amacom books - the ama handbook of project management by paul c. dinsmore

Search Tips Advanced Search AMA Handbook of Project Management, The by Paul C. Dinsmore AMACOM Books ISBN: 0814401066 Pub Date: 01/01/93 Search this book: Preface Contributors Part I—Project Management Concepts and Methdologies Section I—Overview Chapter 1—What Project Management Is All About What Are Projects? Some Characteristics of Projects A Taxonomy of Work Efforts A Further Abstraction Project Management Project Management Functions The General PM Process: The Woof The Basic PM Functions: The Warp The Integrative PM Functions: The Diagonals Conclusion Acknowledgement Chapter 2—An Overview of Project Management Principles for Executives: Six Lessons to Ensure Success The Executive as Project Manager Lesson 1: Learning Project Management’s Ten Commandments Lesson 2: Planning Project Management Lesson 3: Planning vs. the Process of Planning Title Lesson 4: Managing the Project Cycle The Executive as Project Sponsor or Other Major Stakeholder Lesson 5: Dealing With the Stakeholder Role Lesson 6: Establishing a Project Management Council Conclusion Chapter 3—Developing a Project Management Body of Knowledge Why a Project Management Body of Knowledge? What Are the Most Important Aspects of Project Management? How Does a PMBOK Relate to Other Bodies of Knowledge? The Structure of PMI’s PMBOK The PMBOK Framework The PM Functions Project Management in Different Application Areas Industry/Technology-Specific Bodies of Knowledge Shared Domain-Specific Bodies of Knowledge Toward Management by Projects Section II—Managerial Strategies for Starting Up Successful Projects Chapter 4—Strategies for Managing Major Projects Project Definition Objectives Strategy Technology and Design External Factors, Finance, and Duration Political, Environmental, and Economic Factors Finance Duration Attitudes Implementation Organization Contract Strategy People Issues Planning and Control Strategic Issues for Enterprises Working on Projects Conclusion Chapter 5—Project Initiation Techniques: A Strategic View Defining Project Objectives Developing the Project Strategy Stakeholders Opportunities, Threats, and Issues Involving the Project Team Addressing Specific Concerns Strategy and Organizational Culture Stakeholder Analysis Organizing for Project Management Role of the Project Team Developing Subproject Strategies Creating a Project Framework Work Scope: The Work Breakdown Structure Timing: The Project Milestone Schedule Resources and Cost Frameworks Effective Project Initiation: A Key Factor in Project Success Chapter 6—Project Team Planning: A Strategy for Success The Project Team Planning Process Project Start-Up Workshops Elements of the Team Planning Process The Project Manager’s Role in Team Planning Setting the Stage for Detailed Planning An Example of Team Planning in Action The Planning Deliverables Produced Conduct of the Planning Sessions Results Achieved Hidden Agenda Items Benefits and Limitations of Project Team Planning Section III—Project Structures and Organizations Chapter 7—Organizational Choices for Project Management Organizing Projects as Distinct Entities Integrating the Project Into the Existing Structure The Existing Structure The Functional Structure The Fully Projectized Structure The Project-Functional Matrix Structure The Organic Structures Organizational Contextual Factors The Availability of Resources The Inadequacy of the Organization’s Management Systems The Organization’s Culture The Project Factors The Project’s Strategic Importance The Project’s Size The Project’s Novelty and the Need for Innovation The Need for Integration The Environmental Complexity The Need to Meet Severe Budget and Time Constraints The Stability of Resource Loading The Choice of a Project Organization The Decision Model in Action Chapter 8—Flat, Flexible Structures: The Organizational Answer to Changing Times What Is a Flat, Flexible Structure, Anyway? Difficulties in Developing an FFS Facilitators in Developing an FFS Changing to More Flexible Organization Forms Conclusion Bibliography Section IV—Planning the Details of Project Management Chapter 9—Paradigms for Planning Productive Projects Planning: Key to Project Management What Is a Planning Paradigm? Planning From Diverse Perspectives Task Planning Resource Planning Assignment Scheduling Chapter 10—Work Structuring Why Are Work Structures Prepared? Benefits of Work Definition and Structuring Successful Work Structures Business Management Factors Project Management Factors Work Structure Design and Development Business Influences Project Objectives Development Responsibilities Top-Down Approach Rolling Wave Work Structure Planning Content Types of Structure Level of Detail Integration Statement of Work Iteration, Revision, and Maintenance Conclusion Chapter 11—Project Management Plans: An Approach to Comprehensive Planning for Complex Projects Introduction/Overview Mission and Objectives Work Scope Planning Basis Project Deliverables/End Products Requirements Constraints Approaches/Strategies Key Assumptions Specifically