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The AMA handbook of project management
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AMA Handbook of Project Management, The
by Paul C. Dinsmore
AMACOM Books
ISBN: 0814401066 Pub Date: 01/01/93
Search this book:
Preface
Contributors
Part I—Project Management Concepts and Methdologies
Section I—Overview
Chapter 1—What Project Management Is All About
What Are Projects?
Some Characteristics of Projects
A Taxonomy of Work Efforts
A Further Abstraction
Project Management
Project Management Functions
The General PM Process: The Woof
The Basic PM Functions: The Warp
The Integrative PM Functions: The Diagonals
Conclusion
Acknowledgement
Chapter 2—An Overview of Project Management Principles for
Executives: Six Lessons to Ensure Success
The Executive as Project Manager
Lesson 1: Learning Project Management’s Ten Commandments
Lesson 2: Planning Project Management
Lesson 3: Planning vs. the Process of Planning
Lesson 4: Managing the Project Cycle
The Executive as Project Sponsor or Other Major Stakeholder
Lesson 5: Dealing With the Stakeholder Role
Lesson 6: Establishing a Project Management Council
Conclusion
Chapter 3—Developing a Project Management Body of Knowledge
Why a Project Management Body of Knowledge?
What Are the Most Important Aspects of Project Management?
How Does a PMBOK Relate to Other Bodies of Knowledge?
The Structure of PMI’s PMBOK
The PMBOK Framework
The PM Functions
Project Management in Different Application Areas
Industry/Technology-Specific Bodies of Knowledge
Shared Domain-Specific Bodies of Knowledge
Toward Management by Projects
Section II—Managerial Strategies for Starting Up Successful Projects
Chapter 4—Strategies for Managing Major Projects
Project Definition
Objectives
Strategy
Technology and Design
External Factors, Finance, and Duration
Political, Environmental, and Economic Factors
Finance
Duration
Attitudes
Implementation
Organization
Contract Strategy
People Issues
Planning and Control
Strategic Issues for Enterprises Working on Projects
Conclusion
Chapter 5—Project Initiation Techniques: A Strategic View
Defining Project Objectives
Developing the Project Strategy
Stakeholders
Opportunities, Threats, and Issues
Involving the Project Team
Addressing Specific Concerns
Strategy and Organizational Culture
Stakeholder Analysis
Organizing for Project Management
Role of the Project Team
Developing Subproject Strategies
Creating a Project Framework
Work Scope: The Work Breakdown Structure
Timing: The Project Milestone Schedule
Resources and Cost Frameworks
Effective Project Initiation: A Key Factor in Project Success
Chapter 6—Project Team Planning: A Strategy for Success
The Project Team Planning Process
Project Start-Up Workshops
Elements of the Team Planning Process
The Project Manager’s Role in Team Planning
Setting the Stage for Detailed Planning
An Example of Team Planning in Action
The Planning Deliverables Produced
Conduct of the Planning Sessions
Results Achieved
Hidden Agenda Items
Benefits and Limitations of Project Team Planning
Section III—Project Structures and Organizations
Chapter 7—Organizational Choices for Project Management
Organizing Projects as Distinct Entities
Integrating the Project Into the Existing Structure
The Existing Structure
The Functional Structure
The Fully Projectized Structure
The Project-Functional Matrix Structure
The Organic Structures
Organizational Contextual Factors
The Availability of Resources
The Inadequacy of the Organization’s Management Systems
The Organization’s Culture
The Project Factors
The Project’s Strategic Importance
The Project’s Size
The Project’s Novelty and the Need for Innovation
The Need for Integration
The Environmental Complexity
The Need to Meet Severe Budget and Time Constraints
The Stability of Resource Loading
The Choice of a Project Organization
The Decision Model in Action
Chapter 8—Flat, Flexible Structures: The Organizational Answer to
Changing Times
What Is a Flat, Flexible Structure, Anyway?
Difficulties in Developing an FFS
Facilitators in Developing an FFS
Changing to More Flexible Organization Forms
Conclusion
Bibliography
Section IV—Planning the Details of Project Management
Chapter 9—Paradigms for Planning Productive Projects
Planning: Key to Project Management
What Is a Planning Paradigm?
Planning From Diverse Perspectives
Task Planning
Resource Planning
Assignment Scheduling
Chapter 10—Work Structuring
Why Are Work Structures Prepared?
