- Cover Page
- Project Management
- Copyright Page
- About the Authors
- Contents
- Preface
- Acknowledgments
- Introduction
- Part 1 Introduction
- Chapter 1. The Evolution of Project Management
- 1.1. Introduction
- 1.2. Types of Evidence for Historical Projects
- 1.3. Project Charter
- 1.4. Early Literature on Projects
- 1.5. Government Literature
- 1.6. Leading Projects of Antiquity
- 1.7. Military Campaigns
- 1.8. Projects That Changed the World
- 1.9. The Modern Projects
- 1.10. The Results of Historical Projects
- 1.11. The Past, the Present, and the Future for Projects
- 1.12. To Summarize
- 1.13. Additional Sources of Information
- 1.14. Discussion Questions
- 1.15. User Checklist
- 1.16. Principles of Project Management
- 1.17. Project Management Situation—Projects of Antiquity
- 1.18. Student/Reader Assignment
- Chapter 2. Why Project Management?
- 2.1. Introduction
- 2.2. The Role of Strategic Planning
- 2.3. The Spirit of Strategic Planning
- 2.4. Some Limitations of Formal Strategic Planning
- 2.5. Strategic Management—the Project Linkages
- 2.6. Projects
- 2.7. Other Examples
- 2.8. Early Literature
- 2.9. Organizational Liaison Devices
- 2.10. Teams
- 2.11. The Project Management Professional Societies
- 2.12. A Philosophy
- 2.13. Breaking Down Hierarchies
- 2.14. To Summarize
- 2.15. Additional Sources of Information
- 2.16. Discussion Questions
- 2.17. User Checklist
- 2.18. Principles of Project Management
- 2.19. Project Management Situation—External and Internal Projects
- 2.20. Student/Reader Assignment
- Chapter 3. The Project Management Process
- 3.1. Introduction
- 3.2. The General Management Process
- 3.3. The Project Management Process
- 3.4. The Project Life Cycle
- 3.5. Managing the Life Cycle
- 3.6. Project Life Cycles and Uncertainty
- 3.7. To Summarize
- 3.8. Additional Sources of Information
- 3.9. Discussion Questions
- 3.10. User Checklist
- 3.11. Principles of Project Management
- 3.12. Project Management Situation—Strategic Monitoring and Control
- 3.13. Student/Reader Assignment
- Chapter 1. The Evolution of Project Management
- Part 2 The Strategic Context of Projects
- Chapter 4. When to Use Project Management
- 4.1. Introduction
- 4.2. Business Process Changes
- 4.3. Specific Uses
- 4.4. Projects and Strategic Planning
- 4.5. When Is a Project Needed?
- 4.6. Promoting Participative Management
- 4.7. Senior Management Responsibility
- 4.8. Selling Project Management to Senior Managers
- 4.9. External Project Management Selling
- 4.10. What It Takes to Sell Project Management
- 4.11. Two Views of Selling Project Management
- 4.12. Types of Projects
- 4.13. The Management of Small Projects
- 4.14. To Summarize
- 4.15. Additional Sources of Information
- 4.16. Discussion Questions
- 4.17. User Checklist
- 4.18. Principles of Project Management
- 4.19. Project Management Situation—When to Use Project Management
- 4.20. Student/Reader Assignment
- Chapter 5. The Strategic Context of Projects
- 5.1. Introduction
- 5.2. Strategic Transitions
- 5.3. Implications of Technology
- 5.4. A Stream of Projects
- 5.5. Strategic Relationship of Projects
- 5.6. Determining Strategic Fit
- 5.7. The Vision
- 5.8. Projects and Organizational Management
- 5.9. Project Planning
- 5.10. Project Management System
- 5.11. To Summarize
- 5.12. Additional Sources of Information
- 5.13. Discussion Questions
- 5.14. User Checklist
- 5.15. Principles of Project Management
- 5.16. Project Management Situation—Improvement of Project Management
- 5.17. Student/Reader Assignment
- Chapter 6. The Board of Directors and Major Projects
- 6.1. Introduction
- 6.2. The Need for Boards of Directors
- 6.3. Surveillance
- 6.4. Some Board Inadequacies
- 6.5. Exemplary Board Behavior
- 6.6. The Board’s Responsibilities
- 6.7. The Role of Managers
- 6.8. The Role of Projects
- 6.9. Project Reviews
- 6.10. Information for the Board
- 6.11. The Performance Audit
- 6.12. Selection of Directors
- 6.13. To Summarize
- 6.14. Additional Sources of Information
- 6.15. Discussion Questions
- 6.16. User Checklist
- 6.17. Principles of Project Management
- 6.18. Project Management Situation—Boards of Directors’ Inadequacies
- 6.19. Student/Reader Assignment
- Chapter 7. Project Stakeholder Management
- 7.1. Introduction
- 7.2. Why Manage Stakeholders?
