Project Management A Systems Approach To Planning Scheduling And Controlling 13th Edition by KERZNER H.R., JOHN WILEY

Description

JOHN WILEY Project Management A Systems Approach To Planning Scheduling And Controlling 13th Edition by KERZNER H.R.

PROJECT MANAGEMENT THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS _x000D__x000D_In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling "bible" of project management, this book aligns with the concepts and standards outlined in PMI's latest A Guide to the Project Management Body of Knowledge, (PMBOK (R) Guide) and contains the detailed coverage of tools and methods used at all stages of a project. _x000D__x000D_New content added to this 13th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book's companion website. _x000D__x000D__x000D__x000D_A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification_x000D_Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions_x000D_Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation_x000D_In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management_x000D__x000D_Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP (R) exam, as well as practicing project managers, project consultants, and trainers._x000D__x000D_ Preface_x000D_ _x000D_ Chapter 1: Overview_x000D_ _x000D_ 1.0 Introduction_x000D_ _x000D_ 1.1 Understanding Project Management_x000D_ _x000D_ 1.2 Defining Project Success_x000D_ _x000D_ 1.3 Trade-Offs and Competing Constraints_x000D_ _x000D_ 1.4 The Entry-Level Project Manager_x000D_ _x000D_ 1.5 The Talent Triangle_x000D_ _x000D_ 1.6 Technology-Based Projects_x000D_ _x000D_ 1.7 The Project Manager-Line Manager Interface_x000D_ _x000D_ 1.8 Defining the Project Manager's Role_x000D_ _x000D_ 1.9 Defining the Functional Manager's Role_x000D_ _x000D_ 1.10 Defining the Functional Employee's Role_x000D_ _x000D_ 1.11 Defining the Executive's Role_x000D_ _x000D_ 1.12 Working with Executives_x000D_ _x000D_ 1.13 Committee Sponsorship/Governance_x000D_ _x000D_ 1.14 The Project Manager as the Planning Agent_x000D_ _x000D_ 1.15 Project Champions_x000D_ _x000D_ 1.16 Project-Driven Versus Non-Project-Driven Organizations_x000D_ _x000D_ 1.17 Marketing in the Project-Driven Organization_x000D_ _x000D_ 1.18 Classification of Projects_x000D_ _x000D_ 1.19 Location of the Project Manager_x000D_ _x000D_ 1.20 Differing Views of Project Management_x000D_ _x000D_ 1.21 Public-Sector Project Management_x000D_ _x000D_ 1.22 International Project Management_x000D_ _x000D_ 1.23 Concurrent Engineering: A Project Management Approach_x000D_ _x000D_ 1.24 Added Value_x000D_ _x000D_ 1.25 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: Williams Machine Tool Company_x000D_ _x000D_ Chapter 2: Project Management Growth: Concepts and Definitions_x000D_ _x000D_ 2.0 Introduction_x000D_ _x000D_ 2.1 The Evolution of Project Management: 1945-2021_x000D_ _x000D_ 2.2 Resistance to Change_x000D_ _x000D_ 2.3 Systems, Programs, and Projects: A Definition_x000D_ _x000D_ 2.4 Projects versus Operations_x000D_ _x000D_ 2.5 Product versus Project Management: A Definition_x000D_ _x000D_ 2.6 Maturity and Excellence: A Definition_x000D_ _x000D_ 2.7 Informal Project Management: A Definition_x000D_ _x000D_ 2.8 The Many Faces of Success_x000D_ _x000D_ 2.9 The Many Faces of Failure_x000D_ _x000D_ 2.10 Causes of Project Failure_x000D_ _x000D_ 2.11 Degrees of Success and Failure_x000D_ _x000D_ 2.12 Project Health Checks_x000D_ _x000D_ 2.13 The