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MNG900785 – Project Management
MNG00785 – Project Management
Contents
Assessment overview........................................................................................................... 3
Grade descriptors................................................................................................................. 3
Assessment policies and information ................................................................................... 4
Referencing guidelines ..................................................................................................... 4
Academic integrity ............................................................................................................ 4
Timely feedback for learning ............................................................................................. 4
Late submissions .............................................................................................................. 4
Special consideration ........................................................................................................ 4
Inclusive and equitable assessment .................................................................................. 5
Assessment 1....................................................................................................................... 6
Overview........................................................................................................................... 6
Learning outcomes ........................................................................................................... 6
Assessment task............................................................................................................... 6
Assessment structure ....................................................................................................... 7
Case study........................................................................................................................ 7
Preparing your assessment .............................................................................................. 8
Submission format ............................................................................................................ 8
Assessment 1 rubric ......................................................................................................... 9
Assessment 2......................................................................................................................10
Overview..........................................................................................................................10
Learning outcomes ..........................................................................................................10
Assessment details ..........................................................................................................10
Assessment structure ......................................................................................................11
Preparing your assessment .............................................................................................11
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MNG900785 – Project Management
Submission format ...........................................................................................................12
Assessment 2 rubric ........................................................................................................13
Assessment 3......................................................................................................................15
Overview..........................................................................................................................15
Learning outcomes ..........................................................................................................15
Assessment details ..........................................................................................................15
Presentation structure ......................................................................................................16
Preparing your assessment .............................................................................................16
Submission format ...........................................................................................................16
Assessment 3 rubric ........................................................................................................17
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MNG900785 – Project Management
Assessment overview
Name
Type
Length
Weight
Due
1 Assessment 1
Project
proposal
1,500
35%
11pm Sunday
Week 5
2 Assessment 2
Project report
3,000
40%
11pm Sunday
Week 9
3 Assessment 3
Presentation
8-10 mins
25%
11pm Sunday
Week 12
Grade descriptors
High Distinction
(HD)
85 and above
Distinction (DI)
75-84
Credit (CR)
65-74
Pass (PA)
50-64
Fail
49 and below
In addition to satisfying all of the basic learning requirements, the
assessment demonstrates distinctive insight and ability in
researching, analysing and applying relevant skills and concepts,
and shows exceptional ability to synthesise, integrate and
evaluate knowledge.
In addition to satisfying all of the basic learning requirements, the
assessment demonstrates distinctive insight and ability in
researching, analysing and applying relevant skills and concepts,
and shows a well-developed ability to synthesise, integrate and
evaluate knowledge.
In addition to satisfying all of the basic learning requirements
specified, the assessment demonstrates insight and ability in
researching, analysing and applying relevant skills and concepts.
The assessment adequately, competently satisfies the basic
learning requirements specified and provides a sound basis for
proceeding to higher-level studies in the subject area.
The assessment fails to satisfy the learning requirements
specified.
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MNG900785 – Project Management
Assessment policies and information
Referencing guidelines
Please use the SCU Harvard referencing style for all assessment tasks in this unit. Refer to
the Library’s Referencing guides for more information.
Academic integrity
All students are expected to practice academic integrity and to be aware of and comply with
the Rules – Student Academic and Non-Academic Misconduct Rules along with all other
relevant Rules, Policies, Procedures and the Code of Conduct.
Timely feedback for learning
Marked assessment tasks submitted on time, other than examination scripts, will be
returned to students within fourteen (14) days of submission.
Late submissions
Late submission of assessment tasks without approved extension will lead automatically to
the imposition of a penalty. Penalties will be applied as soon as the deadline is reached.
A deduction of 5% of the available mark from the actual mark will be imposed for each day a
submission is late. This penalty will be applied until the pass mark for the assessment has
been reached. Any work submitted 10 or more days after the expiry of the deadline will be
deemed a non-submission and assigned a mark of zero.
Special consideration
Students wishing to request Special Consideration in relation to an assessment task the due
date of which has not yet passed must submit a Request for Special Consideration form as
early as possible and prior to start time of the due date, along with any accompanying
documents, such as medical certificates. For more information, visit:
https://www.scu.edu.au/current-students/student-administration/special-consideration/
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MNG900785 – Project Management
Inclusive and equitable assessment
Reasonable adjustment in assessment methods will be made to accommodate students
with a documented disability or impairment. Contact Student Access & Inclusion for more
information.
If you are unlikely to deliver your assignment on time, please contact the Unit Assessor (UA)
to discuss your options.
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MNG900785 – Project Management
Assessment 1
Assessment type
Project proposal
Word length
1,500 words approx.
Weighting
35%
Due date
11pm Sunday Week 5
Overview
The project charter is a key document for the initiating phase of a project. It “formally
authorizes the existence of a project and provides the project management with the
authority to apply organizational resources to project activities” (PMI cited in Kloppenborg
2018, p. 63). As project managers, one of our first tasks may be to develop a project charter.
This assessment seeks to build your understanding of the elements of a project charter and
practice applying them to a case study. An output of this assessment is a project charter that
may be used as a model for future projects that you are involved with.
Learning outcomes
This assessment task is aligned to the following learning outcomes:
1. Demonstrate a critical understanding of the principles of project management as
prescribed in the global standard (PMBOK® Guide).
2. Select and initiate a project, taking into account organisational goals, structure,
culture, stakeholders, and competition for resources.
3. Critically analyse, interpret and apply the project management knowledge areas to
the various phases of any project, as appropriate, and demonstrate an
understanding of the activities and interrelationships critical to the successful
completion of each phase of a project.
6. Appraise the acquiring, induction, assessing, developing, decision-making, and
conflict resolution issues of a project team.
Assessment task
You are asked to describe the purpose of each element of the project charter, discuss the
theory behind each element, and to develop a project charter based on the case study
provided. You are asked to draw primarily from the theory contained in the textbook
(Kloppenborg 2018) and the PMBoK (6th edition).
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MNG900785 – Project Management
Assessment structure
Please structure your assessment around each of the following key sections and tasks.
Task
Section
Section Description
Cover page
Table of contents
Describe the purpose of each element of the project charter and
discuss the theory behind each element of the charter. Using
appropriately cited paraphrasing, you are expected to include and
draw on the textbook description for each of the following sections:
TASK
1
Theory of a project
charter
•
•
•
•
•
•
•
•
•
•
Scope overview
Business case
Background
Milestone schedule with acceptance criteria
Risks, assumptions and constraints
Resource estimates
Stakeholder list
Team operating principles
Lessons learned
Signatures and commitment
A project charter based on the case study provided. The project charter
should:
TASK
2
TASK
3
•
include all of elements in Sections 3-4 to 3-5, pages 65-79 of
Kloppenborg 2018;
•
be formatted as per the example on pages 94-96 of
Kloppenborg 2018; and
•
use relevant Exhibits from Kloppenborg 2018 as the models
for the tables.
Project charter
References
A list of references in Harvard style.
Case study
New playground for the community
The local council have given in-principle approval for the installation of a new playground,
incorporating climbing nets with two slides. They have allocated 1,000 square meters of
green space, and have allocated a nominal budget of around $250,000. The open space is
currently home to a derelict vehicle, as well as other waste materials dumped over the
years. It is also prone to flooding, so this will need to be accounted for, as will the installation
of pathways from the street to the playground equipment. The council occupational health
and safety office have stipulated that the surface under the climbing nets must be made of
soft-fall material. The council want the playground opened to coincide with the summer
holidays, which is only six months away. You are required to develop a project charter for
presentation to the council.
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MNG900785 – Project Management
Preparing your assessment
1.
2.
3.
4.
5.
6.
As there is such an emphasis on the textbook, all in-text citations MUST include the
page numbers.
Your textbook is expected to be the foundational source of theory and should be
explicitly utilised as a reference for Task 1. Additional reference material may be
included.
Headings are recommended as per the ‘Assessment Structure - Sections’.
You are encouraged to use diagrams, tables or similar to improve the readability and
clarity of your assessment. These should be formatted as per the Exhibits in
Kloppenborg 2018.
Word count is approximate only given the amount of information that will be provided in
tables.
Cover and contents pages, tables, references, appendices are not included in the word
count.
Submission format
Upload as one single MS Word file via the Assessment 1 Submission portal in the
Assessment Tasks and Submission folder within Blackboard.
8
MNG900785 – Project Management
Assessment 1 rubric
Scale 5
TASK 1
Theory
Scale 4
Scale 3
Scale 2
Scale 1
Description and
discussion is sophisticated
and insightful.
Description and
discussion is accurate,
succinct, and clear.
Description and
discussion is mostly
accurate, though some
inaccuracy or confusion
may be present.
Description and
discussion is inadequate
or inaccurate.