- 7.3. Organizational Stakeholders
- 7.4. Project Stakeholders
- 7.5. Some Examples of Stakeholder Influence
- 7.6. Some Examples of Successful Stakeholder Management
- 7.7. Project Stakeholder Management Process
- 7.8. Planning Stakeholder Management
- 7.9. A Model of the PSM Process
- 7.10. Identification of Stakeholders
- 7.11. Primary Stakeholders
- 7.12. Secondary Stakeholders
- 7.13. Gathering Stakeholder Information
- 7.14. Identification of Stakeholder Mission
- 7.15. Determining Stakeholder Strengths and Weaknesses
- 7.16. Identification of Stakeholder Strategy
- 7.17. Prediction of Stakeholder Behavior
- 7.18. Project Audit
- 7.19. Implementing Stakeholder Management Strategy
- 7.20. To Summarize
- 7.21. Additional Sources of Information
- 7.22. Discussion Questions
- 7.23. User Checklist
- 7.24. Principles of Project Management
- 7.25. Project Management Situation—Stakeholder Initiatives
- 7.26. Student/Reader Assignment
- Chapter 8. Strategic Issues in Project Management
- 8.1. Introduction
- 8.2. What Are Strategic Issues?
- 8.3. Some Examples
- 8.4. An Application of the Concept of Strategic Issues: Nuclear Construction Industry
- 8.5. Managing Project Strategic Issues
- 8.6. Issue Identification
- 8.7. Assessment of an Issue
- 8.8. Analysis of Action
- 8.9. Implementation
- 8.10. To Summarize
- 8.11. Additional Sources of Information
- 8.12. Discussion Questions
- 8.13. User Checklist
- 8.14. Principles of Project Management
- 8.15. Project Management Situation—Some Strategic Issues
- 8.16. Student/Reader Assignment
- Chapter 4. When to Use Project Management
- Part 3 Organizational Design for Project Management
- Chapter 9. Organizing for Project Management
- 9.1. Introduction
- 9.2. Project-Driven Organization
- 9.3. Organizational Deficiencies
- 9.4. Self-Management in Organizations
- 9.5. The Project Organization
- 9.6. Various Forms of the Project Organization
- 9.7. The Matrix Organization
- 9.8. Functional Area Knowledge
- 9.9. Focus of the Matrix Design
- 9.10. Importance of Work Packages
- 9.11. The Project-Functional Interface
- 9.12. A Controversial Design
- 9.13. No One Best Organizational Design
- 9.14. Global Project Organizations
- 9.15. Project-Customer Relationships
- 9.16. Organizational Networking
- 9.17. The Project Management Office
- 9.18. Procurement and Contract Negotiations/Administration
- 9.19. To Summarize
- 9.20. Additional Sources of Information
- 9.21. Discussion Questions
- 9.22. User Checklist
- 9.23. Principles of Project Management
- 9.24. Project Management Situation—Understanding the Matrix Organization
- 9.25. Student/Reader Assignment
- Chapter 10. Project Portfolio Management
- 10.1. Introduction
- 10.2. Decision to Use Portfolios
- 10.3. Project Portfolio
- 10.4. Project Selection Criteria
- 10.5. Reviewing Project Portfolio Management
- 10.6. Project Portfolio Management Transition and Implementation
- 10.7. To Summarize
- 10.8. Additional Sources of Information
- 10.9. Discussion Questions
- 10.10. User Checklist
- 10.11. Principles of Project Management
- 10.12. Project Management Situation—Portfolio Project Management
- 10.13. Student/Reader Assignment
- Chapter 11. Project Authority
- 11.1. Introduction
- 11.2. Authority, Responsibility, and Accountability
- 11.3. Defining Authority
- 11.4. Power
- 11.5. Matrix Implications
- 11.6. The Power to Reward
- 11.7. Reverse Delegation
- 11.8. Documenting Project Manager’s Authority
- 11.9. What is Responsibility?