Stage-Gate Process_x000D_ _x000D_ 2.14 Project Life Cycles_x000D_ _x000D_ 2.15 Gate Review Meetings (Project Closure)_x000D_ _x000D_ 2.16 Engagement Project Management_x000D_ _x000D_ 2.17 Project Management Methodologies: A Definition_x000D_ _x000D_ 2.18 From Enterprise Project Management Methodologies to Frameworks_x000D_ _x000D_ 2.19 Growth of Strategic Project Management_x000D_ _x000D_ 2.20 Business Models_x000D_ _x000D_ 2.21 Methodologies Can Fail_x000D_ _x000D_ 2.22 Lean Project Management_x000D_ _x000D_ 2.23 Organizational Change Management and Corporate Cultures_x000D_ _x000D_ 2.24 Benefits Harvesting and Cultural Change_x000D_ _x000D_ 2.25 Agile and Adaptive Project Management Cultures_x000D_ _x000D_ 2.26 Project Management Intellectual Property_x000D_ _x000D_ 2.27 Systems Thinking_x000D_ _x000D_ 2.28 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: Creating a Methodology_x000D_ _x000D_ Chapter 3: Organizational Structures_x000D_ _x000D_ 3.0 Introduction_x000D_ _x000D_ 3.1 Organizational Work Flow_x000D_ _x000D_ 3.2 Traditional (Classical) Organization_x000D_ _x000D_ 3.3 Pure Product (Projectized) Organization_x000D_ _x000D_ 3.4 Matrix Organizational Form_x000D_ _x000D_ 3.5 Modification of Matrix Structures_x000D_ _x000D_ 3.6 The Strong, Weak, or Balanced Matrix_x000D_ _x000D_ 3.7 Project Management Offices_x000D_ _x000D_ 3.8 Selecting the Organizational Form_x000D_ _x000D_ 3.9 Strategic Business Unit (SBU) Project Management_x000D_ _x000D_ 3.10 Transitional Management_x000D_ _x000D_ 3.11 Seven Fallacies That Delay Project Management Maturity_x000D_ _x000D_ 3.12 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Chapter 4: Organizing and Staffing the Project Office and Team_x000D_ _x000D_ 4.0 Introduction_x000D_ _x000D_ 4.1 The Staffing Environment_x000D_ _x000D_ 4.2 Selecting the Project Manager: An Executive Decision_x000D_ _x000D_ 4.3 Skill Requirements for Project and Program Managers_x000D_ _x000D_ 4.4 Special Cases in Project Manager Selection_x000D_ _x000D_ 4.5 Today's Project Managers_x000D_ _x000D_ 4.6 Duties and Job Descriptions_x000D_ _x000D_ 4.7 The Organizational Staffing Process_x000D_ _x000D_ 4.8 The Project Office_x000D_ _x000D_ 4.9 The Functional Team_x000D_ _x000D_ 4.10 The Project Organizational Chart_x000D_ _x000D_ 4.11 Selecting the Project Management Implementation Team_x000D_ _x000D_ 4.12 Mistakes Made by Inexperienced Project Managers_x000D_ _x000D_ 4.13 Studying Tips for the PMI (R)Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Chapter 5: Management Functions_x000D_ _x000D_ 5.0 Introduction_x000D_ _x000D_ 5.1 Controlling_x000D_ _x000D_ 5.2 Directing_x000D_ _x000D_ 5.3 Project Authority_x000D_ _x000D_ 5.4 Interpersonal Influences_x000D_ _x000D_ 5.5 Barriers to Project Team Development_x000D_ _x000D_ 5.6 Suggestions for Handling the Newly Formed Team_x000D_ _x000D_ 5.7 Team Building as an Ongoing Process_x000D_ _x000D_ 5.8 Leadership in a Project Environment_x000D_ _x000D_ 5.9 Value-Based Project Leadership_x000D_ _x000D_ 5.10 Transformational Project Management Leadership_x000D_ _x000D_ 5.11 Organizational Impact_x000D_ _x000D_ 5.12 Employee-Manager Problems_x000D_ _x000D_ 5.13 General Management Pitfalls_x000D_ _x000D_ 5.14 Time Management Pitfalls_x000D_ _x000D_ 5.15 Management Policies and Procedures_x000D_ _x000D_ 5.16 Human Behavior Education_x000D_ _x000D_ 5.17 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: The Trophy Project_x000D_ _x000D_ Case Study: McRoy