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Project management : a systems approach to planning, scheduling, and controlling / Harold Kerzner, Ph. D. Senior Executive Director for Project Management, the International Institute for Learning, New York, New York.

By: Kerzner, Harold.
Material type: materialTypeLabelBookPublisher: Hoboken, New Jersey : John Wiley & Sons, Inc., [2013]Edition: Eleventh edition.Description: xxvii, 1264 pages : illustrations ; 24 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 9781118022276 (hardback).Subject(s): Project management | Project management -- Case studiesAdditional physical formats: Electronic version:.: Project management : a systems approach to planning, scheduling, and controlling.DDC classification: 658.404 Also available in electronic form.
Contents:
Overview -- Project management growth: Concepts and definitions -- Organizational structures -- Organizing and staffing the project office and team -- Management functions -- Management of your time and stress -- Conflicts -- Special topics -- The variables for success -- Working with executives -- Planning -- Network scheduling techniques -- Project graphics -- Pricing and estimating -- Cost control -- Trade-off analysis in a project environment -- Risk management -- Learning curves -- Contract management -- Quality management -- Modern developments in project management -- The business of scope changes -- The project office -- Managing crisis projects -- Future of project management -- The rise, fall and resurrection of iridium: a project management perspective.
Holdings
Item type Current library Call number Copy number Status Barcode
General lending MTU Bishopstown Library Lending 658.404 (Browse shelf(Opens below)) 1 Available 00163259
General lending MTU Bishopstown Library Lending 658.404 (Browse shelf(Opens below)) 1 Available 00163262
Total holds: 0

Enhanced descriptions from Syndetics:

The bestselling project management text for students and professionals--now updated and expanded

This Eleventh Edition of the bestselling "bible" of project management maintains the streamlined approach of the prior editions and moves the content even closer to PMI®'s Project Management Body of Knowledge (PMBOK®). New content has been added to this edition on measuring project management ROI, value to the organization and to customers, and much more. The capstone "super" case on the "Iridium Project" has been maintained, covering all aspects of project management. Increased use of sidebars throughout the book helps further align it with the PMBOK and the Project Management Professional (PMP®) Certification Exam.

This new edition features significant expansion, including more than three dozen entirely new sections and updates on process supporting; types of project closure; project sponsorship; and culture, teamwork, and trust. This comprehensive guide to the principles and practices of project management:

Offers new sections on added value, business intelligence, project governance, and much more Provides twenty-five case studies covering a variety of industries, almost all of which are real-world situations drawn from the author's practice Includes 400 discussion questions and more than 125 multiple-choice questions Serves as an excellent study guide for the PMP Certification Exam

(PMI, PMBOK, PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

Includes bibliographical references and indexes.

Overview -- Project management growth: Concepts and definitions -- Organizational structures -- Organizing and staffing the project office and team -- Management functions -- Management of your time and stress -- Conflicts -- Special topics -- The variables for success -- Working with executives -- Planning -- Network scheduling techniques -- Project graphics -- Pricing and estimating -- Cost control -- Trade-off analysis in a project environment -- Risk management -- Learning curves -- Contract management -- Quality management -- Modern developments in project management -- The business of scope changes -- The project office -- Managing crisis projects -- Future of project management -- The rise, fall and resurrection of iridium: a project management perspective.

Also available in electronic form.