Description and
discussion is missing or is
not relevant.
Project charter elements
are complete, insightful
and show sophisticated
understanding.
Project charter elements
are complete and show
accurate understanding.
Project charter elements
are complete and show a
developing understanding.
Project charter elements
incomplete or inaccurate.
A lack of understanding is
evident.
Project charter elements
missing or not relevant. A
lack of understanding is
evident.
Presentation is highly
professional and structure
and formatting follows
textbook examples.
Presentation is
professional and structure
and formatting follows
textbook examples.
Presentation is sound, and
structure and formatting
adequate.
Presentation is not up to
professional standard or
the structure and
formatting does not follow
textbook examples.
Presentation is not up to
professional standard, and
structure and formatting
does not follow textbook
examples.
Paraphrasing
and
referencing
Paraphrasing of textbook
and academic sources is
strong and well integrated.
Paraphrasing of textbook
and academic sources is
strong.
Paraphrasing of textbook
and academic sources is
sound.
No or minimal
paraphrasing of textbook
and academic sources.
20%
In-text citations and
references are fully
consistent with Harvard
style.
In-text citations and
references are mostly
consistent with Harvard
style.
In-text citations and
references contain errors.
Paraphrasing of textbook
and academic sources is
weak; plagiarism evident
or relies on direct quotes.
30%
TASK 2
Project charter
40%
Presentation,
structure and
formatting
10%
9
In-text citations and
references are
inconsistent with Harvard
style.
In-text citations and
references are missing or
are not relevant.
MNG900785 – Project Management
Assessment 2
Assessment type
Project Report
Word limit
3,000 approx.
Weighting
40%
Due date
11pm Sunday Week 9
Overview
The planning process group seeks to “establish the project scope, refine objectives, and
define plans and actions to attain objectives” (PMBOK cited in Kloppenborg 2018, p. 10).
This assessment seeks to build your understanding of some of the key work processes,
deliverables and tools within the planning process group and practice applying them to a
case study. An output of this assessment will be a project management plan that may serve
as a model for other projects that you are involved with.
Learning outcomes
This assessment task is aligned to the following learning outcomes:
1. Demonstrate a critical understanding of the principles of project management as
prescribed in the global standard (PMBOK® Guide)
3. Critically analyse, interpret and apply the project management knowledge areas to
the various phases of any project, as appropriate, and demonstrate an
understanding of the activities and interrelationships critical to the successful
completion of each phase of a project.
4. Create an integrated project plan for a real project, including schedule, human
resources, budget, risks, and quality, and prepare appropriate Project Management
documentation of the plan
Assessment details
You are asked to describe the purpose of work processes, deliverables and tools within the
project planning process group and discuss the theory behind each. You will then apply
these using the case study provided to develop a project management plan. You are asked
to draw primarily from the theory contained in the textbook (Kloppenborg 2018) and the
PMBoK (6th edition).
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MNG900785 – Project Management
Assessment structure
Please structure your assessment around each of the following key sections and tasks.
Task
Section
Section Description
Cover page
Table of contents
TASK
1
TASK
2
TASK
3
Theory of project
planning
Describe the purpose of each of the following components of project
planning. Using appropriately cited paraphrasing, you are expected to
include and draw on the textbook description for each of the following
sections:
1.1.
WBS
1.2.
RACI chart
1.3.
Schedule - Gantt
1.4.
Schedule 2 - AoN
1.5.
Resource overloads
1.6.
Budget
1.7.
Risk Management
1.8.
Change Management
1.9.
Stakeholder Management
1.10. Project closure
A project management plan based on the case study provided. The
project management plan should:
Project management plan
References
•
include all of elements noted 1.1-1.10
•
use relevant Exhibits from Kloppenborg 2018 as the models
for the tables, tools and outputs.
A list of references in Harvard style.
Preparing your assessment
1.
2.
3.
4.
5.
6.
7.
As there is such an emphasis on the textbook, all in-text citations MUST include the
page numbers.
The academic nature of this essay requires the use of in-page citation and referencing
in accordance with SCU Harvard Referencing Standards. Further information regarding
SCU referencing standards are available at: http://libguides.scu.edu.au/harvard
Your textbook is expected to be the foundational source of theory and should be
explicitly utilised as a reference for Task 1. Additional reference material may be
included.
Headings are recommended as per the ‘Assessment Structure - Sections’.
An Excel template will be provided to assist you will preparing 1.3 Schedule – Gantt.
You are encouraged to use diagrams, tables or similar to improve the readability and
clarity of your assessment. These should be formatted as per the Exhibits in
Kloppenborg 2018.
Word count is approximate only given the amount of information that will be provided in
tables.
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MNG900785 – Project Management
8.
9.
Cover and contents pages, tables, references, appendices are not included in the word
count.
Headings are encouraged as per the section and components 1.1-1.10.
Submission format
Upload as one single MS Word file via the Assessment 2 Submission portal in the
Assessment Tasks and Submission folder within Blackboard. The Excel file which contains
the 1.3 Schedule - Gantt should be embedded within your MS Word file.
To embed the Gantt into your MS Word file: select the cells in Excel you want to display, for
example A17 to CI37, and press CTRL-C. Switch the window to MS Word and select the
location you want the Gantt to appear and press CTRL-ALT-V – and select Picture
(Enhanced Metafile) for the best result.
Please do not paste as a Microsoft Excel Worksheet Object.
You can leave the picture in the size it appears, the marker will be able to zoom in and see
the details.
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MNG900785 – Project Management
Assessment 2 rubric
Scale 5
Task 1
WBS
40%
RACI chart
Schedule - Gantt
Schedule 2 AoN
Scale 4
Scale 3
Scale 2
Scale 1
Excellent
paraphrasing and
insightful detail.
Demonstrates an
exception level of
understanding.
Strong
paraphrasing and
level of
understanding
demonstrated.
Sound
paraphrasing and
level of
understanding
demonstrated.
Poor paraphrasing/
acknowledgement
of sources or
understanding still
developing.
Poor
paraphrasing/
acknowledgement
of sources and
understanding
incomplete.
Exceptional
execution and
applied
understanding
demonstrated.
Strong execution
and applied
understanding
demonstrated.
Sound execution
and applied
understanding
demonstrated.
Poor execution or
application not
accurate
Poor execution
with significant
omissions or
errors..
Resource
overloads
Budget
Risk
Management
Change
Management
Stakeholder ID
and comm.
Project closure
Task 2
WBS
40%
.
RACI chart
Schedule - Gantt
Schedule 2 AoN
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MNG900785 – Project Management
Resource
overloads
Budget
Risk
Management
Change
Management
Stakeholder
Management.
Project closure
Referencing
20%
Paraphrasing of
textbook and
academic sources is
strong and well
integrated.
In-text citations and
references are fully
consistent with
Harvard style.
Paraphrasing of
textbook and
academic sources is
strong.
Paraphrasing of
textbook and
academic sources is
sound.
In-text citations and
references are mostly
consistent with
Harvard style.
In-text citations and
references contain
errors.
14
Paraphrasing of
textbook and
academic sources is
weak; plagiarism
evident or relies on
direct quotes.
In-text citations and
references are
inconsistent with
Harvard style.
No or minimal
paraphrasing of
textbook and
academic sources.
In-text citations and
references are
missing or are not
relevant..
MNG900785 – Project Management
Assessment 3
Assessment type
Oral presentation
Time limit
8-10 minutes max.
Weighting
25%
Due date
11pm Sunday Week 11
Overview
Professional communication and presentation skills are central to employability in the
business sector. This assessment builds these skills while asking you to demonstrate an
understanding of one of the key PMBOK process groups.
Learning outcomes
This assessment task is aligned to the following learning outcome:
1. Demonstrate a critical understanding of the principles of project management as
prescribed in the global standard (PMBOK® Guide).
3. Critically analyse, interpret and apply the project management knowledge areas to
the various phases of any project, as appropriate, and demonstrate an
understanding of the activities and interrelationships critical to the successful
completion of each phase of a project.
5. Calculate project progress by comparing actual to planned performance and create
improvement plans as needed.
6. Appraise the acquiring, induction, assessing, developing, decision-making, and
conflict resolution issues of a project team.
Assessment details
You will record an oral presentation that discusses and analyses one of the following
process groups:
•
•
•
Executing OR
Monitoring and controlling OR
Closing
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MNG900785 – Project Management
Presentation structure
Your presentation should be between 8-10 minutes in length. Please follow the below
structure for your presentation.
Section
Section Description
Student identification
Provide your name and an image of your student identification (student number
hidden).
Introduction
Provide an overview of the presentation and its key points.
Description
Describe the process group you have chosen; its purpose and what it involves.