Aerospace_x000D_ _x000D_ Case Study: The Poor Worker_x000D_ _x000D_ Case Study: The Prima Donna_x000D_ _x000D_ Case Study: The Reluctant Workers_x000D_ _x000D_ Case Study: Leadership Effectiveness (A)_x000D_ _x000D_ Case Study: Leadership Effectiveness (B)_x000D_ _x000D_ Chapter 6: Communications Management_x000D_ _x000D_ 6.0 Introduction_x000D_ _x000D_ 6.1 Modeling the Communications Environment_x000D_ _x000D_ 6.2 The Project Manager as a Communicator_x000D_ _x000D_ 6.3 Project Review Meetings_x000D_ _x000D_ 6.4 Project Management Bottlenecks_x000D_ _x000D_ 6.5 Active Listening_x000D_ _x000D_ 6.6 Communication Traps_x000D_ _x000D_ 6.7 Project Problem Solving_x000D_ _x000D_ 6.8 Using Action Items_x000D_ _x000D_ 6.9 Brainstorming_x000D_ _x000D_ 6.10 Predicting the Outcome of a Decision_x000D_ _x000D_ 6.11 Facilitation_x000D_ _x000D_ 6.12 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: Communication Failures_x000D_ _x000D_ Case Study: The Team Meeting_x000D_ _x000D_ Chapter 7: Conflicts_x000D_ _x000D_ 7.0 Introduction_x000D_ _x000D_ 7.1 The Conflict Environment_x000D_ _x000D_ 7.2 Types of Conflicts_x000D_ _x000D_ 7.3 Conflict Resolution_x000D_ _x000D_ 7.4 The Management of Conflicts_x000D_ _x000D_ 7.5 Conflict Resolution Modes_x000D_ _x000D_ 7.6 Understanding Superior, Subordinate, and Functional Conflicts_x000D_ _x000D_ 7.7 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: Facilities Scheduling at Mayer Manufacturing_x000D_ _x000D_ Case Study: Telestar International_x000D_ _x000D_ Case Study: Handling Conflict in Project Management_x000D_ _x000D_ Chapter 8: Special Topics_x000D_ _x000D_ 8.0 Introduction_x000D_ _x000D_ 8.1 Performance Measurement_x000D_ _x000D_ 8.2 Financial Compensation and Rewards_x000D_ _x000D_ 8.3 Effective Project Management in the Small Business Organization_x000D_ _x000D_ 8.4 Mega Projects_x000D_ _x000D_ 8.5 Morality, Ethics, and the Corporate Culture_x000D_ _x000D_ 8.6 Professional Responsibilities_x000D_ _x000D_ 8.7 Internal and External Partnerships_x000D_ _x000D_ 8.8 Training and Education_x000D_ _x000D_ 8.9 Integrated Product/Project Teams_x000D_ _x000D_ 8.10 Virtual Project Teams_x000D_ _x000D_ 8.11 Managing Innovation Projects_x000D_ _x000D_ 8.12 Agile Project Management_x000D_ _x000D_ 8.13 Artificial Intelligence_x000D_ _x000D_ 8.14 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: Is It Fraud?_x000D_ _x000D_ Chapter 9: The Variables for Success_x000D_ _x000D_ 9.0 Introduction_x000D_ _x000D_ 9.1 Predicting Project Success_x000D_ _x000D_ 9.2 Project Management Effectiveness_x000D_ _x000D_ 9.3 Expectations_x000D_ _x000D_ 9.4 Lessons Learned_x000D_ _x000D_ 9.5 Understanding Best Practices_x000D_ _x000D_ 9.6 Downside Risks of Best Practices_x000D_ _x000D_ 9.7 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: Radiance International_x000D_ _x000D_ Chapter 10: Working with Executives_x000D_ _x000D_ 10.0 Introduction_x000D_ _x000D_ 10.1 The Project Sponsor_x000D_ _x000D_ 10.2 Handling Disagreements with the Sponsor_x000D_ _x000D_ 10.3 The Collective Belief_x000D_ _x000D_ 10.4 The Exit Champion_x000D_ _x000D_ 10.5 The In-House Representatives_x000D_ _x000D_ 10.6 Stakeholder Relations Management_x000D_ _x000D_ 10.7 Project Portfolio Management_x000D_ _x000D_ 10.8 Politics_x000D_ _x000D_ 10.9 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: The Prioritization of Projects_x000D_ _x000D_ Case Study: The Irresponsible Sponsors_x000D_ _x000D_ Case Study: Selling Executives