Table of contents provided by Syndetics

  • Prefacex xi
  • 1 Overview (p. 1)
  • 1.0 Introduction (p. 1)
  • 1.1 Understanding Project Management (p. 2)
  • 1.2 Defining Project Success (p. 7)
  • 1.3 The Project ManagerâÇôLine Manager Interface (p. 8)
  • 1.4 Defining the Project ManagerâÇÖs Role (p. 12)
  • 1.5 Defining the Functional ManagerâÇÖs Role (p. 14)
  • 1.6 Defining the Functional EmployeeâÇÖs Role (p. 17)
  • 1.7 Defining the ExecutiveâÇÖs Role (p. 17)
  • 1.8 Working with Executives (p. 18)
  • 1.9 The Project Manager as the Planning Agent (p. 19)
  • 1.10 Project Champions (p. 20)
  • 1.11 The Downside of Project Management (p. 21)
  • 1.12 Project-Driven versus NonâÇôProject-Driven Organizations (p. 22)
  • 1.13 Marketing in the Project-Driven Organization (p. 24)
  • 1.14 Classification of Projects (p. 26)
  • 1.15 Location of the Project Manager (p. 27)
  • 1.16 Differing Views of Project Management (p. 29)
  • 1.17 Concurrent Engineering: A Project Management Approach (p. 30)
  • 1.18 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 30)
  • Problems (p. 33)
  • Case Study
  • Williams Machine Tool Company (p. 35)
  • 2 Project Management Growth: Concepts and Definitions (p. 37)
  • 2.0 Introduction (p. 37)
  • 2.1 General Systems Management (p. 38)
  • 2.2 Project Management: 1945âÇô1960 (p. 38)
  • 2.3 Project Management: 1960âÇô1985 (p. 39)
  • 2.4 Project Management: 1985âÇô2009 (p. 45)
  • 2.5 Resistance to Change (p. 50)
  • 2.6 Systems, Programs, and Projects: A Definition (p. 54)
  • 2.7 Product versus Project Management: A Definition (p. 57)
  • 2.8 Maturity and Excellence: A Definition (p. 58)
  • 2.9 Informal Project Management: A Definition (p. 59)
  • 2.10 The Many Faces of Success (p. 60)
  • 2.11 The Many Faces of Failure (p. 63)
  • 2.12 The Stage-Gate Process (p. 66)
  • 2.13 Project Life Cycles (p. 68)
  • 2.14 Gate Review Meetings (Project Closure) (p. 74)
  • 2.15 Project Management Methodologies: A Definition (p. 74)
  • 2.16 Organizational Change Management and Corporate Cultures (p. 76)
  • 2.17 Project Management Intellectual Property (p. 81)
  • 2.18 Systems Thinking (p. 82)
  • 2.19 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 85)
  • Problems (p. 88)
  • 3 Organizational Structures (p. 91)
  • 3.0 Introduction (p. 91)
  • 3.1 Organizational Work Flow (p. 94)
  • 3.2 Traditional (Classical) Organization (p. 95)
  • 3.3 Developing Work Integration Positions (p. 98)
  • 3.4 LineâÇôStaff Organization (Project Coordinator) (p. 102)
  • 3.5 Pure Product (Projectized) Organization (p. 103)
  • 3.6 Matrix Organizational Form (p. 106)
  • 3.7 Modification of Matrix Structures (p. 113)
  • 3.8 The Strong, Weak, Balanced Matrix (p. 117)
  • 3.9 Center for Project Management Expertise (p. 117)
  • 3.10 Matrix Layering (p. 118)
  • 3.11 Selecting the Organizational Form (p. 119)
  • 3.12 Structuring the Small Company (p. 125)
  • 3.13 Strategic Business Unit (SBU) Project Management (p. 128)
  • 3.14 Transitional Management (p. 129)
  • 3.15 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 131)
  • Problems (p. 133)
  • Case Study
  • Jones and Shephard Accountants, Inc. (p. 138)
  • 4 Organizing and Staffing the Project Office Andteam (p. 141)
  • 4.0 Introduction (p. 141)
  • 4.1 The Staffing Environment (p. 142)
  • 4.2 Selecting the Project Manager: An Executive Decision (p. 144)
  • 4.3 Skill Requirements for Project and Program Managers (p. 148)
  • 4.4 Special Cases in Project Manager Selection (p. 154)