Discussion and analysis
Discuss the outputs, tools and work processes that are relevant to the process
groups. Please illustrate your discussion and analysis by including at least three
examples from real project scenarios.
Conclusion
Summarise the presentation and what you have learn about the process group.
Preparing your assessment
1. Your presentation should be prepared based on information from the Study Guide,
lectures and the unit textbook. Additional sources may be used.
2. Be careful to avoid plagiarism. The presentation should all be in your own words or
words that have been effectively paraphrased.
3. The recording should focus on you as the presenter. Powerpoints or other
presentation slides may be used, but please use these sparingly and for illustration
purposes only.
4. It is up to you what you use to record your presentation; a laptop camera or mobile
phone are suitable
5. The presentation recording can placed on a YouTube channel or on Google Drive.
Please provide the link through the submission portal.
6. Presentation notes, slides and scripts should be uploaded through the
‘Supplementary Materials’ Turnitin submission portal.
Submission format
Upload your recording to Google Drive or YouTube, and save the relevant link for viewing.
Upload a MS Word file containing the link to your recording via the ‘Assessment 3 Video
Link’ portal in the ‘Assessment Tasks and Submission’ folder within Blackboard.
Presentation notes and scripts should be uploaded as one single MS Word file via the
‘Assessment 3 Notes and Script’ portal in the ‘Assessment Tasks and Submission’ folder
within Blackboard.
Powerpoint slides should be uploaded as a single file via the ‘Assessment 3 Slides’ portal in
the ‘Assessment Tasks and Submission’ folder within Blackboard.
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MNG900785 – Project Management
Assessment 3 rubric
Scale 5
Introduction,
description &
conclusion
30%
Discussion
and analysis
30%
Professional
communication
& presentation
25%
Supplementary
information
15%
Scale 4
Scale 3
Scale 2
Scale 5
Clear and concise
information that
demonstrates
exceptional insight
into the process
group.
Clear and concise
information that
demonstrates a strong
understanding of the
process group.
Somewhat unclear or
verbose information
that demonstrates a
sound understanding
of the process group.
Unclear or verbose
information that
demonstrates that the
understanding of the
process group is still
developing.
Unclear or verbose
information and
understanding of the
process group is not
evident.
Exceptional breadth
and depth of analysis
with three or more
illustrative examples
provided.
Strong breadth and
depth of analysis with
three or more
illustrative examples
provided.
Sound breadth and
depth of analysis with
three or less
illustrative examples
provided.
Inadequate breadth
and depth of analysis
and/ or less than three
illustrative examples
provided.
Inadequate breadth
and depth of analysis
and/ or no illustrative
examples provided.
Exceptional
professional
communication and
presentation skills
demonstrated.
Strong professional
communication and
presentation skills
demonstrated.
Adequate professional
communication and
presentation skills
demonstrated.
Professional
communication and
presentation skills are
still developing.
Communication and
presentation skills are
not of a professional
standard.
Supplementary
information is
complete. Strong
paraphrasing is
evident.
Supplementary
information is
complete.
Paraphrasing is
sound.
Supplementary
information is
complete. Some
inadequate
paraphrasing evident.
Supplementary
information is
incomplete or
plagiarism is evident.
Supplementary
information is missing
or plagiarism is
evident.
17
MNG00785 Session 3 2020 - Assessment 2 Case Study
Task 2 of Assessment 2 requires you to create a Project Management Plan for the following project.
New community playground
You are employed by a local council as a Project Manager. The council have just approved a Project
Charter for a new community playground. They have allocated 1,000 square meters of green space,
and have allocated a budget of $250,000. The open space is currently home to a derelict vehicle, as
well as other waste materials dumped over the years. It is also prone to flooding, so flood-proof
pathways from the street to the playground equipment are included in the project. The council
occupational health and safety office have stipulated that the surface under the playground
equipment must be made of soft-fall material, and a water drinking fountain and rubbish bin are to
be provided. These facilities have been included in the project scope. The council approved the
Project Charter on the 1st of June and want the playground to be finished by the 1st December to
ensure it is open for the summer holiday period.
You have been allocated a small project team from the council services to do the site preparation,
installation of pathways, installation of soft-fall base and other facilities, and landscaping. A
separate company, ‘Fun Kids Play Equipment’ has been contracted to supply and install the
playground equipment. The quote for the supply and installation of the playground equipment has
been accepted and totals $140,000.
Your project team comprises you as Project Manager, a landscape gardener, a concreter and a
plumber, and you are all able to help and do general duties. You have access to the council’s
building, gardening and earth works equipment. Assume that you, the members of the project team,
and any contractors can all work 5 days a week.
The following List of Most Important Work will assist with your scope management and other
project planning. Please note, this is NOT a Work Breakdown Structure (WBS). You should use the
below information to create your own Work Breakdown Structure (WBS) and list of activities.
List of Most Important Work (not necessarily in order of schedule or priority):
1
Clear site of waste material
2
Prepare site (earth works)
3
Lay concrete pathways
4
Lay soft-fall base
5
Install playground equipment
6
Plumbing for water fountain
7
Install water fountain
8
Install rubbish bin
9
Lay grass around the perimeter
10
Plant of trees and shrubs
11
Clear site of building rubbish
Resources
Code
Your Project
Name
Activity
WBS Code
PLANNED
START
PLANNED
DURATION
RESOURCE
Cost per hour
PERIOD (DAYS)
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2
3
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Contemporary
Project Management
FOURTH EDITION
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter
MS Project
3
MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7
Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8
Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9
Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10
Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12
Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14
Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15
Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11
Project life cycle 7–10, 62–64
Projects and strategic planning 33–37
Organizational influences 102–110
Portfolio and program management 37–42
®
PMBOK Guide, 6th ed. Coverage
Knowledge
Areas
Project
Integration
Management
Initiating
Process
Group
Develop
Project
Charter
60–79
Planning Process Group
Develop Project Management Plan
409–410
Executing Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
Direct and Manage
Project Work 459–460
Manage Project
Knowledge 192–193,
504–508
Monitor and Control
Project Work 460–462
Perform Integrated
Change Control
229–232, 462–463
Close
Project
or Phase
503,
508–511
Project Scope
Management
Plan Scope Management 211–212
Collect Requirements 212–216
Define Scope 216–220
Create WBS 220–229
Validate Scope
500–501
Control Scope
475–476
Project
Schedule
Management
Plan Schedule Management 246
Define Activities 249–253
Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Control Schedule
476–480
Project Cost
Management
Plan Cost Management 329–330
Estimate Costs 330–341
Determine Budget 342–344
Control Costs 345,
476–480
Project Quality
Management
Plan Quality Management 401–404
Manage Quality
404–406, 469–474
Control Quality
406–409, 469–474
Project
Resources
Management
Plan Resource Management 290–295
Estimate Activity Resources 290
Aquire Resources
138–141
Develop Team 141–157
Manage Team 157–161
Control Resources 476
Project Communications
Management
Plan Communications Management
188–192
Manage
Communications
193–199, 465–467
Monitor
Communications
467–468
Project Risk
Management
Plan Risk Management 360–366
Identify Risks 75, 366–368
Perform Qualitative Risk Analysis 75,
368–372
Perform Quantitative Risk Analysis
372–373
Plan Risk Responses 75, 373–377
Implement Risk
Responses 464–465
Monitor Risks
463–464
Project
Procurement
Management
Plan Procurement Management
431–433, 438–441
Conduct
Procurements
434–438
Control Procurments
441
Plan Stakeholder Engagement 184–186
Manage Stakeholder
Engagement 187–188
Monitor Stakeholder
Engagement 188
Project Stakeholder
Management
Identify
Stakeholders 75–77,
178–184
® Guide), 6th ed. (Newtown Square, PA: Project Management
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK
Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Contemporary Project
Management
ORGANIZE
LEAD
PLAN
PERFORM
FOURTH EDITION
TIMOTHY J. KLOPPENBORG
Xavier University
VITTAL ANANTATMULA
Western Carolina University
KATHRYN N. WELLS
Keller Williams Real Estate
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
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This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
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Contemporary Project Management,
Fourth Edition
2019 2015
Timothy J. Kloppenborg
Cengage Learning Customer & Sales Support, 1-800-354-9706
www.cengage.com/permissions
permissionrequest@cengage.com
2017947974
978 1 337 40645 1
Cengage Learning
20
02210
40
125
www.cengage.com.