on Project Management_x000D_ _x000D_ Chapter 11: Planning_x000D_ _x000D_ 11.0 Introduction_x000D_ _x000D_ 11.1 Business Case_x000D_ _x000D_ 11.2 Validating the Assumptions_x000D_ _x000D_ 11.3 Validating the Objectives_x000D_ _x000D_ 11.4 General Planning_x000D_ _x000D_ 11.5 Life-Cycle Phases_x000D_ _x000D_ 11.6 Life-Cycle Milestones_x000D_ _x000D_ 11.7 Kickoff Meetings_x000D_ _x000D_ 11.8 Understanding Participants' Roles_x000D_ _x000D_ 11.9 Establishing Project Objectives_x000D_ _x000D_ 11.10 The Statement of Work_x000D_ _x000D_ 11.11 Project Specifications_x000D_ _x000D_ 11.12 Data Item Milestone Schedules_x000D_ _x000D_ 11.13 Work Breakdown Structure_x000D_ _x000D_ 11.14 WBS Decomposition Problems_x000D_ _x000D_ 11.15 Work Breakdown Structure Dictionary_x000D_ _x000D_ 11.16 Project Selection_x000D_ _x000D_ 11.17 Role of the Executive in Planning_x000D_ _x000D_ 11.18 Management Cost and Control System_x000D_ _x000D_ 11.19 Work Planning Authorization_x000D_ _x000D_ 11.20 Why Do Plans Fail?_x000D_ _x000D_ 11.21 Stopping Projects_x000D_ _x000D_ 11.22 Handling Project Phaseouts and Transfers_x000D_ _x000D_ 11.23 Detailed Schedules and Charts_x000D_ _x000D_ 11.24 Master Production Scheduling_x000D_ _x000D_ 11.25 Project Plan_x000D_ _x000D_ 11.26 The Project Charter_x000D_ _x000D_ 11.27 Project Baselines_x000D_ _x000D_ 11.28 Verification and Validation_x000D_ _x000D_ 11.29 Management Control_x000D_ _x000D_ 11.30 Configuration Management_x000D_ _x000D_ 11.31 Enterprise Project Management Methodologies_x000D_ _x000D_ 11.32 Project Audits_x000D_ _x000D_ 11.33 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Chapter 12: Network Scheduling Techniques_x000D_ _x000D_ 12.0 Introduction_x000D_ _x000D_ 12.1 Network Fundamentals_x000D_ _x000D_ 12.2 Graphical Evaluation and Review Technique (GERT)_x000D_ _x000D_ 12.3 Dependencies_x000D_ _x000D_ 12.4 Slack Time_x000D_ _x000D_ 12.5 Network Replanning_x000D_ _x000D_ 12.6 Estimating Activity Time_x000D_ _x000D_ 12.7 Estimating Total Project Time_x000D_ _x000D_ 12.8 Total Pert/CPM Planning_x000D_ _x000D_ 12.9 Crash Times_x000D_ _x000D_ 12.10 PERT/CPM Problem Areas_x000D_ _x000D_ 12.11 Alternative PERT/CPM Models_x000D_ _x000D_ 12.12 Precedence Networks_x000D_ _x000D_ 12.13 Lag_x000D_ _x000D_ 12.14 Scheduling Problems_x000D_ _x000D_ 12.15 The Myths of Schedule Compression_x000D_ _x000D_ 12.16 Project Management Software_x000D_ _x000D_ 12.17 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: The Invisible Sponsor_x000D_ _x000D_ Chapter 13: Pricing and Estimating_x000D_ _x000D_ 13.0 Introduction_x000D_ _x000D_ 13.1 Global Pricing Strategies_x000D_ _x000D_ 13.2 Types of Estimates_x000D_ _x000D_ 13.3 Pricing Process_x000D_ _x000D_ 13.4 Organizational Input Requirements_x000D_ _x000D_ 13.5 Labor Distributions_x000D_ _x000D_ 13.6 Overhead Rates_x000D_ _x000D_ 13.7 Materials/Support Costs_x000D_ _x000D_ 13.8 Pricing out the Work_x000D_ _x000D_ 13.9 Smoothing Out Department Man-Hours_x000D_ _x000D_ 13.10 The Pricing Review Procedure_x000D_ _x000D_ 13.11 Systems Pricing_x000D_ _x000D_ 13.12 Developing the Supporting/Backup Costs_x000D_ _x000D_ 13.13 The Low-Bidder Dilemma_x000D_ _x000D_ 13.14 Special Problems_x000D_ _x000D_ 13.15 Estimating Pitfalls_x000D_ _x000D_ 13.16 Estimating High-Risk Projects_x000D_ _x000D_ 13.17 Project Risks_x000D_ _x000D_ 13.18 The Disaster of Applying the 10 Percent Solution to Project Estimates_x000D_ _x000D_ 13.19 Life-Cycle Costing (LCC)_x000D_ _x000D_ 