Richardson Project Management Theory and Practice, Second Edition

2. Auflage 2014
ISBN: 978-1-4822-5497-6
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: 0 - No protection

E-Book, Englisch, 670 Seiten

Updated to reflect the Project Management Institute’s (PMI’s) Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, the new edition of this bestselling textbook continues to provide a practical and up-to-date overview of project management theory. Project Management Theory and Practice, Second Edition explains project management theory using language that is easy to understand.

The book integrates the organizational environment that surrounds a project to supply the well-rounded knowledge of theories, organizational issues, and human behavior needed to manage real-world projects effectively. This edition includes a new chapter on Stakeholder Management, which is a new knowledge area covered in the new PMBOK® Guide. It also provides updated references and a new streamlined organization of chapters. There are several project-related model frameworks sponsored by PMI®, and many of these are covered in this text. Specifically, the book details:

- Work breakdown structures (WBS)

- Earned value management (EVM)

- Enterprise project management (EPMO)

- Portfolio management (PPM)

- Professional responsibility and ethics

For many of the major sections, the PMI Global Accreditation curriculum learning objectives have been adapted with permission of PMI and used to guide the content. Filled with end-of-chapter questions, scheduling and budgeting problems, and scoping projects, this text is ideal for classroom use and essential reading for anyone seeking project management certification. The book also includes sample empirically oriented worksheets that demonstrate various management decision and analysis-oriented tools.

Zielgruppe

Undergraduate and graduate students; project management professionals

Autoren/Hrsg.

Richardson, Gary L.

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Fertigungsindustrie

Inhaltsverzeichnis

CONCEPTUAL OVERVIEW OF THE PROJECT ENVIRONMENT

Introduction

Project Management

Role of the PM

PM Skills Success Management
Appendices
References

Evolution of Project Management

Early History of Project Management

Application of Analytical Science

Frederick Taylor and Scientific Management

Frank and Lillian Gilbreth

Henry Gantt

Mary Parker Follett

Elton Mayo

Phases of Project Management Evolution

Project Management Challenges
Project Management Benefits At the Macrolevel At the Microlevel

References

Project Management Body of Knowledge

High-Level Overview

History of PMBOK® Guide Development

Structure of the PMBOK® Guide Project Domains Knowledge Areas

Introductory Vocabulary Terms

Ancillary Models

Summary
Reference

Industry Trends in Project Management

Standardizing Project Management
Enterprise Project Management
EPM in Operation

Implementation and Advantages of EPM

Other Trends Impacting Project Management

Project Management Perspective

Discussion Questions

References

Project Types

Reference

Project Organization Concepts

PM’s Role

Reporting Relationships

Team Resources

Team Productivity and Size

Team’s Physical Location Issues
Virtual Organizations

Organizational Culture

Summary

References

Project Life Cycle Models

Overview of Project Methodologies

Life Cycle Management Process Feasibility Review Project Plan Logical versus Physical Design Quality Control and Quality Assurance Monitor and Control Periodic Status Reviews Milestone or Stage Gate Reviews Project Close Project Communication Processes Life Cycle Models Templates
Key Project Management Artifacts Initiating Planning Execution Monitoring and Control Baseline

Project Methodology Models

Summary Points

References

Quick Start Example

Project Management Work Packages

WP Dictionary

Multiple WPS

Psychology of Estimating

Procrastination

Developing the Whole Project View

Project Scope

Example: Pool Project Mechanics

Quick Start Wrap-Up

Discussion Questions
Reference

Concluding Remarks for Part 1

PROJECTS AS STATE CHANGE VEHICLES

Role of Projects in the Organization

Project Valuation Models

Project Selection Strategies

Conclusion

References

Project Initiation
Introduction
Environmental Factors to Consider User Involvement Executive Management Support Experienced PM Communications Clear Business Objectives Minimized Scope

Other Success Factors Agile Development Approaches Existence of a Standard Process Infrastructure Use of a Standard Methodology Reliable Time Estimates Availability of Appropriate Skills Industry and Organizational Culture
Project Success Trends

Forecasting the Success of Technology Projects

Conclusion
References

DEFINING THE TRIPLE CONSTRAINTS

Project Plan Development

Arguments for Planning Project Monitoring and Control Conflicting Expectations Overlooking the Real Solution Competing Solutions Misaligned Goals Quality Solutions

Plan Process and Components

Initial Planning View

Plan Artifacts

Real-World Planning Process

Conclusion

References

Scope Management

Defining Project Work Units

WP Planning Variables

Multiple WPs

Developing the Project View

Developing Project WBS

WBS Mechanics WBS Numbering Scheme WBS Dictionary Other WBS Views Tracking Status of the WP
WBS Construction Mechanics