www.cengage.com
www.cengagebrain.com
Printed in the United States of America
Print Number: 01
Print Year: 2017
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MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter
MS Project
3
MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7
Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8
Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9
Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10
Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12
Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14
Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15
Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11
Project life cycle 7–10, 62–64
Projects and strategic planning 33–37
Organizational influences 102–110
Portfolio and program management 37–42
®
PMBOK Guide, 6th ed. Coverage
Knowledge
Areas
Project
Integration
Management
Initiating
Process
Group
Develop
Project
Charter
60–79
Planning Process Group
Develop Project Management Plan
409–410
Executing Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
Direct and Manage
Project Work 459–460
Manage Project
Knowledge 192–193,
504–508
Monitor and Control
Project Work 460–462
Perform Integrated
Change Control
229–232, 462–463
Close
Project
or Phase
503,
508–511
Project Scope
Management
Plan Scope Management 211–212
Collect Requirements 212–216
Define Scope 216–220
Create WBS 220–229
Validate Scope
500–501
Control Scope
475–476
Project
Schedule
Management
Plan Schedule Management 246
Define Activities 249–253
Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Control Schedule
476–480
Project Cost
Management
Plan Cost Management 329–330
Estimate Costs 330–341
Determine Budget 342–344
Control Costs 345,
476–480
Project Quality
Management
Plan Quality Management 401–404
Manage Quality
404–406, 469–474
Control Quality
406–409, 469–474
Project
Resources
Management
Plan Resource Management 290–295
Estimate Activity Resources 290
Aquire Resources
138–141
Develop Team 141–157
Manage Team 157–161
Control Resources 476
Project Communications
Management
Plan Communications Management
188–192
Manage
Communications
193–199, 465–467
Monitor
Communications
467–468
Project Risk
Management
Plan Risk Management 360–366
Identify Risks 75, 366–368
Perform Qualitative Risk Analysis 75,
368–372
Perform Quantitative Risk Analysis
372–373
Plan Risk Responses 75, 373–377
Implement Risk
Responses 464–465
Monitor Risks
463–464
Project
Procurement
Management
Plan Procurement Management
431–433, 438–441
Conduct
Procurements
434–438
Control Procurments
441
Plan Stakeholder Engagement 184–186
Manage Stakeholder
Engagement 187–188
Monitor Stakeholder
Engagement 188
Project Stakeholder
Management
Identify
Stakeholders 75–77,
178–184
® Guide), 6th ed. (Newtown Square, PA: Project Management
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK
Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Brief Contents
Preface xx
About the Authors xxix
PART
PART
PART
1
Organizing Projects
1
Introduction to Project Management
2
Project Selection and Prioritization 32
3
Chartering Projects 60
2
Leading Projects
4
Organizational Capability: Structure, Culture, and Roles 100
5
Leading and Managing Project Teams 136
6
Stakeholder Analysis and Communication Planning 176
3
Planning Projects
7
Scope Planning 210
8
Scheduling Projects
9
Resourcing Projects 286
2
244
10
Budgeting Projects
11
Project Risk Planning 358
12
Project Quality Planning and Project Kickoff 386
PART
4
328
Performing Projects
13
Project Supply Chain Management
14
Determining Project Progress and Results 456
15
Finishing the Project and Realizing the Benefits
Appendix
Appendix
Appendix
Appendix
Appendix
A
B
C
D
E
426
498
PMP and CAPM Exam Prep Suggestions 522
Agile Differences Covered 527
Answers to Selected Exercises 532
Project Deliverables 537
Strengths Themes As Used in Project Management
Index 539
[Available Online]
v
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1.2 Foundational Elements
Project Customer Tradeoff Matrix
Life Cycle and Development Approach
Elevator Pitch
2.4 Organizational Systems
Leader Roles and Responsibilities
Project Selection and Prioritization Matrix
Project Resource Assignment Matrix
3.4 Project Manager Competencies
Selecting Projects
Integration
4.1 Develop
Project Charter
Charter
Assumptions Log
4.2 Develop Project Management Plan
5.1 Plan
Scope
Management
Scope
5.2 Collect
Requirements
Requirements Documents
Scope
6.1 Plan
Schedule
Management
Schedule
Activities
7.1 Plan
Cost
Management
Quality
8.1 Plan
Quality
Management
Resources
9.1 Plan
Resource
Management
10.1 Plan
Communications
Management
Communication
12.1 Plan
Procurement
Management
Procurement
13.1 Identify
Stakeholders
Stakeholder
Register
Duration
Estimates
7.3 Determine
Budget
Network
6.3 Sequence
Activities
6.5 Develop
Schedule
Schedule Baseline
Cost Baseline
Quality
Mgt.
Plan
RACI
Team
Charter
Communications
Matrix
11.1 Plan
Risk
Management
Risk
Stakeholders
7.2 Estimate
Costs
Scope
Statement
Activity List
Milestone List
6.4 Estimate
activity
Durations
Cost
5.4 Create
WBS
9.2 Estimate
Activity
Resources
11.2 Identify
Risks
Risk Register
11.3 Perform
Qualitative
Risk Analysis
Bid
Documents
Make or Buy
Analysis
Resource Requirements
11.5 Plan
Risk
Responses
11.4 Perform
Quantitative
Risk Analysis
13.2 Plan
Stakeholder
Stakeholders
Engagement
Engagement Assessment Matrix
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Realizing
s
PM Plan Baselines Life Cycle
and Development Approach
4.5 Monitor and
Control
Project Work
4.3 Direct and Manage
Project Work
4.4 Manage Project
Knowledge
s
Analysis
Lessons
Learned
Register
4.7 Close Project Closure
Documents
or Phase
Customer
Feedback
Transition Plan
4.6 Perform
Integrated
Change Control
Retrospectives
Scope
Baseline with WBS
5.5 Validate
Scope
5.6 Control
Scope
6.6 Control
Schedule
Resource Histogram
Project Crashing
7.4 Control
Costs
Quality
Reports
8.2 Manage
Quality
8.3 Control
Quality
Scope
Backlog
Burn
Down/Up
Charts
Earned Value
Analysis
Quality
Measurements
9.3 Acquire
Resources
9.4 Develop
Team
Team
Assessments
Team
Assignments
9.6 Control
Resources
9.5 Manage
Team
10.2 Manage
Communications
Agendas
Minutes
Issues Log
Meeting Evaluation
10.3 Monitor
Communications Change
Requests
Progress Report
11.6 Implement
Risk Responses
11.7 Monitor
Risks
12.2 Conduct
Procurements
12.3 Control
Procurements
13.3 Manage
Stakeholder
Engagement
Source
Selection
Matrix
13.4 Monitor
Stakeholder
Engagement
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xx
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix
PART
CHAPTER
1
Organizing Projects
1
Introduction to Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.1 What Is a Project?
3
1.2 History of Project Management
5
1.3 How Can Project Work Be Described? 6
1.3a Projects versus Operations 6 / 1.3b Soft Skills and Hard Skills
and Responsibility 7 / 1.3d Project Life Cycle 7
7 / 1.3c Authority
1.4 Understanding Projects 10
1.4a Project Management Institute 10 / 1.4b Project Management Body of Knowledge
(PMBOK ) 10 / 1.4c The PMI Talent Triangle 11 / 1.4d Selecting and Prioritizing
Projects 14 / 1.4e Project Goals and Constraints 14 / 1.4f Defining Project Success
and Failure 15 / 1.4g Using Microsoft Project to Help Plan and Measure
Projects 16 / 1.4h Types of Projects 16 / 1.4i Scalability of Project Tools 17
®
1.5 Project Roles 17
1.5a Project Executive-Level Roles 18 / 1.5b Project Management-Level Roles
1.5c Project Associate-Level Roles 20
19 /
1.6 Overview of the Book 20
1.6a Part 1: Organizing and Initiating Projects 20 / 1.6b Part 2: Leading Projects
1.6c Part 3: Planning Projects 21 / 1.6d Part 4: Performing Projects 23
PMP/CAPM Study Ideas
Summary
23
24
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
25
26
Integrated Example Projects
27
Suburban Homes Construction Project
Casa DE PAZ Development Project
Semester Project Instructions
Project Management in Action
Endnotes
24
25
PMBOK Guide Questions
References
21 /
27
28
28
29
30
31
viii
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Contents
CHAPTER
ix
2
Project Selection and Prioritization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
2.1 Strategic Planning Process 33
2.1a Strategic Analysis 33 / 2.1b Guiding Principles
Objectives 36 / 2.1d Flow-Down Objectives 37
34 / 2.1c Strategic
2.2 Portfolio Management 37
2.2a Portfolios 38 / 2.2b Programs 39 / 2.2c Projects and Subprojects 39 /
2.2d Assessing an Organization’s Ability to Perform Projects 42 / 2.2e Identifying
Potential Projects 42 / 2.2f Using a Cost-Benefit Analysis Model to Select
Projects 43 / 2.2g Using a Scoring Model to Select Projects 45 / 2.2h Prioritizing
Projects 48 / 2.2i Resourcing Projects 48
2.3 Securing Projects 49
2.3a Identify Potential Project Opportunities 50 / 2.3b Determine Which Opportunities to