Benefits of Work Definition and Structuring
Successful Work Structures
Business Management Factors
Project Management Factors
Work Structure Design and Development
Business Influences
Project Objectives
Development Responsibilities
Top-Down Approach
Rolling Wave Work Structure Planning
Content
Types of Structure
Level of Detail
Integration
Statement of Work
Iteration, Revision, and Maintenance
Conclusion
Chapter 11—Project Management Plans: An Approach to
Comprehensive Planning for Complex Projects
Introduction/Overview
Mission and Objectives
Work Scope
Planning Basis
Project Deliverables/End Products
Requirements
Constraints
Approaches/Strategies
Key Assumptions
Specifically Excluded Scope
Work Breakdown Structure
Organization Development Plan
Organization Structure
Responsibilities
Authorities
Interfaces
Personnel Development
Resource Plan
Procurement and Logistics Plan
Subcontracting Plans
Procurement Plans
Logistics Plans
Logic and Schedules
Networks and Logic
Summary Schedules
Cost Estimates, Budgets, and Financial Management
Cost Estimates
Budgets
Financial Management
Risk Analysis and Contingency Plan
Risk Identification
Risk Analysis
Risk Minimization Plans
Contingency Plans and Reserves
Quality and Productivity Plan
Total Quality Management Planning
Quality Management Systems Planning
Quality Assurance/Quality Control
Technical Performance Measurement
Productivity Improvement
Environmental, Safety, and Health (ES&H) Protection Plan
Safety and Health Protection Plan
ES&H Management/Information Systems
Emergency Preparedness Plan
Security Plan
Physical Security
Property Protection
Information Security
Project Planning, Control, and Administration Plan
Project Planning
Project Control
Project Administration
Documentation and Configuration Management Plan
Document Control
Configuration Management
Configuration Management Requirements
Appendix
Bibliography
Section V—Controlling Costs and Keeping on Schedule
Chapter 12—Project Cost Control Systems That Really Work
Developing a Project Cost Control System
Establishing a Project Cost Control Baseline
Collecting Actual Cost Data
Determining Earned Value
Reporting and Evaluating Cost Control Information
Taking Corrective Action
Achieving Project Success by Controlling Costs
Chapter 13—Cost/Schedule Control System Criteria (C/SCSC): An
Integrated Project Management Approach Using Earned Value
Techniques
Process Overview: Introduction to the Concept
Chapter 14—Value Engineering and Project Management: Achieving
Cost Optimization
Historical Beginnings
The VA/VE Methodology
The VA/VE Workshop
Application of Value Analysis/Value Engineering
Section VI—Teamwork and Team Building
Chapter 15—Models for Achieving Project Success Through Team
Building and Stakeholder Management
What Is Project Success?
Who Determines Project Success?
Project Champions
Project Participants
Community Participants
Parasitic Participants
Success Modeling
Establish Project Success Goals
Identify the Success Process
Map the Success Characteristics
Develop a Project Success Scenario
Define the Project Team’s Modus Operandi
Building the Winning Team
Step 1: Conceptualize the Winning Team
Step 2: Follow the Phases of Team Building
Measuring Project Success
Establish the Success Criteria
Establish a Measurement Scheme
Collect Data and Evaluate Results
Bibliography
Chapter 16—A Conceptual Team-Building Model: Achieving
Teamwork Through Improved Communications and Interpersonal
Skills
Five Classic Team-Building Stages
Stage 1: Forming
Stage 2: Storming
Stage 3: Norming
Stage 4: Performing
Stage 5: Adjourning
The Ten Rules of Team Building
Planning for and Implementing Teamwork
Get People Involved
Set a Good Example
Coach Team Members
Train Team Members
Set Up a Formal Team-Building Program
Effective Interpersonal Relations: The Key to Successful Teamwork
Listening
Dealing With Interpersonal Conflict
Negotiating
Influencing
References
Section Vll—Power, Influence, and Leadership
Chapter 17—Power and Politics in Project Management:
Upper-Echelon Versus Conventional Project Management
Upper-Echelon Project Management
Conventional Project Management
Pinning Down the Roles
The Project Sponsor and Beyond
Chapter 18—Sources of Power and Influence
Definitions
Power
Leadership
Control
Politics
Sources of Power
Forms of Power and Concrete Actions
Chapter 19—Effective Leadership for Building Project Teams,
Motivating People, and Creating Optimal Organizational Structures
