{"product_id":"project-management-isbn-9781119803836","title":"Project Management","description":"Project Management: A Managerial Approach, 11th Edition delivers a practical exploration of proven project management techniques and strategies. With a strong emphasis on real-world application and implementation, the book is perfect for managers and business students seeking an instructive leadership resource. Detailed and accessible chapters offer expert guidance on managing common organizational, economic, interpersonal, and technical disruptions. \u003cp\u003e\u003cb\u003e1 Projects in Contemporary Organizations 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 The Definition of a “Project” 2\u003c\/p\u003e \u003cp\u003e1.2 Why Project Management? 9\u003c\/p\u003e \u003cp\u003e1.3 The Project Life Cycle 16\u003c\/p\u003e \u003cp\u003e1.4 Agile Project Management 21\u003c\/p\u003e \u003cp\u003e1.5 The Structure of this Text 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Unique Method for Traveler-Tracking at Copenhagen Airport 5\u003c\/p\u003e \u003cp\u003eThe Smart-Grid Revolution Starts in Boulder, Colorado 7\u003c\/p\u003e \u003cp\u003eThe Olympic Torch Relay Project 8\u003c\/p\u003e \u003cp\u003eTurning London’s Waste Dump into the 2012 Olympics Stadium 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I: Project Initiation\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Project Strategy and Selection 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 Organizational Project Management and Governance 38\u003c\/p\u003e \u003cp\u003e2.2 Project Selection Models 43\u003c\/p\u003e \u003cp\u003e2.3 Project Portfolio Management (PPM) 57\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeagle 2 Mars Probe—A Planning Failure 38\u003c\/p\u003e \u003cp\u003eTaipei 101: Refitted as World’s Tallest Sustainable Building 47\u003c\/p\u003e \u003cp\u003eUsing a Project Portfolio to Achieve 100 Percent On-Time Delivery at Decor Cabinet Company 59\u003c\/p\u003e \u003cp\u003eImplementing Strategy through Projects at Blue Cross\/Blue Shield 61\u003c\/p\u003e \u003cp\u003eCase: MDCM, Inc. (B): Strategic IT Portfolio Management 72\u003c\/p\u003e \u003cp\u003eReading: From Experience: Linking Projects to Strategy 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The Project Manager 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Project Management and the Project Manager 84\u003c\/p\u003e \u003cp\u003e3.2 Special Demands on the Project Manager 90\u003c\/p\u003e \u003cp\u003e3.3 Attributes of Effective Project Managers 98\u003c\/p\u003e \u003cp\u003e3.4 Problems of Cultural Differences 105\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Project Management Career Path at AT\u0026amp;T 89\u003c\/p\u003e \u003cp\u003eShanghai Unlucky with Passengers 96\u003c\/p\u003e \u003cp\u003eGrowing Stress at Twitter 104\u003c\/p\u003e \u003cp\u003eSuccess at Energo by Integrating Two Diverse Cultures 108\u003c\/p\u003e \u003cp\u003eCases: Two Emergency Projects and PMs 114\u003c\/p\u003e \u003cp\u003eReading: Juggling Act 117\u003c\/p\u003e \u003cp\u003eChapter 3 Appendix: Primer on Effective TimeManagement (Online)\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Managing for Stakeholders and Resolving Conflicts 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Identifying and Analyzing Stakeholders 121\u003c\/p\u003e \u003cp\u003e4.2 Conflicts and the Project Life Cycle 124\u003c\/p\u003e \u003cp\u003e4.3 Dealing with Conflicts 128\u003c\/p\u003e \u003cp\u003e4.4 The Nature of Negotiation 130\u003c\/p\u003e \u003cp\u003e4.5 Partnering, Chartering, and Scope Change 133\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAgile Project to Create Website Following Earthquake 121\u003c\/p\u003e \u003cp\u003eStakeholder Involvement at Nemours Children’s Hospital 124\u003c\/p\u003e \u003cp\u003eA Consensus Feasibility Study for Montreal’s Archipel Dam 129\u003c\/p\u003e \u003cp\u003eQuickly Building a Kindergarten through Negotiation 132\u003c\/p\u003e \u003cp\u003eCase 4.1: Winds of Change in Klickitat County: The Harvest Wind Project 139\u003c\/p\u003e \u003cp\u003eCase 4.2: Negotiation in Action—The Quad Sensor Project 145\u003c\/p\u003e \u003cp\u003eReading: Roll Call 146\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 The Project in the Organizational Structure 148\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Projects in a Functional Organization 150\u003c\/p\u003e \u003cp\u003e5.2 Projects in a Projectized Organization 153\u003c\/p\u003e \u003cp\u003e5.3 Projects in a Matrixed Organization 