  • 4.5 Selecting the Wrong Project Manager (p. 154)
  • 4.6 Next Generation Project Managers (p. 158)
  • 4.7 Duties and Job Descriptions (p. 159)
  • 4.8 The Organizational Staffing Process (p. 163)
  • 4.9 The Project Office (p. 169)
  • 4.10 The Functional Team (p. 174)
  • 4.11 The Project Organizational Chart (p. 175)
  • 4.12 Special Problems (p. 178)
  • 4.13 Selecting the Project Management Implementation Team (p. 180)
  • 4.14 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 183)
  • Problems (p. 185)
  • 5 Management Functions (p. 191)
  • 5.0 Introduction (p. 191)
  • 5.1 Controlling (p. 193)
  • 5.2 Directing (p. 193)
  • 5.3 Project Authority (p. 198)
  • 5.4 Interpersonal Influences (p. 206)
  • 5.5 Barriers to Project Team Development (p. 209)
  • 5.6 Suggestions for Handling the Newly Formed Team (p. 212)
  • 5.7 Team Building as an Ongoing Process (p. 216)
  • 5.8 Dysfunctions of a Team (p. 217)
  • 5.9 Leadership in a Project Environment (p. 220)
  • 5.10 Life-Cycle Leadership (p. 221)
  • 5.11 Organizational Impact (p. 225)
  • 5.12 EmployeeâÇôManager Problems (p. 227)
  • 5.13 Management Pitfalls (p. 230)
  • 5.14 Communications (p. 233)
  • 5.15 Project Review Meetings (p. 242)
  • 5.16 Project Management Bottlenecks (p. 243)
  • 5.17 Communication Traps (p. 244)
  • 5.18 Proverbs and Laws (p. 245)
  • 5.19 Human Behavior Education (p. 248)
  • 5.20 Management Policies and Procedures (p. 249)
  • 5.21 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 249)
  • Problems (p. 254)
  • Case Studies
  • The Trophy Project (p. 264)
  • Leadership Effectiveness (A) (p. 266)
  • Leadership Effectiveness (B )271
  • Motivational Questionnaire (p. 277)
  • 6 Management of? your? Time and Stress (p. 285)
  • 6.0 Introduction (p. 285)
  • 6.1 Understanding Time Management (p. 286)
  • 6.2 Time Robbers (p. 286)
  • 6.3 Time Management Forms (p. 288)
  • 6.4 Effective Time Management (p. 289)
  • 6.5 Stress and Burnout (p. 290)
  • 6.6 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 292)
  • Problems (p. 293)
  • Case Study
  • The Reluctant Workers (p. 294)
  • 7 Conflicts (p. 295)
  • 7.0 Introduction (p. 295)
  • 7.1 Objectives (p. 296)
  • 7.2 The Conflict Environment (p. 297)
  • 7.3 Conflict Resolution (p. 300)
  • 7.4 Understanding Superior, Subordinate, and Functional Conflicts (p. 301)
  • 7.5 The Management of Conflicts (p. 303)
  • 7.6 Conflict Resolution Modes (p. 304)
  • 7.7 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 306)
  • Problems (p. 308)
  • Case Studies
  • Facilities Scheduling at Mayer Manufacturing (p. 311)
  • Telestar International (p. 312)
  • Handling Conflict in Project Management (p. 313)
  • 8 Special Topics (p. 319)
  • 8.0 Introduction (p. 319)
  • 8.1 Performance Measurement (p. 320)
  • 8.2 Financial Compensation and Rewards (p. 327)
  • 8.3 Critical Issues with Rewarding Project Teams (p. 333)
  • 8.4 Effective Project Management in the Small Business Organization (p. 336)
  • 8.5 Mega Projects (p. 338)
  • 8.6 Morality, Ethics, and the Corporate Culture (p. 339)
  • 8.7 Professional Responsibilities (p. 342)
  • 8.8 Internal Partnerships (p. 345)
  • 8.9 External Partnerships (p. 346)
  • 8.10 Training and Education (p. 348)
  • 8.11 Integrated Product/Project Teams (p. 350)
  • 8.12 Virtual Project Teams (p. 352)
  • 8.13 Breakthrough Projects (p. 354)
  • 8.14 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 355)
  • Problems (p. 361)
  • 9 The Variables for Success (p. 365)
  • 9.0 Introduction (p. 365)