Pursue 50 / 2.3c Prepare and Submit a Project Proposal 51 / 2.3d Negotiate to
Secure the Project 51
PMP/CAPM Study Ideas
Summary
52
52
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
53
53
PMBOK Guide Questions
Exercises
53
54
Integrated Example Projects
55
Casa DE PAZ Development Project
Semester Project Instructions
Endnotes
CHAPTER
56
56
Project Management in Action
References
52
57
58
59
3
Chartering Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
3.1 What Is a Project Charter?
62
3.2 Why Is a Project Charter Used?
3.3 When Is a Charter Needed?
63
64
3.4 Typical Elements in a Project Charter 65
3.4a Title 65 / 3.4b Scope Overview 65 / 3.4c Business Case 66 /
3.4d Background 66 / 3.4e Milestone Schedule with Acceptance Criteria 66 /
3.4f Risks, Assumptions, and Constraints 67 / 3.4g Resource Estimates 69 /
3.4h Stakeholder List 69 / 3.4i Team Operating Principles 69 / 3.4j Lessons
Learned 70 / 3.4k Signatures and Commitment 70
3.5 Constructing a Project Charter 70
3.5a Scope Overview and Business Case Instructions 70 / 3.5b Background
Instructions 71 / 3.5c Milestone Schedule with Acceptance Criteria
Instructions 72 / 3.5d Risks, Assumptions, and Constraints Instructions 75 /
3.5e Resources Needed Instructions 75 / 3.5f Stakeholder List Instructions 75 /
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x
Contents
3.5g Team Operating Principles Instructions 77 / 3.5h Lessons Learned
Instructions 77 / 3.5i Signatures and Commitment Instructions 78
3.6 Ratifying the Project Charter
79
3.7 Starting a Project Using Microsoft Project 79
3.7a MS Project 2016 Introduction 80 / 3.7b Setting up Your First Project
3.7c Define Your Project 82 / 3.7d Create a Milestone Schedule 83
PMP/CAPM Study Ideas
Summary
88
88
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
89
90
Integrated Example Projects
91
Casa DE PAZ Development Project
Semester Project Instructions
Project Management in Action
References
Endnotes
PART
CHAPTER
2
88
89
89
PMBOK Guide Questions
Exercises
81 /
93
93
93
96
97
Leading Projects
4
Organizational Capability: Structure, Culture, and Roles . . . . . . . . . . . . . . . . . . . . . 100
4.1 Types of Organizational Structures 103
4.1a Functional 103 / 4.1b Projectized 104 / 4.1c Matrix
105
4.2 Organizational Culture and Its Impact on Projects 109
4.2a Culture of the Parent Organization 110 / 4.2b Project Cultural Norms
111
4.3 Project Life Cycles 111
4.3a Define-Measure-Analyze-Improve-Control (DMAIC) Model 112 / 4.3b Research and
Development (R&D) Project Life Cycle Model 113 / 4.3c Construction Project Life
Cycle Model 113 / 4.3d Agile Project Life Cycle Model 113
4.4 Agile Project Management 114
4.4a What Is Agile? 114 / 4.4b Why Use Agile? 114 / 4.4c What Is an Agile
Mindset? 114 / 4.4d What Are the Key Roles in Agile Projects? 115 / 4.4e How Do
You Start an Agile Project? 115 / 4.4f How Do You Continue an Agile Project?
115 / 4.4g What Is Needed for Agile to Be Successful? 116
4.5 Traditional Project Executive Roles 116
4.5a Steering Team 116 / 4.5b Sponsor 117 / 4.5c Customer
Projects Officer/Project Management Office 121
4.6 Traditional Project Management Roles 121
4.6a Functional Manager 121 / 4.6b Project Manager
119 / 4.5d Chief
122 / 4.6c Facilitator
4.7 Traditional Project Team Roles 126
4.7a Core Team Members 126 / 4.7b Subject Matter Experts
124
126
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Contents
4.8 Role Differences on Agile Projects
PMP/CAPM Study Ideas
Summary
126
128
128
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
129
129
130
Integrated Example Projects
130
Casa DE PAZ Development Project
Semester Project Instructions
Endnotes
CHAPTER
131
131
Project Management in Action
References
128
129
PMBOK Guide Questions
Exercises
xi
132
134
135
5
Leading and Managing Project Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
5.1 Acquire Project Team 138
5.1a Preassignment of Project Team Members 139 / 5.1b Negotiation for Project Team
Members 139 / 5.1c On-Boarding Project Team Members 140
5.2 Develop Project Team 141
5.2a Stages of Project Team Development 142 / 5.2b Characteristics of High-Performing
Project Teams 144 / 5.2c Assessing Individual Member Capability 147 /
5.2d Assessing Project Team Capability 148 / 5.2e Building Individual and Project
Team Capability 150 / 5.2f Establishing Project Team Ground Rules 153
5.3 Manage Project Team 157
5.3a Project Manager Power and Leadership 157 / 5.3b Assessing Performance of
Individuals and Project Teams 159 / 5.3c Project Team Management Outcomes
5.4 Relationship Building Within the Core Team
159
160
5.5 Managing Project Conflicts 161
5.5a Sources of Project Conflict 162 / 5.5b Conflict-Resolution Process and
Styles 163 / 5.5c Negotiation 164
5.6 Communication Needs of Global and Virtual Teams 166
5.6a Virtual Teams 166 / 5.6b Cultural Differences 166 / 5.6c Countries and Project
Communication Preferences 167
PMP/CAPM Study Ideas
Summary
167
168
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
168
168
169
PMBOK Guide Questions
Integrated Example Projects
170
170
Casa DE PAZ Development Project
Semester Project Instructions
171
171
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xii
Contents
Project Management in Action
References
Endnotes
CHAPTER
172
174
175
6
Stakeholder Analysis and Communication Planning . . . . . . . . . . . . . . . . . . . . . . . . . 176
6.1 Identify Stakeholders 178
6.1a Find Stakeholders 179 / 6.1b Analyze Stakeholders
Stakeholders 183
180 / 6.1c Document
6.2 Plan Stakeholder Engagement 184
6.2a Creating a Stakeholder Engagement Assessment Matrix
Relationships with Stakeholders 185
6.3 Manage Stakeholder Engagement
187
6.4 Monitor Stakeholder Engagement
188
184 / 6.2b Planning to Build
6.5 Plan Communications Management 188
6.5a Purposes of a Project Communications Plan 188 / 6.5b Communications Plan
Considerations 189 / 6.5c Communications Matrix 191 / 6.5d Manage Project
Knowledge 192
6.6 Manage Communications 193
6.6a Determine Project Information Needs 193 / 6.6b Establish Information Retrieval and
Distribution System 193 / 6.6c Project Meeting Management 194 / 6.6d Issues
Management 197
PMP/CAPM Study Ideas
Summary
199
199
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
200
200
PMBOK Guide Questions
201
Integrated Example Projects
202
Casa DE PAZ Development Project
Semester Project Instructions
Project Management in Action
References
Endnotes
PART
CHAPTER
3
200
202
203
204
206
207
Planning Projects
7
Scope Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210
7.1 Plan Scope Management
211
7.2 Collect Requirements 212
7.2a Gather Stakeholder Input and Needs
213
7.3 Define Scope 217
7.3a Reasons to Define Scope 217 / 7.3b How to Define Scope
Scope in Agile Projects 218
217 / 7.3c Defining
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Contents
7.4 Work Breakdown Structure (WBS) 220
7.4a What Is the WBS? 220 / 7.4b Why Use a WBS? 221 / 7.4c WBS
Formats 222 / 7.4d Work Packages 224 / 7.4e How to Construct a WBS
7.5 Establish Change Control
Summary
239
Chapter Review Questions
Discussion Questions
239
240
241
Integrated Example Projects
241
Casa DE PAZ Development Project
Semester Project Instructions
CHAPTER
242
242
Project Management in Action
References
239
239
PMBOK Guide Questions
Exercises
232
237
Key Terms Consistent with PMI Standards and Guides
®
226
229
7.6 Using MS Project for Work Breakdown Structures (WBS)
7.6a Set Up a WBS in MS Project 232
PMP/CAPM Study Ideas
xiii
242
243
8
Scheduling Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244
8.1 Plan Schedule Management
246
8.2 Purposes of a Project Schedule
247
8.3 Historical Development of Project Schedules
247
8.4 How Project Schedules Are Limited and Created
8.5 Define Activities
248
249
8.6 Sequence Activities 253
8.6a Leads and Lags 254 / 8.6b Alternative Dependencies
8.7 Estimate Activity Duration 255
8.7a Problems and Remedies in Duration Estimating
255
256 / 8.7b Learning Curves
8.8 Develop Project Schedules 259
8.8a Two-Pass Method 259 / 8.8b Enumeration Method
258
263
8.9 Uncertainty in Project Schedules 264
8.9a Program Evaluation and Review Technique
265 / 8.9b Monte Carlo Simulation
8.10 Show the Project Schedule on a Gantt Chart
268
266
8.11 Using Microsoft Project for Critical Path Schedules 268
8.11a Set up the Project Schedule 269 / 8.11b Build the Network Diagram and Identify
the Critical Path 270
PMP/CAPM Study Ideas
Summary
275
276
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
276
277
277
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xiv
Contents
Exercises
®
278
PMBOK Guide Questions
280
Integrated Example Projects
281
Casa DE PAZ Development Project
Semester Project Instructions
283
Project Management in Action
References
Endnotes
CHAPTER
281
283
284
285
9
Resourcing Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286
9.1 Abilities Needed When Resourcing Projects 288
9.1a The Science and Art of Resourcing Projects 288 / 9.1b Considerations When