155\u003c\/p\u003e \u003cp\u003e5.4 Projects in Composite Organizational Structures 161\u003c\/p\u003e \u003cp\u003e5.5 Selecting a Project Form 162\u003c\/p\u003e \u003cp\u003e5.6 The Project Management Office 163\u003c\/p\u003e \u003cp\u003e5.7 The Project Team 172\u003c\/p\u003e \u003cp\u003e5.8 Human Factors and the Project Team 177\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReorganizing for Project Management at Prevost Car 153\u003c\/p\u003e \u003cp\u003eSoftware Firm Yunio Avoids Complex Technologies 160\u003c\/p\u003e \u003cp\u003eTrinatronic, Inc. 164\u003c\/p\u003e \u003cp\u003eA Project Management Office Success for the Transportation Security Administration 167\u003c\/p\u003e \u003cp\u003eConvention Security: Project Success through Budget Recovery 169\u003c\/p\u003e \u003cp\u003eSouth African Repair Success through Teamwork 178\u003c\/p\u003e \u003cp\u003eCase: Acorn Industries 185\u003c\/p\u003e \u003cp\u003eReading: Four Steps to a Stronger PMO 188\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II: Project Planning\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Activity Planning: Traditional and Agile 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Traditional Project Activity Planning 195\u003c\/p\u003e \u003cp\u003e6.2 Agile Project Planning 213\u003c\/p\u003e \u003cp\u003e6.3 Coordination through Integration Management 221\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChild Support Software a Victim of Scope Creep 200\u003c\/p\u003e \u003cp\u003eUsing Agile to Integrate Two Gas Pipeline Systems 215\u003c\/p\u003e \u003cp\u003eThe Current State of Agile Project Management 216\u003c\/p\u003e \u003cp\u003eAn Acquisition Failure Questions Recommended Practice 222\u003c\/p\u003e \u003cp\u003eCase: Heublein: Planning a Project Management and Control System 228\u003c\/p\u003e \u003cp\u003eReading: The Evolution of Agile 236\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Budgeting and Risk Management 239\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Estimating Project Budgets 240\u003c\/p\u003e \u003cp\u003e7.2 Better Cost Estimating and Bidding 251\u003c\/p\u003e \u003cp\u003e7.3 Project Risk Management 261\u003c\/p\u003e \u003cp\u003e7.4 Quantitative Risk Assessment Methodologies 271\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePathfinder Mission to Mars—on a Shoestring 241\u003c\/p\u003e \u003cp\u003eThe Emanon Aircraft Corporation 260\u003c\/p\u003e \u003cp\u003eFacebook Risks Interruption to Move a Terabyte 270\u003c\/p\u003e \u003cp\u003eIgnoring Risk Contrasted with Recognizing Risk in Two Industries 274\u003c\/p\u003e \u003cp\u003eSimulating the Failure of California’s Levees 275\u003c\/p\u003e \u003cp\u003eCase: Fuddruckers and the Crystal Coast Music Festival 291\u003c\/p\u003e \u003cp\u003eReading: Building Resiliency 294\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Scheduling 297\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Background 297\u003c\/p\u003e \u003cp\u003e8.2 Network Techniques: PERT and CPM 299\u003c\/p\u003e \u003cp\u003e8.3 Risk Analysis Using Simulation with Crystal Ball\u003csup\u003e®\u003c\/sup\u003e 328\u003c\/p\u003e \u003cp\u003e8.4 Using these Tools 338\u003c\/p\u003e \u003cp\u003e8.5 Scheduling with Scrum 339\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMassachusetts’ Instant Bridges 298\u003c\/p\u003e \u003cp\u003eElection Returns within Three Hours 306\u003c\/p\u003e \u003cp\u003eHosting the Annual Project Management Institute Symposium 326\u003c\/p\u003e \u003cp\u003eDesigning and Delivering a Rush Vehicle for War 337\u003c\/p\u003e \u003cp\u003eCase: NutriStar Energy, Inc. 351\u003c\/p\u003e \u003cp\u003eReading: Without Further Delay 353\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Resource Allocation 356\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Critical Path Method—Crashing a Project 357\u003c\/p\u003e \u003cp\u003e9.2 The Resource Allocation Problem 364\u003c\/p\u003e \u003cp\u003e9.3 Resource Loading 366\u003c\/p\u003e \u003cp\u003e9.4 Resource Leveling 370\u003c\/p\u003e \u003cp\u003e9.5 Constrained Resource Scheduling 374\u003c\/p\u003e \u003cp\u003e9.6 Goldratt’s Critical Chain 380\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExpediting Los Angeles Freeway Repairs after the Earthquake 357\u003c\/p\u003e \u003cp\u003eThirty Days to Rescue 365\u003c\/p\u003e \u003cp\u003eBenefits of Resource Constraining at Pennsylvania Electric 379\u003c\/p\u003e \u003cp\u003eArchitectural Associates, Inc. 386\u003c\/p\u003e \u003cp\u003eCase: D. U. Singer Hospital Products Corp. 