- 11.10. What is Accountability?
- 11.11. Project Organization Charting
- 11.12. Traditional Organizational Chart
- 11.13. Linear Responsibility Chart
- 11.14. Work Packages
- 11.15. Work Package-Organizational Position Interfaces
- 11.16. A Project Management LRC
- 11.17. Developing the LRC
- 11.18. To Summarize
- 11.19. Additional Sources of Information
- 11.20. Discussion Questions
- 11.21. User Checklist
- 11.22. Principles of Project Management
- 11.23. Project Management Situation—Prescribing Project Management Authority
- 11.24. Student/Reader Assignment
- Chapter 12. Project Management Maturity
- 12.1. Introduction
- 12.2. Organizational Productivity Improvements
- 12.3. Project Management Maturity Models
- 12.4. Total Organizational Capability Maturity Model
- 12.5. Assessing Project Management Maturity
- 12.6. Building a Mature Capability
- 12.7. Benchmarking
- 12.8. Competitive Intelligence
- 12.9. To Summarize
- 12.10. Additional Sources of Information
- 12.11. Discussion Questions
- 12.12. User Checklist
- 12.13. Principles of Project Management
- 12.14. Project Management Situation—Gaining Project Management Maturity
- 12.15. Student/Reader Assignment
- Chapter 9. Organizing for Project Management
- Part 4 Project Operations
- Chapter 13. Project Planning
- 13.1. Introduction
- 13.2. The Importance of Planning
- 13.3. Planning Realities
- 13.4. A Conceptual Model of Planning
- 13.5. Project Planning Model
- 13.6. Project Planning Process
- 13.7. Project Planning Considerations
- 13.8. Work Breakdown Structure
- 13.9. Project Schedules
- 13.10. Scheduling Techniques
- 13.11. Project Life-Cycle Planning
- 13.12. Project Planning Elements
- 13.13. Plan Format
- 13.14. Project Management Manual
- 13.15. Project Planning Work Packages
- 13.16. Management Realities
- 13.17. Project Partnering
- 13.18. Types of Project Partnering Arrangements
- 13.19. Examples of Project Partnering Arrangements
- 13.20. Managing Partnered Projects
- 13.21. Technical Aspects of Partnered Projects
- 13.22. Partnering Challenges and Benefits
- 13.23. Outsourcing Project Management
- 13.24. Project Management as an Outsourced Service
- 13.25. Outsourcing Trends
- 13.26. Selecting an Outsource Provider
- 13.27. Outsourcing Project Management Services and Products
- 13.28. Project Management Outsourcing Guidelines
- 13.29. Outsourcing Potential
- 13.30. To Summarize
- 13.31. Additional Sources of Information
- 13.32. Discussion Questions
- 13.33. User Checklist
- 13.34. Principles of Project Management
- 13.35. Project Management Situation—Developing a Project Plan
- 13.36. Student/Reader Assignment
- Chapter 14. Project Management Information System
- 14.1. Introduction
- 14.2. The Project Management Information System
- 14.3. Information Failures
- 14.4. Value of the PMIS
- 14.5. Describing a PMIS
- 14.6. Uses of the PMIS
- 14.7. Information Characteristics and Attributes
- 14.8. Sharing Information
- 14.9. Information Value
- 14.10. Technology and the PMIS
- 14.11. Challenges to an Effective PMIS
- 14.12. PMIS Hardware and Software
- 14.13. Planning for the PMIS
- 14.14. Essential Elements of a PMIS
- 14.15. To Summarize
- 14.16. Additional Sources of Information
- 14.17. Discussion Questions
- 14.18. User Checklist
- 14.19. Principles of Project Management
- 14.20. Project Management Situation—Prescribing a PMIS
- 14.21. Student/Reader Assignment
- Chapter 15. Project Monitoring, Evaluation, and Control
- 15.1. Introduction
- 15.2. Project Control Cycle
- 15.3. Steps in the Control Cycle
- 15.4. Monitoring and Evaluation
- 15.5. Management Functions Evaluation
- 15.6. When to Monitor and Evaluate
- 15.7. Planning for Monitoring and Evaluation
- 15.8. Who Monitors and Evaluates?
