Project management : achieving competitive advantage / / Jeffrey K. Pinto

• Autore: Pinto Jeffrey K.
• Pubblicazione: Harlow, England : , : Pearson, , 2016; ©2016
• Edizione: Fourth edition, Global edition.
• Descrizione fisica: 1 online resource (568 pages) : illustrations (some color), tables
• Disciplina: 658.4/04
• Soggetto topico: Project management
• Nota di bibliografia: Includes bibliographical references and indexes.
• Nota di contenuto: Cover -- Title Page -- Copyright Page -- Brief Contents -- Contents -- Preface -- Chapter 1 Introduction: Why Project Management? -- Project Profile Development Projects in Lagos, Nigeria -- Introduction -- 1.1 What Is a Project? -- General Project Characteristics -- 1.2 Why Are Projects Important? -- Project Profile "Throwing Good Money after Bad": the BBC's Digital Media Initiative -- 1.3 Project Life Cycles -- Box 1.1: Project Managers in Practice -- 1.4 Determinants of Project Success -- Box 1.2: Project Management Research in Brief -- 1.5 Developing Project Management Maturity -- 1.6 Project Elements and Text Organization -- Summary -- Key Terms -- Discussion Questions -- Case Study 1.1 MegaTech, Inc. -- Case Study 1.2 The IT Department at Hamelin Hospital -- Case Study 1.3 Disney's Expedition Everest -- Case Study 1.4 Rescue of Chilean Miners -- Internet Exercises -- PMP Certification Sample Questions -- Notes -- Chapter 2 The Organizational Context: Strategy, Structure, and Culture -- Project Profile Case-Tesla's 5 Billion Gamble -- Introduction -- 2.1 Projects and Organizational Strategy -- 2.2 Stakeholder Management -- Identifying Project Stakeholders -- Managing Stakeholders -- 2.3 Organizational Structure -- 2.4 Forms of Organizational Structure -- Functional organizations -- Project organizations -- Matrix organizations -- Moving to heavyweight Project organizations -- Box 2.1: Project Management Research in Brief -- 2.5 Project Management Offices -- 2.6 Organizational Culture -- How Do Cultures Form? -- Organizational Culture and Project Management -- Project Profile Electronic Arts and the Power of Strong Culture in Design Teams -- Summary -- Key Terms -- Discussion Questions -- Case Study 2.1 Rolls-Royce Corporation -- Case Study 2.2 Classic Case: Paradise Lost-The Xerox Alto38. ; Case Study 2.3 Project Task Estimation and the Culture of "Gotcha!" -- Case Study 2.4 Widgets 'R Us -- Internet exercises -- PMP Certification Sample Questions -- Integrated Project-Building Your Project Plan -- Notes -- Chapter 3 Project Selection and Portfolio Management -- Project Profile: Project Selection Procedures: A Cross-industry Sampler -- Introduction -- 3.1 Project Selection -- 3.2 Approaches to Project Screening and Selection -- Method One: Checklist Model -- Method Two: Simplified Scoring Models -- Limitations of Scoring Models -- Method Three: The analytical Hierarchy Process -- Method Four: Profile Models -- 3.3 Financial Models -- Payback Period -- Net Present Value -- Discounted Payback -- Internal Rate of Return -- Choosing a Project Selection Approach -- Project Profile: Project Selection and Screening at GE: The Tollgate Process -- 3.4 Project Portfolio Management -- Objectives and Initiatives -- Developing a Proactive Portfolio -- Keys to Successful Project Portfolio Management -- Problems in Implementing Portfolio Management -- Summary -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Case Study 3.1 Keflavik Paper Company -- Case Study 3.2 Project Selection at Nova Western, Inc. -- Internet exercises -- Notes -- Chapter 4 Leadership and the Project Manager -- Project Profile: Leading by Example for the London Olympics-Sir John Armitt -- Introduction -- 4.1 Leaders Versus Managers -- 4.2 How the Project Manager Leads -- Acquiring Project Resources -- Motivating and Building Teams -- Having a Vision and Fighting Fires -- Communicating -- Box 4.1: Project Management Research in Brief -- 4.3 Traits of Effective Project Leaders -- Conclusions about Project Leaders -- Project Profile: Dr. Elattuvalapil Sreedharan, India's Project Management Guru -- 4.4 Project Champions -- Champions-Who Are They?. ; What Do Champions Do? -- How to Make a Champion -- 4.5 The New Project Leadership -- Box 4.2: Project Managers in Practice -- Project Profile: The Challenge Of Managing Internationally -- 4.6 Project Management Professionalism -- Summary -- Key Terms -- Discussion Questions -- Case Study 4.1 In Search of Effective Project Managers -- Case Study 4.2 Finding the Emotional Intelligence to Be a Real Leader -- Case Study 4.3 Problems with John -- Internet exercises -- PMP certificAtion sAMPle QUestions -- Notes -- Chapter 5 Scope Management -- Project Profile: Case-"We Look Like Fools."