Motivational Forces in Project Team Management
The Power Spectrum in Project Management
Leadership Style Effectiveness
Recommendations for Effective Project Team Management
A Final Note
Section VIII—Quality in Project Management
Chapter 20—The Essence of Quality Management
The Customer
Valid Requirements
Quality Indicators
Process
Process Indicators
Upstream Control
The Problem-Solving Process
The Cycle of Plan, Do, Check, and Act
Four Principles of Quality Management
Customer Satisfaction
Plan, Do, Check, Act Cycle
Management by Fact
Respect for People
Chapter 21—Quality in Project Management Services
Project Management and the U.S. Government
Types of Project Management Services
Types of Contracts
Sellers of Project Management Services
Contract Types Awarded to Companies
Quality of Project Management Services
Monarch’s Contractual Work
Situation #1
Situation #2
Situation #3
Situation #4
Situation #5
Situation #6
Situation #7
Summary of Monarch’s Performance
Swift’s Contractual Work
Situation #1
Situation #2
Situation #3
Summary of Swift’s Performance
Coin’s Contractual Work
Situation #1
Situation #2
Situation #3
Situation #4
Summary
Lessons Learned
Conclusion
References
Part II—Project Management Applications
Section IX—Project Management and Change Management
Chapter 22—Managing Change Through Projects
The Change Process
Projects and Organizational Change
The Individual’s Response to Change
The Project in a Bureaucracy
Change in Project Management
Conclusion
Bibliography
Chapter 23—Planning for Change
The Nature of Change
Origin of Sources for Change
The Strategic Planning Process
Environmental Screening
Relationship of Project Planning to Strategic Planning
Conclusion
Chapter 24—A Process of Organizational Change From Bureaucracy
to Project Management Culture
An Organizational Change Model
An Organizational Example
Developing the New Project Management Culture
Step 1: Define New Behavior
Step 2: Teach New Behavior
Step 3. Support New Behavior
Step 4. Model New Behavior
Section X—Engineering and Construction Concerns
Chapter 25—Administrator—Engineer Interface: Requirement for
Successful Contract Award
Development of the Initial Acquisition Strategy and Formulation of Contracting
Methodologies
The Integrated Procurement Plan
The Source Selection Plan
Contract Type
The Funding Profile
Program Control
Development of the Request for Proposal
The Vendor List
The Cost Estimate
Proposal Evaluation and Order Award
Negotiation
The Program Plan
The Order Award
Conclusion
Chapter 26—Managing to Avoid Claims: A Design Engineering
Perspective
The Phases of a Project
The Preprofessional Service Contract Phase
The Study and Design Phases
The Bidding or Negotiating Phase
The Construction Phase
The Postconstruction or Closeout Phase
Claims Prevention
Reacting to a Claim
Chapter 27—Construction Claims: Entitlement and Damages
Background
Entitlement
Establishing Entitlement
Project Documentation
Damages
Owner's Damages
Contractor's Damages
Acceleration
References
Section XI—Information Systems and Software Project
Chapter 28—Managing Software Projects: Unique Problems and
Requirements
On the Surface, There Is No Difference
The Steps in the Project Planning Process
Decomposing the Project Into Tasks
Defining Dependencies Between Tasks
Estimating Resource Requirements for Each Task
Performing a Risk Analysis
Scheduling the Project
Some Differences During Tracking and Control
But, in Conclusion, a Counterargument
Chapter 29—Implementing Project Management in Large-Scale
Information-Technology Projects
Impact of Business Trends on Information Systems Projects
Impact of New Technology on IS Projects
How IS Projects Are the Same as Projects in Other Industries
Product Similarity
Life Cycle Similarity
Similarity in Management Functions
How IS Projects Are Different From Projects in Other Industries
Scope Definition and Management
The Multiproject Environment
Organizational Structures
Rapidly Evolving Technologies and Methodologies
Chapter 30—Project Management for Software Engineering
Traditional Development Phases
The Analysis Phase
Preanalysis
Partititioning Analysis
Postanalysis
The Design Phase
Design of the Technical Architecture of the System
External Design
Internal Design
The Construction Phase (Coding)
The Installation Phase
Doing Things Right
Managing Changes to the Domain of Study and the System Scope
The Difficulty of Managing by Phases Alone
Implementation of Inch-Pebbles
How Small Is Small?