Requirements "ibilities"

Moving Forward

References

Time Management

Defining Project Work Activities Define Activities Activity Sequencing Estimating Activity Resources Estimate Activity Duration

Tips for Accurate Estimating Types of Estimates

Estimating Techniques Expert Judgment Analogous Estimating Heuristic Estimating Delphi Technique Parametric Estimating Phased Estimating Effort Distribution Estimating (Top-Down) Bottom-Up Estimating Monte Carlo Simulation

Activity Sequencing Activity on Arrow Activity on Node Model

Time Calculation

Network Mechanics

Establishing the Project Activity Sequence Sample Project Definition

Forward Pass Calculation

Backward Pass Calculation

Defining Critical Path

Manipulating the Schedule Automated Calculation Tools

Formatting Activity Results

Which Diagram Format Wins?

Summary

Estimating Checklist

Problems

References

Cost Management
Project Cost Planning Basics

Cost Planning

Cost Accuracy

Organizational Overhead

Scope, Time, and Cost Alignment Scope Replanning Fast Tracking Schedule Crashing
Indirect Costs

Resource Alignment

Budget Reserves Plan Dynamics Risk Events Management Reserve

Resources Have Different Colors Budget Expense Categories Assets versus Expenses Budget Cost Components
Management Approval and Baselines
Summary
References

Concluding Remarks for Part 3

PLANNING SUPPORT PROCESSES

Human Resource Management

HR Planning

HR in Execution

Acquire Project Team

Project Organizations Dotted Lines People Issues

Role Specifications

Responsibility Assignment Matrix

Resource Histograms
Staffing Management Plan

Motivation Theory

Individual Motivation Theories
Team Motivation

Hygiene Dissatisfiers

Employee Satisfaction

Conflict Management Conflict Sources

Negotiation Skills

Techniques for Handling Conflict
Conflict Management Scenario Case

Leader versus Manager?

Attributes of a Leader

Training Programs

Summary

References

Project Communications

Introduction

Engaging Employees: A Case Study

Communications Management Processes
Plan Communications

Distribute Information

Report Performance

Human Communications Model

Communication Channels

Communicating Information

Improving the Effectiveness of Communication

Effective Listening
Barriers to Effective Communication
Communication Tension

Communication Styles

Communications: The Impossible Goal?

Conclusion
Discussion Questions

References

Stakeholder Management

Introduction

Identifying Stakeholders Communications Planning Stakeholder Composition Communication Steps Content Definition Delivery Media Communication Tension

Stakeholder Classification Managing Stakeholder Expectations
Project Operational Integration

Final Thoughts
References

Procurement Management

Introduction

Procurement Management
Make or Buy Decision

Procurement Management Processes

Planning for Procurement Planning Stage Outputs Procurement SOW
Conduct Procurements Requests for Information Requests for Proposals Requests for Quotation Invitations for Bid Invitation to Negotiation

Bidding Process

Selecting Sellers

Contract Negotiation

Contracts
Conduct Procurement

Procurement Audits

Contract Review and Reporting Record Keeping and Audits

Close Procurements

Procurement of Human Services

Ranking Vendor Proposals Instructions

Summary
Discussion Questions

Glossary of Procurement Terms
Appendix: Contractual Legal Terms

References

Quality Management
Introduction

Evolution of Quality

Definition of Quality

Project Quality Management

Quality Perspective

Implications for Project-Planning Stage

Quality Planning Quality Policy Quality Objectives
Quality Management Components

Quality Definition

Quality Planning

Quality Assurance
Quality Control

QA versus QC Operational Roles
Quality Gurus Edwards Deming Joseph Juran Philip Crosby Kaoru Ishikawa Armand Feigenbaum Genichi Taguchi Six Sigma Other Gurus

Quality Management Programs ISO 9000 Zero Defects Total Quality Management Sigma
PMBOK Guide Quality Process Model
Other Programs

Evaluating Quality Benchmarking

Continuous Improvement
Failure Mode and Effects Analysis
Quality Tools
Other Quality Analysis Techniques Design of Experiments Quality Function Deployment
Organizational Roles and Responsibilities
Issues in Quality Management

Toyota Quality Perspective

Future of Quality Management
Worksheet Exercise: Are You Meeting
Quality Goals?