  • 9.1 Predicting Project Success (p. 366)
  • 9.2 Project Management Effectiveness (p. 370)
  • 9.3 Expectations (p. 371)
  • 9.4 Lessons Learned (p. 372)
  • 9.5 Understanding Best Practices (p. 373)
  • 9.6 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 380)
  • Problems (p. 381)
  • 10 Working with Executives (p. 383)
  • 10.0 Introduction (p. 383)
  • 10.1 The Project Sponsor (p. 384)
  • 10.2 Handling Disagreements with the Sponsor (p. 393)
  • 10.3 The Collective Belief (p. 394)
  • 10.4 The Exit Champion (p. 395)
  • 10.5 The In-House Representatives (p. 396)
  • 10.6 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 397)
  • Problems (p. 398)
  • Case Study
  • Corwin Corporation (p. 401)
  • 11 Planning (p. 411)
  • 11.0 Introduction (p. 411)
  • 11.1 Validating the Assumptions (p. 414)
  • 11.2 General Planning (p. 415)
  • 11.3 Life-Cycle Phases (p. 418)
  • 11.4 Proposal Preparation (p. 421)
  • 11.5 Kickoff Meetings (p. 421)
  • 11.6 Understanding ParticipantsâÇÖ Roles (p. 424)
  • 11.7 Project Planning (p. 424)
  • 11.8 The Statement of Work (p. 426)
  • 11.9 Project Specifications (p. 431)
  • 11.10 Milestone Schedules (p. 433)
  • 11.11 Work Breakdown Structure (p. 434)
  • 11.12 WBS Decomposition Problems (p. 440)
  • 11.13 Role of the Executive in Project Selection (p. 444)
  • 11.14 Role of the Executive in Planning (p. 449)
  • 11.15 The Planning Cycle (p. 449)
  • 11.16 Work Planning Authorization (p. 450)
  • 11.17 Why Do Plans Fail? (p. 451)
  • 11.18 Stopping Projects (p. 452)
  • 11.19 Handling Project Phaseouts and Transfers (p. 453)
  • 11.20 Detailed Schedules and Charts (p. 454)
  • 11.21 Master Production Scheduling (p. 457)
  • 11.22 Project Plan (p. 459)
  • 11.23 Total Project Planning (p. 464)
  • 11.24 The Project Charter (p. 468)
  • 11.25 Management Control (p. 469)
  • 11.26 The Project ManagerâÇôLine Manager Interface (p. 472)
  • 11.27 Fast-Tracking (p. 474)
  • 11.28 Configuration Management (p. 475)
  • 11.29 Enterprise Project Management Methodologies (p. 476)
  • 11.30 Project Audits (p. 479)
  • 11.31 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 480)
  • Problems (p. 483)
  • 12 Network Scheduling Techniques (p. 493)
  • 12.0 Introduction (p. 493)
  • 12.1 Network Fundamentals (p. 495)
  • 12.2 Graphical Evaluation and Review Technique (GERT) (p. 500)
  • 12.3 Dependencies (p. 501)
  • 12.4 Slack Time (p. 502)
  • 12.5 Network Replanning (p. 508)
  • 12.6 Estimating Activity Time (p. 512)
  • 12.7 Estimating Total Project Time (p. 513)
  • 12.8 Total PERT/CPM Planning (p. 514)
  • 12.9 Crash Times (p. 516)
  • 12.10 PERT/CPM Problem Areas (p. 519)
  • 12.11 Alternative PERT/CPM Models (p. 522)
  • 12.12 Precedence Networks (p. 523)
  • 12.13 Lag (p. 526)
  • 12.14 Scheduling Problems (p. 528)
  • 12.15 The Myths of Schedule Compression (p. 528)
  • 12.16 Understanding Project Management Software (p. 530)
  • 12.17 Software Features Offered (p. 530)
  • 12.18 Software Classification (p. 532)
  • 12.19 Implementation Problems (p. 533)
  • 12.20 Critical Chain (p. 534)
  • 12.21 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 536)
  • Problems (p. 539)
  • Case Study
  • Crosby Manufacturing Corporation (p. 552)
  • 13 Project Graphics (p. 555)
  • 13.0 Introduction (p. 555)
  • 13.1 Customer Reporting (p. 556)
  • 13.2 Bar (Gantt) Chart (p. 557)
  • 13.3 Other Conventional Presentation Techniques (p. 564)
  • 13.4 Logic Diagrams/Networks (p. 567)
  • 13.5 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 568)