Resourcing Projects 288 / 9.1c Activity- versus Resource-Dominated Schedules 289
9.2 Estimate Resource Needs
290
9.3 Plan Resource Management 290
9.3a Identify Potential Resources 291 / 9.3b Determine Resource Availability
9.3c Decide Timing Issues When Resourcing Projects 294
9.4 Project Team Composition Issues 295
9.4a Cross-Functional Teams 295 / 9.4b Co-Located Teams
Teams 295 / 9.4d Outsourcing 295
293 /
295 / 9.4c Virtual
9.5 Assign a Resource to Each Activity 296
9.5a Show Resource Responsibilities on RACI Chart 297 / 9.5b Show Resource
Assignments on Gantt Chart 297 / 9.5c Summarize Resource Responsibilities by Time
Period with Histogram 297
9.6 Dealing with Resource Overloads 300
9.6a Methods of Resolving Resource Overloads
9.7 Compress the Project Schedule 303
9.7a Actions to Reduce the Critical Path
Tracking 307
300
303 / 9.7b Crashing
304 / 9.7c Fast
9.8 Alternative Scheduling Methods 309
9.8a Critical Chain Project Management (CCPM) 309 / 9.8b Reverse Phase
Schedules 310 / 9.8c Rolling Wave Planning 310 / 9.8d Agile Project
Planning 310 / 9.8e Auto/Manual Scheduling 310
9.9 Using MS Project for Resource Allocation 311
9.9a Step 1: Defining Resources 311 / 9.9b Step 2: Set Up a Resource Calendar 312 /
9.9c Step 3: Assigning Resources 312 / 9.9d Step 4: Finding Overallocated
Resources 315 / 9.9e Step 5: Dealing with Overallocations 316 / 9.9f Crashing a
Critical Path Activity 317
PMP/CAPM Study Ideas
Summary
319
319
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
320
320
PMBOK Guide Questions
Exercises
320
321
322
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Contents
Integrated Example Projects
324
Casa DE PAZ Development Project
Semester Project Instructions
Endnote
CHAPTER
324
325
Project Management in Action
References
xv
325
327
327
10
Budgeting Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328
10.1 Plan Cost Management
329
10.2 Estimate Cost 330
10.2a Types of Cost 331 / 10.2b Accuracy and Timing of Cost Estimates 334 /
10.2c Methods of Estimating Costs 335 / 10.2d Project Cost Estimating Issues
10.3 Determine Budget 342
10.3a Aggregating Costs 342 / 10.3b Analyzing Reserve Needs
10.3c Determining Cash Flow 344
10.4 Establishing Cost Control
Summary
345 / 10.5b Develop Summary
349
349
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
350
351
352
Integrated Example Projects
353
Casa DE PAZ Development Project
Semester Project Instructions
Project Management in Action
References
Endnotes
CHAPTER
350
350
PMBOK Guide Questions
Exercises
342 /
345
10.5 Using MS Project for Project Budgets 345
10.5a Developing a Bottom-Up Project Budget Estimate
Project Budget 347
PMP/CAPM Study Ideas
338
354
354
354
356
356
11
Project Risk Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358
11.1 Plan Risk Management 360
11.1a Roles and Responsibilities
362 / 11.1b Categories and Definitions
11.2 Identify Risks 366
11.2a Information Gathering 366 / 11.2b Reviews
Relationships 368 / 11.2d Risk Register 368
362
367 / 11.2c Understanding
11.3 Risk Analysis 368
11.3a Perform Qualitative Risk Analysis 368 / 11.3b Perform Quantitative Risk
Analysis 372 / 11.3c Risk Register Updates 373
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xvi
Contents
11.4 Plan Risk Responses 373
11.4a Strategies for Responding to Risks
PMP/CAPM Study Ideas
Summary
373 / 11.4b Risk Register Updates
377
378
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
379
379
380
Integrated Example Projects
381
Casa DE PAZ Development Project
Semester Project Instructions
Endnotes
CHAPTER
381
382
Project Management in Action
References
378
379
PMBOK Guide Questions
Exercises
377
382
384
384
12
Project Quality Planning and Project Kickoff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 386
12.1 Development of Contemporary Quality Concepts 388
12.1a Quality Gurus 388 / 12.1b Total Quality Management/Malcolm Baldrige
12.1c ISO 9001:2008 390 / 12.1d Lean Six Sigma 390
389 /
12.2 Core Project Quality Concepts 392
12.2a Stakeholder Satisfaction 393 / 12.2b Process Management 394 / 12.2c FactBased Management 396 / 12.2d Fact-Based Project Management Example 398 /
12.2e Empowered Performance 399 / 12.2f Summary of Core Concepts 400
12.3 Plan Quality Management 401
12.3a Quality Policy 401 / 12.3b Quality Management Plan Contents 403 /
12.3c Quality Baseline 404 / 12.3d Process Improvement Plan 404
12.4 Manage Quality
404
12.5 Control Quality
406
12.6 Cost of Quality
409
12.7 Develop Project Management Plan 409
12.7a Resolve Conflicts 409 / 12.7b Establish Configuration Management
12.7c Apply Sanity Tests to All Project Plans 410
12.8 Kickoff Project 410
12.8a Preconditions to Meeting Success
411 / 12.8b Meeting Activities
12.9 Baseline and Communicate Project Management Plan
410 /
411
413
12.10 Using MS Project for Project Baselines 413
12.10a Baseline the Project Plan 413 / 12.10b Create the First Time Baseline 414 /
12.10c Subsequent Baselines 414 / 12.10d Viewing Baselines and Variances 415
PMP/CAPM Study Ideas
Summary
416
417
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
417
418
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Contents
Discussion Questions
®
418
PMBOK Guide Questions
Exercises
418
419
Integrated Example Projects
420
Casa DE PAZ Development Project
Semester Project Instructions
Endnotes
PART
CHAPTER
4
420
420
Project Management in Action
References
xvii
421
423
424
Performing Projects
13
Project Supply Chain Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 426
13.1 Introduction to Project Supply Chain Management 428
13.1a SCM Components 430 / 13.1b SCM Factors 430 / 13.1c SCM
Decisions 430 / 13.1d Project Procurement Management Processes 431
13.2 Plan Procurement Management 431
13.2a Outputs of Planning 431 / 13.2b Make-or-Buy Decisions
432
13.3 Conduct Procurements 434
13.3a Sources for Potential Suppliers 434 / 13.3b Approaches Used When Evaluating
Prospective Suppliers 435 / 13.3c Supplier Selection 436
13.4 Contract Types 438
13.4a Fixed-Price Contracts 439 / 13.4b Cost-Reimbursable Contracts
13.4c Time and Material (T&M) Contracts 440
13.5 Control Procurements
441
13.6 Improving Project Supply Chains 441
13.6a Project Partnering and Collaboration 442 / 13.6b Third Parties
Purchasing 447 / 13.6d Sourcing 447 / 13.6e Logistics 447 /
13.6f Information 448
PMP/CAPM Study Ideas
Summary
448
Chapter Review Questions
Discussion Questions
®
449
450
451
Integrated Example Projects
451
Casa DE PAZ Development Project
Semester Project Instructions
Project Management in Action
Endnotes
449
449
PMBOK Guide Questions
References
447 / 13.6c Lean
448
Key Terms Consistent with PMI Standards and Guides
Exercises
440 /
452
452
452
453
454
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xviii
Contents
CHAPTER
14
Determining Project Progress and Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 456
14.1 Project Balanced Scorecard Approach
458
14.2 Internal Project Issues 459
14.2a Direct and Manage Project Work 459 / 14.2b Monitor and Control Project
Work 460 / 14.2c Monitoring Project Risk 463 / 14.2d Implement Risk
Responses 464 / 14.2e Manage Communications 465 / 14.2f Monitor
Communications 467
14.3 Customer Issues 469
14.3a Manage and Control Quality
469 / 14.3b Control Scope
475
14.4 Financial Issues 476
14.4a Control Resources 476 / 14.4b Control Schedule and Costs
Value Management for Controlling Schedule and Costs 476
476 / 14.4c Earned
14.5 Using MS Project to Monitor and Control Projects 480
14.5a What Makes a Schedule Useful? 480 / 14.5b How MS Project Recalculates the
Schedule Based on Reported Actuals 481 / 14.5c Current and Future Impacts of Time
and Cost Variance 481 / 14.5d Define the Performance Update Process 481 /
14.5e Steps to Update the Project Schedule 482
14.6 Replanning If Necessary
487
PMP/CAPM Study Ideas
488
Summary
488
Key Terms Consistent with PMI Standards and Guides
Chapter Review Questions
Discussion Questions
®
489
489
PMBOK Guide Questions
Exercises
490
491
Integrated Example Projects
492
Casa DE PAZ Development Project
Semester Project Instructions
Project Management in Action
References
Endnotes
CHAPTER
488
493
493
494
496
497
15
Finishing the Project and Realizing the Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . 498
15.1 Validate Scope
500
15.2 Terminate Projects Early
501
15.3 Close Project 503
15.3a Write Transition Plan 503 / 15.3b Knowledge Management
the Closeout Report 508
504 / 15.3c Create
15.4 Post-Project Activities 509
15.4a Reassign Workers 509 / 15.4b Celebrate Success and Reward Participants
15.4c Provide Ongoing Support 510 / 15.4d Ensure Project Benefits Are
Realized 510
509 /
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Contents
15.5 Using MS Project for Project Closure
15.5a Creating Project Progress Reports
PMP/CAPM Study Ideas
Summary
511
511 / 15.5b Archiving Project Work
515
Chapter Review Questions
Discussion Questions
516
517
Integrated Example Projects
517
Casa DE PAZ Development Project
Semester Project Instructions
Project Management in Action
References
Endnotes
515
515
516