Resistance From Many Groups
The Implications of Replanning
Estimating
Statistics for Project Management
Estimating in Uncertainty
Section XII—Research and Development Projects
Chapter 31—Managing High-Technology Research Projects for
Maximum Effectiveness
Some Opinions on R&D Project Management
The Merck Model
SmithKline Beecham’s Strategy
A Standard Process
Streamlining the Process
Risk Management
R&D Effectiveness Measurement
Project Leadership
Project Planning Software
Doing the Right Thing
Chapter 32—R&D Project Management: Adapting to Technological
Risk and Uncertainty
Application Considerations
Making the Process Work
Technology-Based Earned Value
Chapter 33—The Behavior of Knowledge Workers on R&D Projects
R&D People: Are They Really Different?
The College Offer
The Organization Demand
The Transition to Management
Special Problems of R&D Projects
Types of R&D Projects
Research-Oriented Projects
Development-Oriented Projects
Section XIII—Launching New Products and Build-to-Order Projects
Chapter 34—Faster New Product Development
Unstructured Approaches
New Products From External Sources
General Characteristics of Phased Approaches
Three Reasons for Using a Phased Approach
Overview of Approach
Avoiding Unnecessary Delays
Compressing the Schedule of the Phased Approach
Leadership by a Multifunctional Triad
Chapter 35—Innovative Program Management: The Key to Survival
in a Lethally Competitive World
The Problem: Lethal Competition for New World Markets
Innovative Program Management Solutions
Selecting the Right Programs to Pursue
The Need for Total Quality Management
Establishing the TQM Environment
Following the Three Principles
The Success of Cross-Functional Teams
Chapter 36—Product Development Challenges in the
Telecommunications Industry
Meeting the Challenges
Shortening the Development Cycle
Reducing Product Cost
Extending Product Life
Conclusion
Section XIV—International and Cross-Cultural Projects
Chapter 37—Managing International Projects
Plans
Communications and Information Systems
Control Systems
Techniques and Methodologies
Organization
Cultural Ambience
Human Subsystems
Ensuring Success in International Project Management
Chapter 38—The Negotiation Differential for International Project
Management
The Influence of Culture
The Elements of Culture
Material Culture
Language
Esthetics
Education
Religion, Beliefs, and Attitudes
Social Organization
Political Life
The Impact of Culture on Negotiation
The Prenegotiation Planning Phase
The Negotiation Meeting Phase
The Postnegotiation Critique
Chapter 39—Challenges in Managing International Projects
A Model of Intercultural Team Building
Some Global Considerations
Integrating Two Cultures
The Development of a Project Culture
The Project Culture Over the Life Cycle of the Project
Bibliography
Index
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AMA Handbook of Project Management, The
by Paul C. Dinsmore
AMACOM Books
ISBN: 0814401066 Pub Date: 01/01/93
Search this book:
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Preface
Paul C. Dinsmore
Dinsmore Associates
When the lunar module Eagle landed in the Sea of Tranquility at 13 hours, 19 minutes, 39.9 seconds Eastern
Standard Time on July 20, 1969, an incredible space journey had just put the first men on the moon. President
John Kennedy’s commitment to the Apollo program had made the pioneering moon landing possible. The
event was hailed as one of history’s major milestones. But its importance went beyond that. One of the most
fascinating and significant spin-offs of the U.S. space program was the development of flexible yet precise
organizational structures, forms, and tools that allowed people to work together to reach challenging goals.
Out of that grew the modern concept of project management.
Since the Apollo days, change has been taking place at an ever-increasing pace; as a consequence, project
management, applicable both to individual endeavors or to a series of projects called programs, has been
applied to new fields of activity. With the trend toward accelerated change, the scope of project management
has expanded from construction projects and the space program to encompass areas such as organizational
change, R&D projects, and high-tech product development.
Such change in the scope of project management led to the need for a new, comprehensive book in the field.
The AMA Handbook of Project Management fills that need. The Handbook presents both overviews from
noted experts and in-depth approaches from specialists for solving new and specific project problems. As
such, the Handbook offers information that will help project management professionals:
• Establish project goals.
• Fix managerial philosophy and strategy.
• Carry out project planning on both high-level and operational plateaus.
• Design adequate organizational structures.
• Generate and maintain teamwork.
• Manage the project life cycle.
• Meet project objectives.