- 15.9. Post-Project Reviews
- 15.10. Configuration Management and Control
- 15.11. Planning and Control Implications for Project Success or Failure
- 15.12. Results of Projects—Success or Failure
- 15.13. Examples of Project Success/Failure
- 15.14. The Causes of Success or Failure
- 15.15. Project Audits
- 15.16. Project Evaluation
- 15.17. To Summarize
- 15.18. Additional Sources of Information
- 15.19. Discussion Questions
- 15.20. User Checklist
- 15.21. Principles of Project Management
- 15.22. Project Management Situation—Establishing a Project Control System
- 15.23. Student/Reader Assignment
- Chapter 16. The Project Earned Value Management System
- 16.1. Introduction
- 16.2. Background
- 16.3. EVM Capability
- 16.4. EVM Implementation Considerations
- 16.5. Planning for EVMS
- 16.6. Measuring Progress
- 16.7. Performance Achievement
- 16.8. EVMS Considerations
- 16.9. To Summarize
- 16.10. Additional Sources of Information
- 16.11. Discussion Questions
- 16.12. User Checklist
- 16.13. Principles of Project Management
- 16.14. Project Management Situation—Implementing Earned Value
- 16.15. Student/Reader Assignment
- Chapter 17. Project Termination
- 17.1. Introduction
- 17.2. Why Terminate?
- 17.3. Types of Project Termination
- 17.4. Strategic Implications
- 17.5. Continuing the “LOSERS”
- 17.6. Projects in Trouble
- 17.7. Termination Strategies
- 17.8. Evaluation of Termination Possibilities
- 17.9. Posttermination Activities
- 17.10. To Summarize
- 17.11. Additional Sources of Information
- 17.12. Discussion Questions
- 17.13. User Checklist
- 17.14. Principles of Project Management
- 17.15. Project Management Situation—Shutting Down a Project
- 17.16. Student/Reader Assignment
- Chapter 13. Project Planning
- Part 5 Interpersonal Dynamics in the Management of Projects
- Chapter 18. Project Leadership
- 18.1. Introduction
- 18.2. Concept of Leadership
- 18.3. What Is Leadership?
