Table of Contents

CHAPTER 1 Projects in Contemporary Organizations
1.1 The Definition of a ""Project""
1.2 Why Project Management?
1.3 The Project Life Cycle
1.4 The Structure of This Text

CHAPTER 2 Strategic Management and Project Selection
2.1 Project Management Maturity
2.2 Project Selection Criteria and Models
2.3 Types of Project Selection Models
2.4 Risk Considerations in Project Selection
2.5 The Project Portfolio Process (PPP)
2.6 Project Bids and RFPs (Requests for Proposals)

CHAPTER 3 The Project Manager
3.1 Project Management and the Project Manager
3.2 Special Demands on the Project Manager
3.3 Attributes of Effective Project Managers
3.4 Problems of Cultural Differences

CHAPTER 4 Managing Conflict and the Art of Negotiation
4.1 Conflict and the Project Life Cycle
4.2 The Nature of Negotiation
4.3 Partnering, Chartering, and Scope Change
4.4 Some Requirements and Principles of Negotiation

CHAPTER 5 The Project in the Organizational Structure
5.1 Projects in a Functional Organization
5.2 Projects in a Projectized Organization
5.3 Projects in a Matrixed Organization
5.4 Projects in Composite Organizational Structures
5.5 Selecting a Project Form
5.6 The Project Management Office (PMO)
5.7 The Project Team
5.8 Human Factors and the Project Team

CHAPTER 6 Project Activity and Risk Planning
6.1 Initial Project Coordination and the Project Charter
6.2 Starting the Project Plan: The WBS
6.3 Human Resources: The RACI Matrix and Agile Projects
6.4 Interface Coordination through Integration Management
6.5 Project Risk Management

CHAPTER 7 Budgeting: Estimating Costs and Risks
7.1 Estimating Project Budgets
7.2 Improving the Process of Cost Estimating
7.3 Risk Estimation

CHAPTER 8 Scheduling
8.1 Background
8.2 Network Techniques: PERT (ADM) and CPM (PDM)
8.3 Risk Analysis Using Simulation with Crystal Ball
8.4 Using These Tools

CHAPTER 9 Resource Allocation
9.1 Critical Path Method--Crashing a Project
9.2 The Resource Allocation Problem
9.3 Resource Loading
9.4 Resource Leveling
9.5 Constrained Resource Scheduling
9.6 Multiproject Scheduling and Resource Allocation
9.7 Goldratt's Critical Chain

CHAPTER 10 Monitoring and Information Systems
10.1 The Planning-Monitoring-Controlling Cycle
10.2 Information Needs and Reporting
10.3 Earned Value Analysis
10.4 Computerized PMIS (Project Management Information Systems)

CHAPTER 11 Project Control
11.1 The Fundamental Purposes of Control
11.2 Three Types of Control Processes
11.3 The Design of Control Systems
11.4 Control of Change and Scope Creep
11.5 Control: A Primary Function of Management

CHAPTER 12 Project Auditing
12.1 Purposes of Evaluation--Goals of the System
12.2 The Project Audit
12.3 The Project Audit Life Cycle
12.4 Some Essentials of an Audit/Evaluation

12.5 Measurement
CHAPTER 13 Project Termination
13.1 The Varieties of Project Termination
13.2 When to Terminate a Project
13.3 The Termination Process
13.4 The Final Report--A Project History
13.5 Afterword
Photo and Copyright Credits
Name Index
Subject Index