  • Problems (p. 569)
  • 14 Pricing and Estimating (p. 571)
  • 14.0 Introduction (p. 571)
  • 14.1 Global Pricing Strategies (p. 572)
  • 14.2 Types of Estimates (p. 573)
  • 14.3 Pricing Process (p. 576)
  • 14.4 Organizational Input Requirements (p. 578)
  • 14.5 Labor Distributions (p. 580)
  • 14.6 Overhead Rates (p. 584)
  • 14.7 Materials/Support Costs (p. 586)
  • 14.8 Pricing Out the Work (p. 589)
  • 14.9 Smoothing Out Department Man-Hours (p. 590)
  • 14.10 The Pricing Review Procedure (p. 592)
  • 14.11 Systems Pricing (p. 594)
  • 14.12 Developing the Supporting/Backup Costs (p. 595)
  • 14.13 The Low-Bidder Dilemma (p. 599)
  • 14.14 Special Problems (p. 599)
  • 14.15 Estimating Pitfalls (p. 600)
  • 14.16 Estimating High-Risk Projects (p. 601)
  • 14.17 Project Risks (p. 602)
  • 14.18 The Disaster of Applying the 10 Percent Solution to Project Estimates (p. 605)
  • 14.19 Life-Cycle Costing (LCC) (p. 606)
  • 14.20 Logistics Support (p. 613)
  • 14.21 Economic Project Selection Criteria: Capital Budgeting (p. 614)
  • 14.22 Payback Period (p. 614)
  • 14.23 The Time Value of Money (p. 615)
  • 14.24 Net Present Value (NPV) (p. 616)
  • 14.25 Internal Rate of Return (IRR) (p. 617)
  • 14.26 Comparing IRR, NPV, and Payback (p. 618)
  • 14.27 Risk Analysis (p. 618)
  • 14.28 Capital Rationing (p. 619)
  • 14.29 Project Financing (p. 620)
  • 14.30 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 622)
  • Problems (p. 624)
  • 15 Cost Control (p. 629)
  • 15.0 Introduction (p. 629)
  • 15.1 Understanding Control (p. 633)
  • 15.2 The Operating Cycle (p. 636)
  • 15.3 Cost Account Codes (p. 637)
  • 15.4 Budgets (p. 644)
  • 15.5 The Earned Value Measurement System (EVMS) (p. 645)
  • 15.6 Variance and Earned Value (p. 647)
  • 15.7 The Cost Baseline (p. 666)
  • 15.8 Justifying the Costs (p. 668)
  • 15.9 The Cost Overrun Dilemma (p. 671)
  • 15.10 Recording Material Costs Using Earned Value Measurement (p. 672)
  • 15.11 The Material Accounting Criterion (p. 675)
  • 15.12 Material Variances: Price and Usage (p. 676)
  • 15.13 Summary Variances (p. 677)
  • 15.14 Status Reporting (p. 678)
  • 15.15 Cost Control Problems (p. 685)
  • 15.16 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 686)
  • Problems (p. 689)
  • Case Studies
  • The Bathtub Period (p. 708)
  • Franklin Electronics (p. 709)
  • Trouble in Paradise (p. 711)
  • 16 Trade-Off Analysis in a Project Environment (p. 715)
  • 16.0 Introduction (p. 715)
  • 16.1 Methodology for Trade-off Analysis (p. 718)
  • 16.2 Contracts: Their Influence on Projects (p. 735)
  • 16.3 Industry Trade-off Preferences (p. 736)
  • 16.4 Conclusion (p. 739)
  • 16.5 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 739)
  • 17 Risk Management (p. 741)
  • 17.0 Introduction (p. 741)
  • 17.1 Definition of Risk (p. 743)
  • 17.2 Tolerance for Risk (p. 745)
  • 17.3 Definition of Risk Management (p. 746)
  • 17.4 Certainty, Risk, and Uncertainty (p. 747)
  • 17.5 Risk Management Process (p. 753)
  • 17.6 Plan Risk Management (p. 753)
  • 17.7 Risk Identification (p. 755)
  • 17.8 Risk Analysis (p. 761)
  • 17.9 Qualitative Risk Analysis (p. 766)
  • 17.10 Quantitative Risk Analysis (p. 771)
  • 17.11 Probability Distributions and the Monte Carlo Process (p. 772)
  • 17.12 Plan Risk Response (p. 782)
  • 17.13 Monitoring and Control Risks (p. 788)
  • 17.14 Some Implementation Considerations (p. 788)
  • 17.15 The Use of Lessons Learned (p. 790)
  • 17.16 Dependencies between Risks (p. 793)