PMBOK Guide Questions
Exercise
512
515
Key Terms Consistent with PMI Standards and Guides
®
xix
518
518
518
520
521
Appendix A PMP and CAPM Exam Prep Suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . 522
Appendix B Agile Differences Covered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 527
Appendix C Answers to Selected Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532
Appendix D Project Deliverables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537
Appendix E Strengths Themes As Used in Project Management . . . . [Available Online]
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 539
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Preface
While project managers today still need to use many techniques that have stood the test
of several decades, they increasingly also must recognize the business need for a project,
sort through multiple conflicting stakeholder demands. They must know how to deal
with rapid change, a myriad of communication issues, global and virtual project teams,
modern approaches to quality improvement, when to tailor their project management
approach to include methods and behaviors from Agile, and many other issues that are
more challenging than those in projects of the past.
Contemporary project management utilizes the tried-and-true project management
techniques along with modern improvements such as the most current versions of Microsoft Project Professional 2016, the sixth edition of the Guide to the Project Management
Body of Knowledge (PMBOK Guide), and many approaches derived from adaptive
(Agile) project management. Contemporary project management also uses many tools
and understandings that come from modern approaches to quality and communications,
expanded role definitions, leadership principles, human strengths, and many other
sources. Contemporary project management is scalable, using simple versions of important techniques on small projects and more involved versions on more complex projects.
®
®
Distinctive Approach
This book covers contemporary project management topics using contemporary project
management methods. For example, when considering the topic of dealing with multiple
stakeholders, every chapter was reviewed by students, practitioners, and academics. This
allowed simultaneous consideration of student learning, practitioner realism, and academic research and teaching perspectives.
The practical examples and practitioner reviewers came from a variety of industries, different parts of the world, and from many sizes and types of projects in order to emphasize
the scalability and universality of contemporary project management techniques.
New to This Edition
Core, behavioral, and technical learning objectives. We have expanded the number
of learning objectives and classified them as core, behavioral, or technical. About
half of the objectives are core: what we believe every student of project management
should learn. A professor could teach a solid project management introductory class
by deeply using only the core objectives. On the other hand, there are measurable
student objectives for either a behavioral or a technical approach. All suggested student assignments and questions are tied specifically to one of the learning objectives.
A professor could use this text for a two-semester sequence that emphasizes both indepth behavioral and technical approaches.
Videos. Exclusively available to those using the MindTap product for this book, we
have created dozens of short (average time, five minutes) videos to show the art of
many of the techniques. These demonstrate the use of many of the techniques in a
by-hand or spreadsheet fashion as well as using Microsoft Project 2016. Several
questions that can be assigned to students are included with the videos that
xx
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Preface
xxi
demonstrate how to use Microsoft Project to complement learning. Answers (sometimes definitive, sometimes representative, depending on the nature of the technique) are included in the instructor’s manual (IM).
Extensive flowchart to help the sixth edition of the PMBOK Guide come to life.
All sixth edition PMBOK Guide knowledge areas, processes, and process groups,
plus major deliverables from each process and the primary workflows between
them, are specifically included in an interactive, color-coded flowchart that is
included in full inside the back cover of the text. We also start each chapter by
showing the portion of the flowchart that is covered in that chapter. We now use
definitions both from the PMBOK Guide, Sixth Edition and also from more than
a dozen Project Management Institute specialized Practice Guides and Standards.
The end of each chapter contains specific suggestions for PMP and CAPM test
preparation pertaining to the chapter’s topics plus ten PMBOK Guide-type questions that are typical of what would be seen on PMP and CAPM exams.
Appendix A gives general study suggestions for the CAPM and PMP exams.
Project deliverables. A list of 38 project deliverables that can be used as assignments
for students and in-class exercises are included in Appendix D. Each deliverable is
specifically tied to a student learning objective and shown on the PMBOK Guide
flowchart. About half of these are core, while the others are behavioral or technical.
Examples of completed deliverables are included in the text. Teaching suggestions
and grading rubrics are included in the IM. Appendix D identifies the type of objective, chapter covered, and PMBOK Guide process, knowledge area, and process
group in which the deliverable is typically created on a real project.
Substantial increase in Agile coverage. Agile techniques and methods are considered much more often than even three years ago. As such, many experienced project
managers who have also become Agile proponents have contributed to the increased
Agile coverage in this book. At multiple points in most chapters, if Agile methods or
suggested behaviors are different from traditional project management, these variations are noted. We use an Agile icon to draw attention to these. We also have created Appendix B, which is a bulleted list of the approximately 180 differences
between Agile and traditional project management that are discussed in the book.
This extensive coverage allows a professor to teach project management emphasizing
an Agile approach, if desired. It also allows a professor to develop an Agile project
management course.
Two new continuing project examples. We have created two project examples that
are included in all 15 chapters of the text. One project is a construction project by a
for-profit company that is planned and managed in a traditional fashion. The other
is a development project at a nonprofit that is planned and managed in a more (but
not exclusively) Agile fashion. In Chapter 1, we introduce both these case studies.
After that, we alternate chapters, with each chapter showing what one project did
using the concepts and techniques of a chapter and posing questions for the students to answer about the other project. Answers to the questions are in the IM.
This can be another useful vehicle for students to practice their skills and to generate
class discussion.
®
®
®
®
®
®
®
®
®
®
®
®
Distinctive Features
®
PMBOK Guide, Sixth Edition approach. This consistency with the current standard gives students a significant leg up if they decide to become certified Project
Management Professionals (PMPs ) or Certified Associates in Project Management
®
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xxii
Preface
®
®
(CAPMs ). This text includes an color-coded PMBOK Guide, Sixth Edition flowchart, all definitions consistent with PMI guides and standards, CAPM and PMP
test preparation suggestions, and test practice questions.
Actual project as learning vehicle. A section at the end of each chapter lists deliverables for students to create (in teams or individually) for a real project. These assignments have been refined over the last two decades while working with the local
PMI chapter, which provided a panel of PMP judges to evaluate projects from a
practical point of view. Included in the IM are extensive tools and suggestions developed over the last 20 years for instructors, guiding them as they have students learn
in the best possible way—with real projects. Students are encouraged to keep clean
copies of all deliverables so they can demonstrate their project skills in job interviews. A listing of these deliverables is included in Appendix D.
Student-oriented, measurable learning objectives. Each chapter begins with a list of
the core objectives for the chapter along with more in-depth behavioral and/or technical objectives for most chapters. The chapter also starts with showing the
PMBOK topics covered in the chapter. The chapter material, end-of-chapter questions and problems, PowerPoint slides, all deliverables, and test questions have all
been updated to correlate to specific objectives.