Discussion Questions

References

Risk Management

Introduction

Risk Management Process

Risk Management Planning Developing an RBS

Risk Identification

Qualitative and Quantitative Risk Analysis
Risk Assessment
Risk Contingency Budget

Risk Response Planning

Risk Control

Risk Events versus Issues

Project Risk Assessment Worksheet

Risk Case Study Mishap Foils Latest Attempt at a 25-Mile Skydive

Conclusion

Discussion Questions

References

Integrating the KAs

Reviewing Plan Components

Plan Approval Process Review Major Planning Artifacts
Project Management Plan

Financial and Control Structures Scope Reserve Risk Reserve Level of Effort Overhead Management Reserve Profit

Budget Structure and Format

Control Structure

Documentation Plan Packaging

External Communication Process

Planning Stage Close

Discussion Questions

ADVANCED PLANNING MODELS

Analyzing Variable Time Estimates

History of Variable Time Estimates

Modifying PERT for Commercial Projects

Defining Variable Time Estimates
Central Limit Theorem

Triangular Distributions
Calculating Probability of Completion

Summary

References

Project Simulation

Traditional Time Modeling Tools Near-Critical Path Activities Task Existence Risk Modeling Conditional Activity Branching Correlation between Task Durations

Simulation in Risk Management

Pertmaster Modeling
Other Pertmaster Metrics
Summary

References

Critical Chain Management Model

Introduction

CC Concepts

CC Mechanics

CCM Model

Principles of the CC Model

Buffer Management Buffer Types

Building the CC Schedule

Resource Allocation

Implementation Challenges Organizational Barriers Leadership Challenges Skill Requirements

Buffer Management

Organizational Challenges of the CC

CC Implementation Strategies

Conclusion

References

PROJECT EXECUTION: WORKING THE PLAN

Project Execution Management

Introduction Magic Twelve Success Indicators

Status View Status-Tracking Processes Turning the Management Control Knobs
Human Relations and Communications Issues Team Acquisition Manage Project Team Meetings as Information Sources

Project Team Member Dissatisfiers

Project Team Member Motivators
Conclusion
Discussion Questions

References

MONITORING AND CONTROLLING TECHNIQUES

Change Management

Introduction

Integrated Change Control

Change Control System

Configuration Management

Change Management Workflow

External Communication Issues

Change Request Checklist
Summary
References

Project and Enterprise Metrics

Introduction

Fundamentals Alignment with Organization Goals

Alignment with Organizational Maturity

Drivers of Performance and Change

KPI Categories

Metrics Evaluation Criteria

Establishing a Baseline and Setting Targets

Beware of the Metrics Pitfalls

Mechanics Miscellaneous Issues

Industry Standard Metrics for Monitoring
and Control

Conclusion

References

Earned Value Management

Basic Principles

Calculating EV Parameters
Interpreting EV Parameters
EVM Criteria
EVM Simplified

EVM for Commercial Applications

Emerging Applications of EVM Earned Schedule

ES Mathematical Formulation ES Formulae ES Indicators

EVM Pros and Cons

Conclusions

Appendix
A. Summary Review of EV Metrics and Performance Parameters

B. EV Formulae and Interpretation

C. Using a Summary Project Plan Spreadsheet to Calculate EV Parameters
D. EV Earning Rules

Problems

References

Tracking Project Progress

Introduction

Status Tracking
Tracking Metrics
Information Distribution

Control Project Plan Issue Management Process Configuration Management Integrated Change Control

KA Controls Scope Control Schedule Control Cost Control Quality Control

Project Status Tracking Case Study
Conclusion

References

Enterprise Reporting Using the Balanced Scorecard

Introduction

Scorecard Implementation Communicating Strategic Objectives Communicating Strategy Assigning Responsibility Aligning Strategy Process Integration

BSC Implementation Principles Best Practices Barriers to Success

BSC Model Financial Perspective Internal Business Process Perspective Learning and Growth Perspective Customer Perspective

BSC as a Strategic Management System Overcoming the Vision Barrier Overcoming the People Barrier Overcoming the Resource Barrier Overcoming the Management Barrier

BSC as a Communication Tool

Balancing the BSC Components

Advantages and Disadvantages of BSC Advantages Disadvantages

Future of the BSC
Conclusion

References

CLOSING THE PROJECT

The Closing Process

Project Implementation Review Normal Project Termination

Abnormal Termination

Termination Model

Project Termination Checklist

Project Team and Client Relationship

Creating Lessons Learned Documentation
Lessons Learned Report

Project Team Celebration

Conclusion

References

CONTEMPORARY TOPICS

Organizational Maturity

Introduction

Capability Maturity Model
SEI’s Capability Maturity Model

CMM Structure

CMM Maturity Levels Initial Level (Level 1) Repeatability Level (Level 2) Defined Level (Level 3) Managed Level (Level 4) Optimizing Level (Level 5)

