Project Management: A Systems Approach to Planning, Scheduling, and Controlling

1406 Pages·2000·33.249 MB·English

by  Harold, Ph.D. Kerzner

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Project Management
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Dr. Kerzner's 16 Points to Project Management Maturity
1. Adopt a project management methodology and use it consistently.
2. Implement a philosophy that drives the company toward project management maturity and
communicate it to everyone.
3. Commit to developing effective plans at the beginning of each project.
4. Minimize scope changes by committing to realistic objectives.
5. Recognize that cost and schedule management are inseparable.
6. Select the right person as the project manager.
7. Provide executives with project sponsor information, not project management information.
8. Strengthen involvement and support of line management.
9. Focus on deliverables rather than resources.
10. Cultivate effective communication, cooperation, and trust to achieve rapid project management
maturity.
11. Share recognition for project success with the entire project team and line management.
12. Eliminate non-productive meetings.
13. Focus on identifying and solving problems early, quickly, and cost effectively.
14. Measure progress periodically.
15. Use project management software as a tool—not as a substitute for effective planning or
interpersonal skills.
16. Institute an all-employee training program with periodic updates based upon documented lessons
learned.
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Project Management
A Systems Approach to Planning, Scheduling, and Controlling
Seventh Edition
Harold Kerzner, Ph.D.
Division of Business Administration
Baldwin-Wallace College
Berea, Ohio
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Copyright © 2001 by John Wiley & Sons. All rights reserved.
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addressed to the Permissions Department, John Wiley & Sons, Inc., 605 Third Avenue, New York,
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This publication is designed to provide accurate and authoritative information in regard to the
subject matter covered. It is sold with the understanding that the publisher is not engaged in
rendering professional services. If professional advice or other expert assistance is required, the
services of a competent professional person should be sought.
This title is also available in print as ISBN 0-471-39342-8 (cloth : alk. paper)
For more information about Wiley products, visit our web site at
www.Wiley.com
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To
Dr. Herman Krie r,
my Friend and Gu ru,
who taught me well the
meaning of the word "persistence"
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Contents
Preface xix
1 1
Overview
1.0 Introduction 1
1.1 Understanding Project Management 2
1.2 Defining Project Success 5
1.3 The Project Manager–Line Manager Interface 6
1.4 Defining the Project Manager's Role 9
1.5 Defining the Functional Manager's Role 12
1.6 Defining the Functional Employee's Role 15
1.7 Defining the Executive's Role 16
1.8 Working with Executives 16
1.9 The Project Manager As the Planning Agent 17
1.10 Project Champions 19
1.11 The Downside Risk of Project Management 20
1.12 Project-Driven Versus Non–Project-Driven Organizations 24
1.13 Marketing in the Project-Driven Organization 26
1.14 Classification of Projects 29
1.15 Location of the Project Manager 30
1.16 Differing Views of Project Management 32
1.17 Concurrent Engineering: A Project Management 34
Approach
1.18 Total Quality Management (TQM): A Project Management 35
Approach
Problems 39

Case Studies
Jackson Industries 42
Kombs Engineering 44
Williams Machine Tool Company 45
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2 47
Project Management Growth: Concepts and Definitions
2.0 Introduction 47
2.1 General Systems Management 47
2.2 Project Management: 1960–1985 48
2.3 Project Management: 1985–2000 60
2.4 Resistance to Change 65
2.5 Systems, Programs, and Projects: A Definition 70
2.6 Product Versus Project Management: A Definition 72
2.7 Maturity and Excellent: A Definition 74
2.8 Informal Project Management: A Definition 75
2.9 Project Life Cycles 76
2.10 Project Management Methodologies: A Definition 83
2.11 Systems Thinking 86
Problems 89

Case Studies
L. P. Manning Corporation 89
Project Firecracker 90
3 97
Organizational Structures
3.0 Introduction 97
3.1 Organizational Work Flow 100
3.2 Traditional (Classical) Organization 101
3.3 Developing Work Integration Positions 105
3.4 Line–Staff Organization (Project Coordinator) 109
3.5 Pure Product (Projectized) Organization 110
3.6 Matrix Organizational Form 113
3.7 Modification of Matrix Structures 124
3.8 Center for Project Management Expertise 128
3.9 Matrix Layering 129
3.10 Selecting the Organizational Form 131
3.11 Structuring the Small Company 139
3.12 Strategic Business Unit (SBU) Project Management 141
3.13 Transitional Management 143
Problems 145

Case Studies
Jones and Shephard Accountants, Inc. 151
Fargo Foods 154
Quasar Communications, Inc. 156