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Fundamentals of Project Management 4th Edition

Fundamentals ofProject ManagementFourth EditionThis page intentionally left blank American Management AssociationNew York Atlanta Brussels Chicago Mexico City San FranciscoShanghai Tokyo Toronto Washington, of Project ManagementFourth EditionJOSEPH HEAGNEYThis publication is designed to provide accurate and authoritative information in regard to thesubject matter covered. It is sold with the understanding that the publisher is not engaged inrendering legal, accounting, or other professional service. If legal advice or other expert assis-tance is required, the services of a competent professional person should be sought.

4–1. Chevron showing mission, vision, and problem statement. 4–2. Risk analysis example. 5–1. Risk matrix. 5–2. Risk register. 6–1. WBS diagram to clean a room. ... Have the changes affected the scope of the project? Has the schedule or budget been impacted in any sig- ... here represent some of those practices, as well as those pre- ...

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Transcription of Fundamentals of Project Management 4th Edition

1 Fundamentals ofProject ManagementFourth EditionThis page intentionally left blank American Management AssociationNew York Atlanta Brussels Chicago Mexico City San FranciscoShanghai Tokyo Toronto Washington, of Project ManagementFourth EditionJOSEPH HEAGNEYThis publication is designed to provide accurate and authoritative information in regard to thesubject matter covered. It is sold with the understanding that the publisher is not engaged inrendering legal, accounting, or other professional service. If legal advice or other expert assis-tance is required, the services of a competent professional person should be sought.

2 PMI and the PMI logo are service and trademarks of the Project Management Institute, are registered in the United States of America and other nations; PMP and the PMPlogo are certification marks of the Project Management Institute, Inc. which are registered in theUnited States of America and other nations; PMBOK , PM Network , and PMI Today aretrademarks of the Project Management Institute, Inc. which are registered in the United Statesof America and other nations; .. building professionalism in Project Management .

3 Is atrade and service mark of the Project Management Institute, Inc. which is registered in theUnited States of America and other nations; and the Project Management Journal logo is a trade-mark of the Project Management Institute, did not participate in the development of this publication and has not reviewed the contentfor accuracy. PMI does not endorse or otherwise sponsor this publication and makes no warranty,guarantee, or representation, expressed or implied, as to its accuracy or content. PMI does nothave any financial interest in this publication, and has not contributed any financial , PMI makes no warranty, guarantee, or representation, express or implied, that thesuccessful completion of any activity or program, or the use of any product or publication, de-signed to prepare candidates for the PMP Certification Examination, will result in the com-pletion or satisfaction of any PMP Certification eligibility requirement or of Congress Cataloging-in-Publication DataHeagney.

4 Of Project Management / Joseph Heagney. 4th bibliographical references and : 978-0-8144-1748-5 ISBN-10: 0-8144-1748-51. Project Management . I. '04 dc222011012421 2012 American Management rights in the United States of publication may not be reproduced, stored in a retrieval system,or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise,without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York.

5 NY number10 9 8 7 6 5 4 3 2 1 Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY l : 8 0 0 2 5 0 5 3 0 8 . F a x : 5 1 8 8 9 1 2 3 7 2 .E-mail: v i e w a l l A M A C O M t i t l e s g o t o : w w w. a m a c o m b o o k s . o r gTo t h e m e m o r y o f M a c k e n z i e J o s e p h H e a g n e y, sleeping with the page intentionally left blank viiFigure ListixPreface to the Fourth EditionxiAcknowledgmentsxvChapter 1An Overview of Project Management1 Chapter 2 The Role of the Project Manager24 Chapter 3 Planning the Project32 Chapter 4 Developing a Mission, Vision, Goals.

6 And Objectives for the Project45 Chapter 5 Creating the Project Risk Plan55 Chapter 6 Using the Work Breakdown Structure to Plan a Project68 Chapter 7 Scheduling Project Work81 Chapter 8 Producing a Workable Schedule93 Chapter 9 Project Control and Evaluation112 Chapter 10 The Change Control Process125 Chapter 11 Project Control Using Earned Value Analysis141 Chapter 12 Managing the Project Team156 Chapter 13 The Project Manager as Leader168 Chapter 14 How to Make Project Management Work in Your Company180 Answers to Chapter Questions185 Index189 About the Authors201 CONTENTSCONTENTSThis page intentionally left blank ix1 1.

7 Triangles showing the relationship between P, C, T, and 2. Life cycle of a troubled 3. Appropriate Project life 4. The steps in managing a 1. Two pain curves in a Project over 2. Planning is answering 1. Chevron showing mission, vision, and problem 2. Risk analysis 1. Risk 2. Risk 1. WBS diagram to clean a 2. WBS level 3. Partial 4. Responsibility 1. Bar 2. Arrow 3. WBS to do yard 4. CPM diagram for yard 5. WBS to clean 1. Network to illustrate computation 2.

8 Diagram with EF times filled 3. Diagram showing critical LISTFIGURE LIST8 4. Bar chart schedule for yard 5. Schedule with resources 6. Schedule using float to level 7. Schedule with inadequate float on C to permit 8. Schedule under resource-critical 9. Network for 1. Triple constraints 2. Project change control 3. Project change control 1. BCWS 2. Bar chart schedule illustrating cumulative 3. Cumulative spending for the sample bar 4. Plot showing Project behind schedule and 5.

9 Project ahead of schedule, spending 6. Project is behind schedule but spending correctly11 7. Project is ahead of schedule and 8. Percentage complete 9. Earned value 1. Leadership style and WBS for the camping Solution to the WBS Solution to the scheduling ListxiSending a satellite to Mars? Planning a conference or implement-ing new software? You have chosen the right book. The greatvalue of Project Management is that it can be applied across in-dustries and situations alike, on multiple levels.

10 It would be diffi-cult to find a more nimble organizational discipline. Whether ornot your title says Project manager, you can benefit from the prac-tical applications presented in this book, which is intended as abrief overview of the tools, techniques, and discipline of projectmanagement as a whole. Three notable topics have been ex-panded for this Edition , with new chapters on the Project man-ager as leader, managing Project risk, and the change controlprocess. Although each topic is important individually, togetherthey can establish the basis for Project success or are often accomplished by teams, teams are made upof people, and people are driven by.


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