  • 17.17 The Impact of Risk Handling Measures (p. 798)
  • 17.18 Risk and Concurrent Engineering (p. 801)
  • 17.19 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 804)
  • Problems (p. 808)
  • Case Studies
  • Teloxy Engineering (A) (p. 815)
  • Teloxy Engineering (B) (p. 815)
  • 18 Learning Curves (p. 817)
  • 18.0 Introduction (p. 817)
  • 18.1 General Theory (p. 818)
  • 18.2 The Learning Curve Concept (p. 818)
  • 18.3 Graphic Representation (p. 820)
  • 18.4 Key Words Associated with Learning Curves (p. 822)
  • 18.5 The Cumulative Average Curve (p. 822)
  • 18.6 Sources of Experience (p. 824)
  • 18.7 Developing Slope Measures (p. 827)
  • 18.8 Unit Costs and Use of Midpoint (p. 828)
  • 18.9 Selection of Learning Curves (p. 829)
  • 18.10 Follow-on Orders (p. 830)
  • 18.11 Manufacturing Breaks (p. 830)
  • 18.12 Learning Curve Limitations (p. 832)
  • 18.13 Prices and Experience (p. 832)
  • 18.14 Competitive Weapon (p. 835)
  • 18.15 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 835)
  • Problems (p. 836)
  • 19 Contract Management (p. 839)
  • 19.0 Introduction (p. 839)
  • 19.1 Procurement (p. 840)
  • 19.2 Plan Procurement (p. 842)
  • 19.3 Conducting the Procurements (p. 845)
  • 19.4 Conduct Procurements: Request Seller Responses (p. 847)
  • 19.5 Conduct Procurements: Select Sellers (p. 847)
  • 19.6 Types of Contracts (p. 851)
  • 19.7 Incentive Contracts (p. 855)
  • 19.8 Contract Type versus Risk (p. 858)
  • 19.9 Contract Administration Cycle (p. 859)
  • 19.10 Contract Closure (p. 862)
  • 19.11 Using a Checklist (p. 863)
  • 19.12 Proposal-Contractual Interaction (p. 864)
  • 19.13 Summary (p. 867)
  • 19.14 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 868)
  • 20 Quality Management (p. 873)
  • 20.0 Introduction (p. 874)
  • 20.1 Definition of Quality (p. 875)
  • 20.2 The Quality Movement (p. 877)
  • 20.3 Comparison of the Quality Pioneers (p. 880)
  • 20.4 The Taguchi Approach (p. 881)
  • 20.5 The Malcolm Baldrige National Quality Award (p. 884)
  • 20.6 ISO 9000 (p. 885)
  • 20.7 Quality Management Concepts (p. 887)
  • 20.8 The Cost of Quality (p. 890)
  • 20.9 The Seven Quality Control Tools (p. 893)
  • 20.10 Process Capability (CP) (p. 910)
  • 20.11 Acceptance Sampling (p. 912)
  • 20.12 Implementing Six Sigma (p. 912)
  • 20.13 Lean Six Sigma and DMAIC (p. 914)
  • 20.14 Quality Leadership (p. 915)
  • 20.15 Responsibility for Quality (p. 916)
  • 20.16 Quality Circles (p. 916)
  • 20.17 Just-in-Time Manufacturing (JIT) (p. 917)
  • 20.18 Total Quality Management (TQM) (p. 919)
  • 20.19 Studying Tips for the PMIÂ" Project Management Certification Exam (p. 923)
  • 21 Modern developments project Management (p. 927)
  • 21.0 Introduction (p. 927)
  • 21.1 The Project Management Maturity Model (PMMM) (p. 928)
  • 21.2 Developing Effective Procedural Documentation (p. 932)
  • 21.3 Project Management Methodologies (p. 936)
  • 21.4 Continuous Improvement (p. 937)
  • 21.5 Capacity Planning (p. 942)
  • 21.6 Competency Models (p. 943)
  • 21.7 Managing Multiple Projects (p. 945)
  • 21.8 End-of-Phase Review Meetings (p. 947)
  • 22 The Business of Scope Changes (p. 949)
  • 22.0 Introduction (p. 949)
  • 22.1 Need for Business Knowledge (p. 951)
  • 22.2 Timing of Scope Changes (p. 952)
  • 22.3 Business Need for a Scope Change (p. 953)
  • 22.4 Rationale for Not Approving a Scope Change (p. 954)
  • 23 The Project Office (p. 955)
  • 23.0 Introduction (p. 955)
  • 23.1 Present-Day Project Office (p. 956)
