/p\u003e \u003cp\u003e6.2.1 The Charismatic VP 212 \u003c\/p\u003e \u003cp\u003e6.3 Resource Leveling 212 \u003c\/p\u003e \u003cp\u003e6.3.1 Resource Loading\/Leveling and Uncertainty 219 \u003c\/p\u003e \u003cp\u003e6.4 Allocating Scarce Resources to Projects 220 \u003c\/p\u003e \u003cp\u003e6.4.1 Some Comments About Constrained Resources 221 \u003c\/p\u003e \u003cp\u003e6.4.2 Some Priority Rules 221 \u003c\/p\u003e \u003cp\u003e6.5 Allocating Scarce Resources to Several Projects 222 \u003c\/p\u003e \u003cp\u003e6.5.1 Criteria of Priority Rules 224 \u003c\/p\u003e \u003cp\u003e6.5.2 The Basic Approach 224 \u003c\/p\u003e \u003cp\u003e6.5.3 Resource Allocation and the Project Life Cycle 225 \u003c\/p\u003e \u003cp\u003e6.6 \u003ci\u003eGoldratt\u003c\/i\u003e’s Critical Chain 226 \u003c\/p\u003e \u003cp\u003e6.6.1 Estimating Task Times 228 \u003c\/p\u003e \u003cp\u003e6.6.2 The Effect of not Reporting Early Activity Completion 229 \u003c\/p\u003e \u003cp\u003e6.6.3 Multitasking 231 \u003c\/p\u003e \u003cp\u003e6.6.4 Common Chain of Events 232 \u003c\/p\u003e \u003cp\u003e6.6.5 The Critical Chain 233 \u003c\/p\u003e \u003cp\u003eReview Questions 234 \u003c\/p\u003e \u003cp\u003eDiscussion Questions 235 \u003c\/p\u003e \u003cp\u003eExercises 235 \u003c\/p\u003e \u003cp\u003eIncidents for Discussion 239 \u003c\/p\u003e \u003cp\u003eCASE: Friendly Assisted Living Facility Resource Usage— 6 240 \u003c\/p\u003e \u003cp\u003eCASE: Charter Financial Bank 241 \u003c\/p\u003e \u003cp\u003eCASE: \u003ci\u003eRand\u003c\/i\u003e Contractors 242 \u003c\/p\u003e \u003cp\u003eBibliography 243 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Monitoring and Controlling the Project 244\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e7.1 The Plan–Monitor– Control Cycle 244 \u003c\/p\u003e \u003cp\u003e7.1.1 Designing the Monitoring System 245 \u003c\/p\u003e \u003cp\u003e7.2 Data Collection and Reporting 246 \u003c\/p\u003e \u003cp\u003e7.2.1 Data Analysis 247 \u003c\/p\u003e \u003cp\u003e7.2.2 Reporting and Report Types 247 \u003c\/p\u003e \u003cp\u003e7.2.3 Meetings 249 \u003c\/p\u003e \u003cp\u003e7.2.4 Virtual Meetings Reports and Project Management 250 \u003c\/p\u003e \u003cp\u003e7.3 Earned Value 251 \u003c\/p\u003e \u003cp\u003e7.3.1 Earned Value for Well- Defined Projects 252 \u003c\/p\u003e \u003cp\u003e7.3.2 Earned Value for Business Projects 258 \u003c\/p\u003e \u003cp\u003e7.4 Project Control 261 \u003c\/p\u003e \u003cp\u003e7.4.1 Purposes of Control 262 \u003c\/p\u003e \u003cp\u003e7.5 Designing the Control System 263 \u003c\/p\u003e \u003cp\u003e7.5.1 Types of Control Systems 264 \u003c\/p\u003e \u003cp\u003e7.5.2 Tools for Control 265 \u003c\/p\u003e \u003cp\u003e7.6 Scope Creep and Change Control 268 \u003c\/p\u003e \u003cp\u003e7.7 Agile Approaches for Project Monitoring and Control 270 \u003c\/p\u003e \u003cp\u003e7.7.1 Agile Tools for Tracking Project Progress 270 \u003c\/p\u003e \u003cp\u003e7.7.2 Scrum Events for Project Control 272 \u003c\/p\u003e \u003cp\u003eReview Questions 273 \u003c\/p\u003e \u003cp\u003eDiscussion Questions 273 \u003c\/p\u003e \u003cp\u003eExercises 274 \u003c\/p\u003e \u003cp\u003eIncidents for Discussion 276 \u003c\/p\u003e \u003cp\u003eCase: Friendly Assisted Living Facility Updates— 7 