Capability Maturity Model Integration

Value of Organizational Maturity

Organizational Project Management

Overview of OPM3

OPM3 Components Knowledge Assessment Evaluation Process

Best Practices
Improvement Planning Directory

OPM3 Processes

Applying OPM3 in an Organization

OPM3 Benefits and Case Studies

Conclusion

References

Project Portfolio Management

Introduction
Role of PPM
Improving Project Selection Decisions

Improving Visibility of Project Performance

Better Understanding of Project Value

Conducting "What If" Analysis
Project Investment Management
Who Needs a PPM?

PPM Goal Structure Subgoal 1: Strategic Goal Alignment Subgoal 2: Resource Investment Focus Subgoal 3: Better Project Control/Governance Subgoal 4: Efficiency Subgoal 5: Balance Subgoal 6: Value Optimization
Models of PPM

Hybrid Model

Efficient Frontier Project Assessment

Keys to Implementing PPM

PPM Principles

Finding the Approach that Fits

Executive Support

Governance Framework

Value-Measurement Framework
Institute Effective Processes

PPM Implementation Roadmap

External Expertise

Implementation Goals

Key PPM Interfaces

PPM Implementation Challenges

Advantages of Implementing PPM

Summary
References

Enterprise Project Management Office

Introduction
PMO Functions

Enterprise Project Management OFFICE (EPMO)

Communication
Performance Metrics

Status Reporting

EPMO Communication Linkages

EPMO Organizational Models Weather Station Model Control Tower model Resource Pool Model Which Model Is the Right One?

EPMO Maturation Stages EPMO Tools and Technology
Evaluating and Prioritizing New Projects

Weighted Criteria Example

Summary

References

HR Outsourcing
Introduction
Management Drivers

First Wave Outsourcing

Offshoring Wave
Issues with Outsourcing Relationships

Outsourcing Success and Failures
Best Outsourcing Practices
Outsourcing Vendor Evaluation Worksheet

Conclusion

References

High-Productivity Teams
Background and Overview
Introduction to TSP Concepts

PP Concepts PP Example Introducing PP to the Team

TP Process

TP Work Objects and Principles TP Launch Structure
TP Launch Details

Teamwork Process

Quality Management

Experience Examples and Evaluation

TSP Qualitative Feedback Results
Future Trends

Large, Multidisciplined Projects

Summary

References

Project Governance

Introduction

Need for Project Governance
Project Governance Definition

Organizational Level Project Governance Principles

Tactical Level Project Governance

Operational Governance Model

Defining Responsibilities

Populating the Project Governance Framework
Governance Life-Cycle Maturity Model

Governance Value Process

Corporate Governance and Project Teamwork (Halas)

Commentary

Conclusion

References

PROFESSIONAL ETHICS AND RESPONSIBILITY

Ethical Project Management Practices

Learning Objectives
Introduction
PMI’s Code of Professional Conduct
Review Questions

Reference
Appendix A: Financial Metrics

Appendix B: Templates

Appendix C: Project Repository Architecture

Index

Über Autor(innen)

Gary Richardson is the PMI endowed professor of project management at the University of Houston College of Technology graduate project management program. This program serves both the internal and external professional community in regard to the theory and practice of project management. He comes from a broad professional background including industry, consulting, government, and academia.

During the early phase of his career he was an officer in the U.S. Air Force, followed by industry stints at Texas Instruments as a manufacturing engineer, and then by consulting assignments at the Defense Communications Agency, Department of Labor, and the U.S. Air Force (Pentagon) in Washington, D.C. The latter half of his career was spent with Texaco, Star Enterprise (Texaco Aramco joint venture), and Service Corporation International in various IT and CIO-level management positions. Interspersed through these periods he was a professor at Texas A&M, the University of South Florida, and the University of Houston, and also did other adjunct professor stints at three other universities. Gary has previously published four computer-related textbooks and numerous technical articles.

Through his experiences in over 100 significant sized projects of various types, he has observed frequently encountered management issues and has been an active participant in the evolution of management techniques that have occurred over this time.

Gary received a BS in mechanical engineering from Louisiana Tech, an AFIT postgraduate program in meteorology at the University of Texas, an MS in engineering management from the University of Alaska, and a PhD in business administration from the University of North Texas. He currently teaches the PMP Prep course and other graduate-level project management courses at the University of Houston, plus various continuing education courses.