392\u003c\/p\u003e \u003cp\u003eReading: Let the Games Begin—Now 395\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III: Project Execution\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Monitoring and Information Systems 399\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 The Planning–Monitoring–Controlling Cycle 400\u003c\/p\u003e \u003cp\u003e10.2 Information Needs and Reporting 404\u003c\/p\u003e \u003cp\u003e10.3 Earned Value Analysis 409\u003c\/p\u003e \u003cp\u003e10.4 Agile Tools for Tracking Project Progress 421\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Project Management Software to Schedule the Olympic Games 401\u003c\/p\u003e \u003cp\u003eManaging Costs at Massachusetts’ Neighborhood Health Plan 405\u003c\/p\u003e \u003cp\u003eUsing Earned Value to Monitor Governmental Archiving and Records Costs 415\u003c\/p\u003e \u003cp\u003eSuccess through Earned Value at Texas Instruments 420\u003c\/p\u003e \u003cp\u003eCase: The Project Manager\/Customer Interface 428\u003c\/p\u003e \u003cp\u003eReading: Raise the Red Flags 431\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Project Control 433\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 The Fundamental Purposes of Control 436\u003c\/p\u003e \u003cp\u003e11.2 Three Types of Control Processes 438\u003c\/p\u003e \u003cp\u003e11.3 The Design of Control Systems 448\u003c\/p\u003e \u003cp\u003e11.4 Control of Change and Scope Creep 455\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMajor Scope Creep in Boston’s “Big Dig” 436\u003c\/p\u003e \u003cp\u003eExtensive Controls for San Francisco’s Metro Turnback Project 439\u003c\/p\u003e \u003cp\u003eTracking Scope Creep: A Project Manager Responds 451\u003c\/p\u003e \u003cp\u003eBetter Control of Development Projects at Johnson Controls 457\u003c\/p\u003e \u003cp\u003eCase: The Project Manager\/Customer Interface (B) 464\u003c\/p\u003e \u003cp\u003eReading: Delivery Dilemma: Here’s How to Choose the Right Approach for a Project 465\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Project Auditing 468\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 Purposes of Evaluation—Goals of the System 469\u003c\/p\u003e \u003cp\u003e12.2 The Project Audit 472\u003c\/p\u003e \u003cp\u003e12.3 The Project Audit Life Cycle 479\u003c\/p\u003e \u003cp\u003e12.4 Some Essentials of an Audit\/Evaluation 483\u003c\/p\u003e \u003cp\u003e12.5 Measurement 485\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice 470\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRisk Analysis vs. Budget\/Schedule Requirements in Australia 470\u003c\/p\u003e \u003cp\u003eLessons from Auditing 110 Client\/Server and Open Systems Projects 473\u003c\/p\u003e \u003cp\u003eRegaining Control of Nuclear Fusion 475\u003c\/p\u003e \u003cp\u003eAuditing a Troubled Project at Atlantic States Chemical Laboratories 480\u003c\/p\u003e \u003cp\u003eCase: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 490\u003c\/p\u003e \u003cp\u003eReading: An Assessment of Postproject Reviews 493\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Project Closure and Benefits Realization 499\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.1 The Varieties of Project Closure 500\u003c\/p\u003e \u003cp\u003e13.2 When to Close a Project 503\u003c\/p\u003e \u003cp\u003e13.3 The Closure Process 508\u003c\/p\u003e \u003cp\u003e13.4 The Project Plan Report—A Project History 515\u003c\/p\u003e \u003cp\u003e13.5 Benefits Realization 517\u003c\/p\u003e \u003cp\u003e13.6 Afterword 518\u003c\/p\u003e \u003cp\u003e\u003cb\u003eProject Management In Practice\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNucor’s Approach to Closure by Addition 502\u003c\/p\u003e \u003cp\u003eTwelve Hospital Handoff Projects 504\u003c\/p\u003e \u003cp\u003eTerminating the Superconducting Super Collider Project 509\u003c\/p\u003e \u003cp\u003eWhen You Have to Kill a Project 515\u003c\/p\u003e \u003cp\u003eAuthor Index I-1\u003c\/p\u003e \u003cp\u003eSubject Index I-3\u003c\/p\u003e \u003cp\u003ePlease visit \u003ca href=\"http:\/\/www.wiley.com\/college\/meredith\"\u003ehttp:\/\/www.wiley.com\/college\/meredith\u003c\/a\u003e for Appendices.\u003c\/p\u003e \u003cp\u003eAppendix A Probability and Statistics (Online)\u003c\/p\u003e \u003cp\u003eAppendix B Solutions to Selected Problems (Online)\u003c\/p\u003e \u003cp\u003eAppendix C Technological Forecasting (Online)\u003c\/p\u003e \u003cp\u003eAppendix D Creativity and Idea Generation (Online)\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default 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