13.20 Logistics Support_x000D_ _x000D_ 13.21 Economic Project Selection Criteria: Capital Budgeting_x000D_ _x000D_ 13.22 Payback Period_x000D_ _x000D_ 13.23 The Time Value of Money and Discounted Cash Flow (DCF)_x000D_ _x000D_ 13.24 Net Present Value (NPV)_x000D_ _x000D_ 13.25 Internal Rate of Return (IRR)_x000D_ _x000D_ 13.26 Comparing IRR, NPV, and Payback_x000D_ _x000D_ 13.27 Risk Analysis_x000D_ _x000D_ 13.28 Capital Rationing_x000D_ _x000D_ 13.29 Project Financing_x000D_ _x000D_ 13.30 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: The Estimating Problem_x000D_ _x000D_ Chapter 14: Cost Control_x000D_ _x000D_ 14.0 Introduction_x000D_ _x000D_ 14.1 Understanding Control_x000D_ _x000D_ 14.2 The Operating Cycle_x000D_ _x000D_ 14.3 Cost Account Codes_x000D_ _x000D_ 14.4 Budgets_x000D_ _x000D_ 14.5 The Earned Value Measurement System (EVMS)_x000D_ _x000D_ 14.6 Variance and Earned Value_x000D_ _x000D_ 14.7 The Cost Baseline_x000D_ _x000D_ 14.8 Justifying the Costs_x000D_ _x000D_ 14.9 The Cost Overrun Dilemma_x000D_ _x000D_ 14.10 Recording Material Costs Using Earned Value Measurement_x000D_ _x000D_ 14.11 Material Variances: Price and Usage_x000D_ _x000D_ 14.12 Summary Variances_x000D_ _x000D_ 14.13 Status Reporting_x000D_ _x000D_ 14.14 Cost Control Problems_x000D_ _x000D_ 14.15 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: The Bathtub Period_x000D_ _x000D_ Case Study: Franklin Electronics_x000D_ _x000D_ Chapter 15: Metrics_x000D_ _x000D_ 15.0 Introduction_x000D_ _x000D_ 15.1 Project Management Information Systems_x000D_ _x000D_ 15.2 Enterprise Resource Planning_x000D_ _x000D_ 15.3 Project Metrics_x000D_ _x000D_ 15.4 Key Performance Indicators (KPIs)_x000D_ _x000D_ 15.5 Growth of New Metrics and KPIs_x000D_ _x000D_ 15.6 Value-Based Metrics_x000D_ _x000D_ 15.7 Strategic Metrics_x000D_ _x000D_ 15.8 Metrics for Measuring Intangible Assets_x000D_ _x000D_ 15.9 Dashboards and Scorecards_x000D_ _x000D_ 15.10 Metrics Feedback_x000D_ _x000D_ 15.11 Metrics and Customer Relations Management_x000D_ _x000D_ 15.12 Business Intelligence_x000D_ _x000D_ 15.13 Studying Tips for the PMI (R)Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Chapter 16: Trade-off Analysis in a Project Environment_x000D_ _x000D_ 16.0 Introduction_x000D_ _x000D_ 16.1 Methodology for Trade-Off Analysis_x000D_ _x000D_ 16.2 Contracts: Their Influence on Projects_x000D_ _x000D_ 16.3 Industry Trade-Off Preferences_x000D_ _x000D_ 16.4 Project Manager's Control of Trade-Offs_x000D_ _x000D_ 16.5 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Chapter 17: Risk Management_x000D_ _x000D_ 17.0 Introduction_x000D_ _x000D_ 17.1 Definition of Risk_x000D_ _x000D_ 17.2 Tolerance for Risk_x000D_ _x000D_ 17.3 Definition of Risk Management_x000D_ _x000D_ 17.4 Certainty, Risk, and Uncertainty_x000D_ _x000D_ 17.5 Risk Management Process_x000D_ _x000D_ 17.6 Plan Risk Management_x000D_ _x000D_ 17.7 Risk Identification_x000D_ _x000D_ 17.8 Risk Analysis_x000D_ _x000D_ 17.9 Qualitative Risk Analysis_x000D_ _x000D_ 17.10 Quantitative Risk Analysis_x000D_ _x000D_ 17.11 Plan Risk Response_x000D_ _x000D_ 17.12 Monitor and Control Risks_x000D_ _x000D_ 17.13 Some Implementation Considerations_x000D_ _x000D_ 17.14 The Use of Lessons Learned_x000D_ _x000D_ 17.15 Dependencies between Risks_x000D_ _x000D_ 17.16 The Impact of Risk Handling Measures_x000D_ _x000D_ 17.17 Risk and Concurrent Engineering_x000D_ _x000D_ 17.18 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: Teloxy Engineering (A)_x000D_ _x000D_ Case Study: Teloxy Engineering (B)_x000D_ _x000D_ Case Study: The Risk Management Department_x000D_ _x000D_ Chapter 18: Learning Curves_x000D_ _x000D_ 18.0 Introduction_x000D_ _x000D_ 18.1 General Theory_x000D_ _x000D_ 18.2 The Learning Curve Concept_x000D_ _x000D_ 18.3 Graphic Representation_x000D_ _x000D_ 18.4 Key Words Associated with Learning Curves_x000D_ _x000D_ 18.5 The Cumulative Average Curve_x000D_ _x000D_ 18.6 Sources of Experience_x000D_ _x000D_ 18.7 Developing Slope Measures_x000D_ _x000D_ 18.8 Unit Costs and Use of Midpoints_x000D_ _x000D_ 18.9 Selection of Learning Curves_x000D_ _x000D_ 18.10 Follow-on Orders_x000D_ _x000D_ 18.11 Manufacturing Breaks_x000D_ _x000D_ 18.12 Learning Curve Limitations_x000D_ _x000D_ 18.13 Competitive Weapon_x000D_ _x000D_ 18.14 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Chapter 19: Contract Management_x000D_ _x000D_ 19.0 Introduction_x000D_ _x000D_ 19.1 Procurement_x000D_ _x000D_ 19.2 Plan Procurements_x000D_ _x000D_ 19.3 Conducting the Procurements_x000D_ _x000D_ 19.4 Conduct Procurements: Request Seller Responses_x000D_ _x000D_ 19.5 Conduct Procurements: Select Sellers_x000D_ _x000D_ 19.6 Types of Contracts_x000D_ _x000D_ 19.7 Incentive Contracts_x000D_ _x000D_ 19.8 Contract Type versus Risk_x000D_ _x000D_ 19.9 Contract Administration_x000D_ _x000D_ 19.10 Contract Closure_x000D_ _x000D_ 19.11 Using a Checklist_x000D_ _x000D_ 19.12 Proposal-Contractual Interaction_x000D_ _x000D_ 19.13 Studying Tips for the PMI (R) Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Case Study: To Bid or Not to Bid_x000D_ _x000D_ Case Study: The Management Reserve_x000D_ _x000D_ Chapter 20: Quality Management_x000D_ _x000D_ 20.0 Introduction_x000D_ _x000D_ 20.1 Definition of Quality_x000D_ _x000D_ 20.2 The Quality Movement_x000D_ _x000D_ 20.3 Quality Management Concepts_x000D_ _x000D_ 20.4 The Cost of Quality_x000D_ _x000D_ 20.5 The Seven Quality Control Tools_x000D_ _x000D_ 20.6 Acceptance Sampling_x000D_ _x000D_ 20.7 Implementing Six Sigma_x000D_ _x000D_ 20.8 Quality Leadership_x000D_ _x000D_ 20.9 Responsibility for Quality_x000D_ _x000D_ 20.10 Quality Circles_x000D_ _x000D_ 20.11 Total Quality Management (TQM)_x000D_ _x000D_ 20.12 Studying Tips for the PMI (R)Project Management Certification Exam_x000D_ _x000D_ Answers_x000D_ _x000D_ Problems_x000D_ _x000D_ Chapter 21: Modern Developments in Project Management_x000D_ _x000D_ 21.0 Introduction_x000D_ _x000D_ 21.1 The Project Management Maturity Model (PMMM)_x000D_ _x000D_ 21.2 Developing Effective Procedural Documentation_x000D_ _x000D_ 21.3 Project Management Methodologies_x000D_ _x000D_ 21.4 Continuous Improvement_x000D_ _x000D_ 21.5 Capacity Planning_x000D_ _x000D_ 21.6 Competency Models_x000D_ _x000D_ 21.7 Managing Multiple Projects_x000D_ _x000D_ 21.8 The Business of Scope Changes_x000D_ _x000D_ 21.9 End-of-Phase Review Meetings_x000D_ _x000D_ Case Study: Honicker Corporation_x000D_ _x000D_ Case Study: Kemko Manufacturing_x000D_ _x000D_ Appendix A: Solution to Leadership Exercise_x000D_ _x000D_ Appendix B: Solutions to the Project Management Conflict Exercise_x000D_ _x000D_ Appendix C: Dorale Products Case Studies_x000D_ _x000D_ Appendix D: Solutions to the Dorale Products Case Studies_x000D_ _x000D_ Appendix E: Alignment of the PMBOK (R) Guide, 6e to the Text_x000D_ _x000D_ Appendix F: Alignment of the PMBOK (R) Guide, 7e to the Text_x000D_ _x000D_ Index_x000D_ show more