-Oregon's Failed Rollout of Its Obamacare Web Site -- Introduction -- 5.1 Conceptual Development -- The Statement of Work -- The Project Charter -- Project Profile: Statements of Work: Then and Now -- 5.2 The Scope Statement -- The Work Breakdown Structure -- Purposes of the Work Breakdown Structure -- The Organization Breakdown Structure -- The Responsibility Assignment Matrix -- 5.3 Work Authorization -- Project Profile: Defining a Project Work Package -- 5.4 Scope Reporting -- Box 5.1: Project Management Research in Brief -- 5.5 Control Systems -- Configuration Management -- 5.6 Project Closeout -- Summary -- Key Terms -- Discussion Questions -- Problems -- Case Study 5.1 Boeing's Virtual Fence -- Case Study 5.2 California's High-Speed Rail Project -- Case Study 5.3 Five Star Hotel ELV (Extra Low Voltage) Project -- Case Study 5.4 The Expeditionary Fighting Vehicle -- Internet Exercises -- PMP Certification Sample Questions -- MS Project Exercises -- Appendix 5.1: Sample Project Charter -- Integrated Project-Developing the Work Breakdown Structure -- Notes -- Chapter 6 Project Team Building, Conflict, and Negotiation -- Project Profile: Engineers Without Borders: Project Teams Impacting Lives -- Introduction -- 6.1 Building the Project Team. ; Identify Necessary Skill Sets -- Identify People Who Match the Skills -- Talk to Potential Team Members and Negotiate with Functional Heads -- Build in Fallback Positions -- Assemble the Team -- 6.2 Characteristics of Effective Project Teams -- A Clear Sense of Mission -- A Productive Interdependency -- Cohesiveness -- Trust -- Enthusiasm -- Results Orientation -- 6.3 Reasons Why Teams Fail -- Poorly Developed or Unclear Goals -- Poorly Defined Project Team Roles and Interdependencies -- Lack of Project Team Motivation -- Poor Communication -- Poor Leadership -- Turnover Among Project Team Members -- Dysfunctional Behavior -- 6.4 Stages in Group Development -- Stage One: Forming -- Stage Two: Storming -- Stage Three: Norming -- Stage Four: Performing -- Stage Five: Adjourning -- Punctuated Equilibrium -- 6.5 Achieving Cross-Functional Cooperation -- Superordinate Goals -- Rules and Procedures -- Physical Proximity -- Accessibility -- Outcomes of Cooperation: Task and Psychosocial Results -- 6.6 Virtual Project Teams -- Project Profile: Tele-Immersion Technology Eases The Use of Virtual Teams -- 6.7 Conflict Management -- What Is Conflict? -- Sources of Conflict -- Methods for Resolving Conflict -- 6.8 Negotiation -- Questions to Ask Prior to the Negotiation -- Principled Negotiation -- Invent Options for Mutual Gain -- Insist on Using Objective Criteria -- Summary -- Discussion Questions -- Case Study 6.1 Columbus Instruments -- Case Study 6.2 The Bean Counter and the Cowboy -- Case Study 6.3 Johnson & Rogers Software Engineering, Inc. -- Exercise in Negotiation -- Internet Exercises -- PMP Certification Sample Questions -- Notes -- Chapter 7 Risk Management -- Project Profile The Building That Melted Cars -- Introduction -- Box 7.1: Project Managers in Practice -- 7.1 Risk Management: A Four-Stage Process. ; Project Profile: Bank of America Completely Misjudges Its Customers -- Risk Breakdown Structures -- Analysis of Probability and Consequences -- Risk Mitigation Strategies -- Use of Contingency Reserves -- Other Mitigation Strategies -- Control and Documentation -- Project Profile: Collapse of Shanghai Apartment Building -- 7.2 Project Risk Management: An Integrated Approach -- Summary -- Key Terms -- Solved Problem -- Discussion Questions -- Problems -- Case Study 7.1 Classic Case: De Havilland's Falling Comet -- Case Study 7.2 The Spanish Navy Pays Nearly 3 Billion for a Submarine That Will Sink Like a Stone -- Case Study 7.3 Classic Case: Nicoll Highway Collapse -- Internet Exercises -- PMP Certification Sample Questions -- Integrated Project-Project Risk Assessment -- Notes -- Chapter 8 Cost Estimation and Budgeting -- Project Profile: Sochi Olympics-What's The Cost of National Prestige? -- 8.1 Cost Management -- Direct Versus Indirect Costs -- Recurring Versus Nonrecurring Costs -- Fixed Versus Variable Costs -- Normal Versus Expedited Costs -- 8.2 Cost Estimation -- Learning Curves in Cost Estimation -- Box 8.1: Project Management Research in Brief -- Problems with Cost Estimation -- Box 8.2: Project Management Research in Brief -- 8.3 Creating a Project Budget -- Top-Down Budgeting -- Bottom-Up Budgeting -- Activity-Based Costing -- 8.4 Developing Budget Contingencies -- Summary -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Case Study 8.1 The Hidden Costs of Infrastructure Projects-The Case of Building Dams -- Case Study 8.2 Boston's Central Artery/Tunnel Project -- Internet Exercises -- PMP Certification Sample Questions -- Integrated Project-Developing the Cost Estimates and Budget -- Notes -- Chapter 9 Project Scheduling: Networks, Duration Estimation, and Critical Path. ; Project Profile: After 20 Years and More Than 50 Billion, Oil is No Closer to the Surface: The Caspian Kashagan Project.
• Sommario/riassunto: For courses in project management. Project Management Fundamentals with Broad Applications In its Fourth Edition, Project Management: Achieving Competitive Advantage takes a contemporary, decisive, and business-oriented approach to teaching and learning project management. Blending current theory, contemporary case studies, and hands-on practice and research, Project Management offers students a full range of perspectives of the project management process. To promote a comprehensive, multi-industry understanding of the text, the author addresses project management theory within the context of a variety of successful organizations, whether they be publicly held, private, or nonprofit. Comprehensive case analysis and detailed exercises give students the tools to assess projects in real-time, equipping them with razor-sharp decision-making skills. Leveraging the latest project management technology, Project Management features just the right balance of real-world examples, cutting-edge theory, and practical exercises.
• Titolo autorizzato: Project management
• ISBN: 1-292-12271-4
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910154950603321
• Lo trovi qui: Univ. Federico II