277 \u003c\/p\u003e \u003cp\u003eCase: Palmstar Enterprises Inc. 280 \u003c\/p\u003e \u003cp\u003eCase: Peak Lighting Inc. 280 \u003c\/p\u003e \u003cp\u003eBibliography 281 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Evaluating and Closing the Project 283\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e8.1 Evaluation 283 \u003c\/p\u003e \u003cp\u003e8.1.1 Evaluation Criteria 284 \u003c\/p\u003e \u003cp\u003e8.1.2 Measurement 285 \u003c\/p\u003e \u003cp\u003e8.2 Project Auditing 285 \u003c\/p\u003e \u003cp\u003e8.2.1 The Audit Process 286 \u003c\/p\u003e \u003cp\u003e8.2.2 The Audit Report 287 \u003c\/p\u003e \u003cp\u003e8.3 Project Closure 290 \u003c\/p\u003e \u003cp\u003e8.3.1 When to Close a Project 291 \u003c\/p\u003e \u003cp\u003e8.3.2 Types of Project Closure 292 \u003c\/p\u003e \u003cp\u003e8.3.3 The Closure Process 293 \u003c\/p\u003e \u003cp\u003e8.3.4 The Project Plan Closeout Report 294 \u003c\/p\u003e \u003cp\u003e8.4 Benefits Realization 296 \u003c\/p\u003e \u003cp\u003eReview Questions 297 \u003c\/p\u003e \u003cp\u003eDiscussion Questions 298 \u003c\/p\u003e \u003cp\u003eExercise 298 \u003c\/p\u003e \u003cp\u003eIncidents for Discussion 299 \u003c\/p\u003e \u003cp\u003eCase: Friendly Assisted Living Facility Audit— 8 299 \u003c\/p\u003e \u003cp\u003eCase: Datatech 302 \u003c\/p\u003e \u003cp\u003eCase: Ivory Tower Systems 303 \u003c\/p\u003e \u003cp\u003eBibliography 304 \u003c\/p\u003e \u003cp\u003eAppendix A- 1 \u003c\/p\u003e \u003cp\u003eIndex I- 1\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eJack R. Meredith\u003c\/b\u003e is Emeritus Professor of Management at the Wake Forest University School of Business. Meredith has worked for organizations such as the US Army Corps of Engineers, Hewlett-Packard, and Douglas Aircraft Company. He has consulted for the National Research Council, the Institute of Advanced Manufacturing Sciences, and Warner-Amex, among others. He is the co-author of five textbooks, including \u003ci\u003eOperations Management for MBAs\u003c\/i\u003e and \u003ci\u003eProject Management: A Strategic Managerial Approach.\u003c\/i\u003e He served as the founding Co-Editor-in-Chief of the \u003ci\u003eJournal of Operations Management Research.\u003c\/i\u003e \u003c\/p\u003e\u003cp\u003e\u003cb\u003eScott M. Shafer\u003c\/b\u003e is Professor of Management at the Wake Forest University School of Business and the Associate Dean of MS in Analytics Programs. Previously, Dr. Shafer served as Associate Professor of Operation Management at Auburn University and Assistant Professor of Operations Management at the University of Miami. His publications have appeared in journals such as \u003ci\u003eManagement Science, Decision Sciences,\u003c\/i\u003e and \u003ci\u003eIEEE Transactions on Engineering Management.\u003c\/i\u003e He is the co-author of five books in the fields of operations management, project management, and quantitative business modeling.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989874884837,"sku":"NP9781394252138","price":107.5,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781394252138.jpg?v=1761785752","url":"https:\/\/k12savings.com\/products\/project-management-in-practice-isbn-9781394252138","provider":"K12savings","version":"1.0","type":"link"}