Microsoft Project Professional 2016 fully integrated into the fabric of eight chapters. Microsoft Project Professional 2016 is shown in a step-by-step manner with
numerous screen captures. On all screen captures, critical path activities are shown
in contrasting color for emphasis. We have created videos to demonstrate these
techniques and developed questions tied to specific learning objectives that can be
assigned to the videos to test student learning.
Blend of traditional and modern methods. Proven methods developed over the past
half century are combined with exciting new methods, including Agile, that are
emerging from both industry and research. This book covers the responsibilities of
many individuals who can have an impact on projects both as they are practiced in
traditional and in Agile environments, so aspiring project managers can understand
not only their own roles, but also those of people with whom they need to interact.
Integrated example projects. A variety of experienced project leaders from around
the world have contributed examples to demonstrate many of the techniques and
concepts throughout the book. These highly experienced and credentialed managers
have worked closely with the authors to ensure that the examples demonstrate ideas
discussed in the chapter. The variety of industries, locations, and sizes of the projects
help the students to visualize both how universal project management is and how to
appropriately scale the planning and management activities.
®
®
®
®
®
®
Organization of Topics
The book is divided into four major parts. Part 1, Organizing Projects, deals with getting a project officially approved.
Chapter 1 introduces contemporary project management by first tracing the history
of project management and then discussing what makes a project different from
an ongoing operation. Various frameworks that help one understand projects—
such as the PMBOK Guide and Agile—are introduced, as well as the executive-,
managerial-, and associate-level roles in managing projects.
Chapter 2 discusses how projects support and are an outgrowth of strategic planning, how a portfolio of projects is selected and prioritized, how a client company
®
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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Preface
xxiii
selects a contractor company to conduct a project, and how a contractor company
secures project opportunities from client companies.
Chapter 3 presents project charters in a step-by-step fashion. Short, powerful charters
help all key participants to develop a common understanding of key project issues and
components at a high level and then to formally commit to the project. Charters have
become nearly universal in initiating projects in recent years. Microsoft Project Professional 2016 is utilized to show milestone schedules within charters.
®
Part 2, Leading Projects, deals with understanding the project environment and roles
and dealing effectively with team members and stakeholders.
Chapter 4 deals with organizational capability issues of structure, life cycle, culture,
and roles. The choices parent organizations make in each of these provide both
opportunities and limitations to how projects can be conducted.
Chapter 5 deals with leading and managing the project team. It includes acquiring
and developing the project team, assessing both potential and actual performance of
team members and the team as a whole, various types of power a project manager
can use, and how to deal productively with project conflict.
Chapter 6 introduces methods for understanding and prioritizing various stakeholder demands and for building constructive relationships with stakeholders. Since
many projects are less successful due to poor communications, detailed communication planning techniques are introduced along with suggestions for managing meetings, an important channel of communication.
Part 3, Planning Projects, deals with all aspects of project planning as defined in
thePMBOK Guide. It proceeds in the most logical order possible to maximize effectiveness and stress continuity, so that each chapter builds on the previous ones, and students
can appreciate the interplay between the various knowledge areas and processes.
®
Chapter 7 helps students understand how to determine the amount of work the
project entails. Specifically covered are methods for determining the scope of both
the project work and outputs, the work breakdown structure (WBS) that is used to
ensure nothing is left out, and how the WBS is portrayed using Microsoft Project
Professional 2016.
Chapter 8 is the first scheduling chapter. It shows how to schedule project activities
by identifying, sequencing, and estimating the durations for each activity. Then, critical path project schedules are developed, and methods are shown for dealing with
uncertainty in time estimates, Gantt charts are introduced for easier communications, and Microsoft Project Professional 2016 is used to automate the schedule
development and communications.
Chapter 9 is the second scheduling chapter. Once the critical path schedule is determined, staff management plans are developed, project team composition issues are
considered, resources are assigned to activities, and resource overloads are identified
and handled. Schedule compression techniques of crashing and fast tracking are
demonstrated, and multiple alternative scheduling techniques including Agile are
introduced. Resource scheduling is demonstrated with Microsoft Project Professional 2016.
Chapter 10 deals with project budgeting. Estimating cost, budgeting cost, and establishing cost controls are demonstrated. Microsoft Project Professional 2016 is used
for developing both bottom-up and summary project budgets.
Chapter 11 demonstrates project risk planning. It includes risk management planning methods for identifying risks, establishing a risk register, qualitatively analyzing
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Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
xxiv
Preface
risks for probability and impact, quantitatively analyzing risks if needed, and deciding how to respond to each risk with contingency plans for major risks and awareness for minor risks.
Chapter 12 starts by covering project quality planning. This includes explaining the
development of modern quality concepts and how they distill into core project quality demands. Next, the chapter covers how to develop a project quality plan. It then
ties all of the planning chapters together with discussions of a project kickoff meeting, a baselined project plan, and the ways Microsoft Project Professional 2016 can
be used to establish and maintain the baseline.
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Part 4, Performing Projects, discusses the various aspects that must be managed
simultaneously while the project is being conducted.
Chapter 13 deals with project supply chain management issues. Some of these issues,
such as developing the procurement management plan, qualifying and selecting vendors, and determining the type of contract to use are planning issues, but for simplicity, they are covered in one chapter with sections on how to conduct and control
procurements and to improve the project supply chain.
Chapter 14 is concerned with determining project results. This chapter starts with a
balanced scorecard approach to controlling projects. Internal project issues covered
include risk, change, and communication. Quality is also covered, with an emphasis
on achieving client satisfaction. Financial issues discussed are scope, cost, and schedule, including how to use Microsoft Project Professional 2016 for control.
Chapter 15 deals with how to end a project—either early or on time. This includes
validating to ensure all scope is complete, formally closing procurements and the
project, knowledge management, and ensuring the project participants are rewarded
and the clients have the support they need to realize intended benefits when using
the project deliverables.
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MindTap
MindTap is a complete digital solution for your project management course. It has
enhancements that take students from learning basic concepts to actively engaging in
critical thinking applications, while learning Project 2016 skills for their future careers.
The MindTap product for this book features videos from the authors that explain
tricky concepts, videos that explain the finer points of what you can do with Project
2016, and quizzes and homework assignments with detailed feedback so that students
will have a better understanding of why an answer is right or wrong.
Instructor Resources
To access the instructor resources, go to www.cengage.com/login, log in with your SSO
account username and password, and search this book’s ISBN (9781337406451) to add
instructor resources to your account. Key support materials—instructor’s manual with
solutions, test bank in Word and Blackboard formats, data set solutions, and PowerPoint
presentations—provide instructors with a comprehensive capability for customizing their
classroom experience. All student resources are also available on the instructor companion
site.
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Instructor s Manual with Solutions. Prepared by Tim Kloppenborg and updated by
Kate Wells, based on their years of experience facilitating the student learning experience in their own project management classes (undergraduate, MBA, Masters in
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Preface
xxv
Health Informatics, and continuing education on six continents), with teaching in
classroom, hybrid, and online formats, each chapter of the instructor’s manual
includes an overview of core, behavioral, and technical learning objectives, detailed
chapter outlines, teaching recommendations for both classroom and online, and
many specific suggestions for implementing community-based projects into your
project management class. Solutions are also provided for all of the end-of-chapter
content.
Microsoft Word Test Bank. Prepared for this edition by Joyce D. Brown, PMP
and Thomas F. McCabe, PMP of the University of Connecticut, this comprehensive test bank builds upon the original test bank created by Kevin Grant of the University of Texas at San Antonio. The test bank is organized around each chapter’s
learning objectives. All test questions are consistent with the PMBOK . Every test
item is labeled according to its difficulty level, the learning objective within the textbook to which it relates, and its Blooms Taxonomy level, allowing instructors to
quickly construct effective tests that emphasize the concepts most significant for
their courses. The test bank includes true/false, multiple choice, essay, and quantitative problems for each chapter.
Cognero Test Bank. Cengage Learning Testing Powered by Cognero is a flexible,
online system that allows you to author, edit, and manage test bank content from
multiple Cengage Learning solutions; create multiple test versions in an instant;
and deliver tests from your LMS, your classroom, or wherever you want. The Cognero test bank contains the same questions that are in the Microsoft Word test
bank.
PowerPoint Presentations. Prepared by Kate Wells, the PowerPoint presentations
provide comprehensive coverage of each chapter’s essential concepts in a clean, concise format. Instructors can easily customize the PowerPoint presentations to better
fit the needs of their classroom.
Templates. Electronic templates for many of the techniques (student deliverables)
are available on the textbook companion website. These Microsoft Word and
Excel documents can be downloaded and filled in for ease of student learning and
for consistency of instructor grading.
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Student Resources
Students can access the following resources by going to www.cengagebrain.com and
searching 9781337406451. The companion website for this book has Excel and Word
Project templates, data sets for selected chapters, and...