- 18.4. Studies of Leadership
- 18.5. Leadership Style
- 18.6. Management vis-à-vis Leadership
- 18.7. Project Leadership
- 18.8. Team Leadership
- 18.9. Leadership Competencies
- 18.10. To Summarize
- 18.11. Additional Sources of Information
- 18.12. Discussion Questions
- 18.13. User Checklist
- 18.14. Principles of Project Management
- 18.15. Project Management Situation—Being a Project Leader
- 18.16. Student/Reader Assignment
- Chapter 19. Project Communications
- 19.1. Introduction
- 19.2. Importance of Communication
- 19.3. Communication Problems
- 19.4. The Process of Communication
- 19.5. Informal Communication
- 19.6. Listening
- 19.7. Nonverbal Communication
- 19.8. Written Communications
- 19.9. Project Meetings
- 19.10. The Role of Technology
- 19.11. Communication Links
- 19.12. To Summarize
- 19.13. Additional Sources of Information
- 19.14. Discussion Questions
- 19.15. User Checklist
- 19.16. Principles of Project Management
- 19.17. Project Management Situation—How to Communicate
- 19.18. Student/Reader Assignment
- Chapter 20. Successful Project Teams
- 20.1. Introduction
- 20.2. The Need for Effective Teamwork in Today’s Global World of Business
- 20.3. Making the Transition from Work Group to Team
- 20.4. Measuring Project Team Performance
- 20.5. A Model for Team Building
- 20.6. Building High-Performing Teams
- 20.7. Recommendations for Effective Team Management
- 20.8. To Summarize
- 20.9. Additional Sources of Information
- 20.10. Discussion Questions
- 20.11. User Checklist
- 20.12. Principles of Project Management
- 20.13. Project Management Situation—Technical Project Team
- 20.14. Student/Reader Assignment
- Bibliography
- Chapter 18. Project Leadership
- Part 6 The Cultural Elements
- Chapter 21. Continuous Improvement through Projects
- 21.1. Introduction
- 21.2. Why Continuous Improvement?
- 21.3. Some Examples
- 21.4. Survival through Change
- 21.5. Management Innovation
- 21.6. Continuous Improvement in Productivity
- 21.7. Product Quality through Projects
- 21.8. Trendsetters
- 21.9. Product Integrity
- 21.10. Continuous Improvement in Manufacturing
- 21.11. Manufacturing Philosophies
- 21.12. Computer-Integrated Manufacturing (CIM)
- 21.13. Just-in-Time (JIT) Manufacturing
- 21.14. To Summarize
- 21.15. Additional Sources of Information
- 21.16. Discussion Questions
- 21.17. User Checklist
- 21.18. Principles of Project Management
- 21.19. Project Management Situation—Challenges for the New Managers
- 21.20. Student/Reader Assignment
- Chapter 22. Cultural Considerations in Project Management
- 22.1. Introduction
- 22.2. Defining Culture
- 22.3. The Nature of an Organizational Culture
- 22.4. The Strategic Management Linkage
- 22.5. Additional Examples of Corporate Culture
- 22.6. Cultural Features
- 22.7. The Project Culture
- 22.8. Why Change?
- 22.9. The Constancy of Change
- 22.10. Project Management Actions
- 22.11. The Trust Factor
- 22.12. Culture and Project Extensions
- 22.13. Influencing the Team’s Culture
- 22.14. Conflict
- 22.15. Code of Ethics for Project Professionals
- 22.16. To Summarize
- 22.17. Additional Sources of Information
- 22.18. Discussion Questions
- 22.19. User Checklist
- 22.20. Principles of Project Management
- 22.21. Project Management Situation—Conducting a Cultural Assessment
- 22.22. Student/Reader Assignment
- Chapter 21. Continuous Improvement through Projects
- Part 7 New Prospects
- Chapter 23. Alternative Project Teams
- 23.1. Introduction
- 23.2. A Place in Business for Alternative Teams
- 23.3. Traditional and Nontraditional Project Teams
- 23.4. The Types of Alternative Teams
- 23.5. Alternative Teams: More about Their Roles
- 23.6. The Personal Impact of Teams
- 23.7. Role Change
- 23.8. To Summarize
- 23.9. Additional Sources of Information
- 23.10. Discussion Questions
- 23.11. User Checklist
- 23.12. Principles of Project Management
- 23.13. Project Management Situation—Positive and Negative Results
- 23.14. Student/Reader Assignment
- Chapter 23. Alternative Project Teams
- Index
PROJECT MANAGEMENT
Strategic Design and Implementation
David I. Cleland, Ph.D.
Professor Emeritus, School of Engineering
University of Pittsburgh
Pittsburgh, Pennsylvania
Lewis R. Ireland, Ph.D.
President
American Society for the Advancement of Project Management
Clarksville, Tennessee
Fifth Edition
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