Fundamentals of Project Managementw

250 Pages·2016·1.637 MB·English

by  Joseph Heagney

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Fundamentals of
PROJECT
MANAGEMENT
FIFTH EDITION
Fundamentals of
PROJECT
MANAGEMENT
FIFTH EDITION
JOSEPH HEAGNEY
AMERICAN MANAGEMENT ASSOCIATION
New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco • Shanghai
Tokyo • Toronto • Washington, D.C.
To Susan Heagney, my wife and friend for forty years
CONTENTS
Figure List ix
Preface to the Fifth Edition xi
CHAPTER 1
An Overview of Project Management 1
CHAPTER 2
The Role of the Project Manager 25
CHAPTER 3
Planning the Project 33
CHAPTER 4
Incorporating Stakeholder Management in the Project
Planning Process 47
CHAPTER 5
Developing a Mission, Vision, Goals, and Objectives
for the Project 59
CHAPTER 6
Creating the Project Risk and Communication Plans 69
CHAPTER 7
Using the Work Breakdown Structure to Plan a Project 85
CHAPTER 8
Scheduling Project Work 103
CHAPTER 9
Producing a Workable Schedule 115
CHAPTER 10
Project Control and Evaluation 133
CHAPTER 11
The Change Control Process 147
CHAPTER 12
Project Control Using Earned Value Analysis 161
CHAPTER 13
Managing the Project Team 175
CHAPTER 14
The Project Manager as Leader 187
CHAPTER 15
Closing the Project 199
CHAPTER 16
How to Make Project Management Work in
Your Company 209
Acknowledgments 215
Answers to Exercises 217
About the Authors 221
Index 223
Free Sample Chapter from Emotional Intelligence for
Project Managers by Anthony Mersino 228
About Amacom 250
FIGURE LIST
1-1. Triangles showing the relationships among P, C, T, and S.
1-2. Life cycle of a troubled project.
1-3. Appropriate project life cycle.
1-4. The steps in managing a project.
3-1. Two pain curves in a project over time.
3-2. Planning is answering questions.
4-1. The stakeholder grid.
4-2. The Stakeholder Engagement Assessment Matrix.
4-3. Audience guide to knowledge and communication.
4-4. The five cultural dimensions.
5-1. Chevron showing mission, vision, and problem statement.
5-2. Risk analysis example.
6-1. Risk matrix.
6-2. Risk register.
6-3. Communication plan.
7-1. WBS diagram to clean a room.
7-2. WBS level names.
7-3. Partial WBS.
7-4. Responsibility chart.
7-5. Human productivity.
7-6. Time, cost, resource trade-off.
7-7. Calculating the standard average.
7-8. Calculating the PERT weighted average.
8-1. Bar chart.
8-2. Arrow diagrams.
8-3. WBS to do yard project.
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[ x ] Figure liST
8-4. CPM diagram for yard project.
8-5. WBS to clean room.
9-1. Network to illustrate computation methods.
9-2. Diagram with EF times filled in.
9-3. Diagram showing critical path.
9-4. Bar chart schedule for yard project.
9-5. Schedule with resources overloaded.
9-6. Schedule using float to level resources.
9-7. Schedule with inadequate float on C to permit leveling.
9-8. Schedule under resource-critical conditions.
9-9. Network for exercise.
11-1. Triple constraints triangle.
11-2. Project change control form.
11-3. Project change control log.
12-1. BCWS curve.
12-2. Bar chart schedule illustrating cumulative spending.
12-3. Cumulative spending for the sample bar chart.
12-4. Plot showing project behind schedule and overspent.
12-5. Project ahead of schedule, spending correctly.
12-6. Project is behind schedule but spending correctly.
12-7. Project is ahead of schedule and underspent.
12-8. Percentage complete curve.
12-9. Earned value report.
14-1. Leadership style and alignment.
15-1. Lessons-learned analysis.
15-2. Project closure checklist.
15-3. Early termination/cancellation chart.
A-1. WBS for the camping trip.
A-2. Solution to the WBS exercise.
A-3. Solution to the scheduling exercise.
PREFACE TO THE FIFTH EDITION
Four years have passed since the Fourth Edition of this book was
published, and some important indicators in the project man-
agement world have changed, while others have remained the
same. According to the recent Project Management Institute (PMI®)
“Pulse of the Profession” report, the percentage of projects succeeding
(meeting their goals) has remained flat at 64 percent between 2012 and
2015. However, today, high-performing organizations are focusing on
the fundamental aspects of culture, talent, and process that support
successful projects. These organizations drive project management
and meet original project goals and business intent two-and-a-half
times more often than low performers. The message from this report
is clear: Go back to the basics and lay the foundation for successful
projects in the future. The Fifth Edition of Fundamentals of Project
Management is an excellent tool for you to lay your own foundation
for managing projects and, if appropriate, to continue your journey
toward becoming a seasoned project management professional.
Two new chapters have been included in this edition. Stakeholder
management was added to the Fifth Edition of the Project Manage-
ment Body of Knowledge (PMBOK® Guide) in 2013 as a new knowl-
edge area, and, as a result, we have added Chapter 4, “Incorporating
Stakeholder Management into the Project Planning Process.” Think
about how many people and groups assist you as your projects mature
through the project life cycle. Now think about how many of them
are impacted by your project deliverables. These people and groups
are called stakeholders. Do you identify your stakeholders? Do you
manage them from project initiation through closure? Many project
managers do not, and their results reflect it. This chapter offers best
practices, tools, and techniques that will help you with your stake-
holder interactions and management.
The other new chapter included in this edition is Chapter 15,
“Closing the Project.” Project closure represents the final process of
managing a project. Some of the most successful project managers I
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