  • 23.2 Implementation Risks (p. 957)
  • 23.3 Types of Project Offices (p. 958)
  • 23.4 Networking Project Management Offices (p. 959)
  • 23.5 Project Management Information Systems (p. 959)
  • 23.6 Dissemination of Information (p. 961)
  • 23.7 Mentoring (p. 962)
  • 23.8 Development of Standards and Templates (p. 963)
  • 23.9 Project Management Benchmarking (p. 963)
  • 23.10 Business Case Development (p. 964)
  • 23.11 Customized Training (Related to Project Management) (p. 965)
  • 23.12 Managing Stakeholders (p. 966)
  • 23.13 Continuous Improvement (p. 967)
  • 23.14 Capacity Planning (p. 967)
  • 23.15 Risks of Using a Project Office (p. 968)
  • 24 Managing Crisis Projects (p. 971)
  • 24.0 Introduction (p. 971)
  • 24.1 Understanding Crisis Management (p. 971)
  • 24.2 Ford versus Firetone (p. 973)
  • 24.3 The Air France Concorde Crash (p. 974)
  • 24.4 Intel and the Pentium Chip (p. 975)
  • 24.5 The Russian Submarine Kursk (p. 975)
  • 24.6 The Tylenol Poisonings (p. 976)
  • 24.7 NestléâÇÖs Marketing of Infant Formula (p. 979)
  • 24.8 The Space Shuttle Challenger Disaster (p. 981)
  • 24.9 The Space Shuttle Columbia Disaster (p. 982)
  • 24.10 Victims versus Villains (p. 983)
  • 24.11 Life-Cycle Phases (p. 984)
  • 24.12 Project Management Implications (p. 985)
  • 25 The Rise, Fall, and Resurrection of Iridium: A Project Management Perspective (p. 987)
  • 25.0 Introduction (p. 987)
  • 25.1 Naming the Project âÇ£IridiumâÇ  (p. 989)
  • 25.2 Obtaining Executive Support (p. 990)
  • 25.3 Launching the Venture (p. 990)
  • 25.4 The Iridium System (p. 992)
  • 25.5 The Terrestial and Space-Based Network (p. 992)
  • 25.6 Project Initiation: Developing the Business Case (p. 993)
  • 25.7 The âÇ£HiddenâÇ  Business Case (p. 995)
  • 25.8 Risk Management (p. 995)
  • 25.9 The Collective Belief (p. 997)
  • 25.10 The Exit Champion (p. 997)
  • 25.11 IridiumâÇÖs Infancy Years (p. 999)
  • 25.12 Debt Financing (p. 1001)
  • 25.13 The M-Star Project (p. 1002)
  • 25.14 A New CEO (p. 1003)
  • 25.15 Satellite Launches (p. 1003)
  • 25.16 An Initial Public Offering (IPO) (p. 1004)
  • 25.17 Signing up Customers (p. 1004)
  • 25.18 IridiumâÇÖs Rapid Ascent (p. 1005)
  • 25.19 IridiumâÇÖs Rapid Descent (p. 1007)
  • 25.20 The Iridium âÇ£FluâÇ  (p. 1012)
  • 25.21 Searching for a White Knight (p. 1012)
  • 25.22 The Definition of Failure (October, 1999) (p. 1012)
  • 25.23 The Satellite Deorbiting Plan (p. 1013)
  • 25.24 Iridium Is Rescued for $25 Million (p. 1014)
  • 25.25 Epilogue (p. 1015)
  • 25.26 Shareholder Lawsuits (p. 1015)
  • 25.27 The Bankruptcy Court Ruling (p. 1016)
  • 25.28 Autopsy (p. 1016)
  • 25.29 Financial Impact of the Bankruptcy (p. 1018)
  • 25.30 What Really Went Wrong? (p. 1018)
  • 25.31 Lessons Learned (p. 1020)
  • 25.32 Conclusion (p. 1023)
  • Appendix A Solutions to the Project Management Conflict Exercise (p. 1025)
  • Appendix B Solution to Leadership Exercise (p. 1031)
  • Appendix C Dorale Products Case Studies (p. 1037)
  • Appendix D Solution to the Dorale Products Case Studies Answers (p. 1049)
  • Appendix E Crosslisting of PMBOKÂ" to the Text (p. 1055)
  • Author Index (p. 1061)
  • Subject Index

Author notes provided by Syndetics

HAROLD KERZNER, Ph.D., is Senior Executive Director for Project Management at the International Institute of Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired the IIL in partnership with PMI to establish the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP or global equivalent each year.