Excluded Scope Work Breakdown Structure Organization Development Plan Organization Structure Responsibilities Authorities Interfaces Personnel Development Resource Plan Procurement and Logistics Plan Subcontracting Plans Procurement Plans Logistics Plans Logic and Schedules Networks and Logic Summary Schedules Cost Estimates, Budgets, and Financial Management Cost Estimates Budgets Financial Management Risk Analysis and Contingency Plan Risk Identification Risk Analysis Risk Minimization Plans Contingency Plans and Reserves Quality and Productivity Plan Total Quality Management Planning Quality Management Systems Planning Quality Assurance/Quality Control Technical Performance Measurement Productivity Improvement Environmental, Safety, and Health (ES&H) Protection Plan Safety and Health Protection Plan ES&H Management/Information Systems Emergency Preparedness Plan Security Plan Physical Security Property Protection Information Security Project Planning, Control, and Administration Plan Project Planning Project Control Project Administration Documentation and Configuration Management Plan Document Control Configuration Management Configuration Management Requirements Appendix Bibliography Section V—Controlling Costs and Keeping on Schedule Chapter 12—Project Cost Control Systems That Really Work Developing a Project Cost Control System Establishing a Project Cost Control Baseline Collecting Actual Cost Data Determining Earned Value Reporting and Evaluating Cost Control Information Taking Corrective Action Achieving Project Success by Controlling Costs Chapter 13—Cost/Schedule Control System Criteria (C/SCSC): An Integrated Project Management Approach Using Earned Value Techniques Process Overview: Introduction to the Concept Chapter 14—Value Engineering and Project Management: Achieving Cost Optimization Historical Beginnings The VA/VE Methodology The VA/VE Workshop Application of Value Analysis/Value Engineering Section VI—Teamwork and Team Building Chapter 15—Models for Achieving Project Success Through Team Building and Stakeholder Management What Is Project Success? Who Determines Project Success? Project Champions Project Participants Community Participants Parasitic Participants Success Modeling Establish Project Success Goals Identify the Success Process Map the Success Characteristics Develop a Project Success Scenario Define the Project Team’s Modus Operandi Building the Winning Team Step 1: Conceptualize the Winning Team Step 2: Follow the Phases of Team Building Measuring Project Success Establish the Success Criteria Establish a Measurement Scheme Collect Data and Evaluate Results Bibliography Chapter 16—A Conceptual Team-Building Model: Achieving Teamwork Through Improved Communications and Interpersonal Skills Five Classic Team-Building Stages Stage 1: Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Stage 5: Adjourning The Ten Rules of Team Building Planning for and Implementing Teamwork Get People Involved Set a Good Example Coach Team Members Train Team Members Set Up a Formal Team-Building Program Effective Interpersonal Relations: The Key to Successful Teamwork Listening Dealing With Interpersonal Conflict Negotiating Influencing References Section Vll—Power, Influence, and Leadership Chapter 17—Power and Politics in Project Management: Upper-Echelon Versus Conventional Project Management Upper-Echelon Project Management Conventional Project Management Pinning Down the Roles The Project Sponsor and Beyond Chapter 18—Sources of Power and Influence Definitions Power Leadership Control Politics Sources of Power Forms of Power and Concrete Actions Chapter 19—Effective Leadership for Building Project Teams, Motivating People, and Creating Optimal Organizational Structures Motivational Forces in Project Team Management The Power Spectrum in Project Management Leadership Style Effectiveness Recommendations for Effective Project Team Management A Final Note Section VIII—Quality in Project Management Chapter 20—The Essence of Quality Management The Customer Valid Requirements Quality Indicators Process Process Indicators Upstream Control The Problem-Solving Process The Cycle of Plan, Do, Check, and Act Four Principles of Quality Management Customer Satisfaction Plan, Do, Check, Act Cycle Management by Fact Respect for People Chapter 21—Quality in Project Management Services Project Management and the U.S. Government Types of Project Management Services Types of Contracts Sellers of Project Management Services Contract Types Awarded to Companies Quality of Project Management Services Monarch’s Contractual Work Situation #1 Situation #2 Situation #3 Situation #4 Situation #5 Situation #6 Situation #7 Summary of Monarch’s Performance Swift’s Contractual Work Situation #1 Situation #2 Situation #3 Summary of Swift’s Performance Coin’s Contractual Work Situation #1 Situation #2 Situation #3 Situation #4 Summary Lessons Learned Conclusion References Part II—Project Management Applications Section IX—Project Management and Change Management Chapter 22—Managing Change Through Projects The Change Process Projects and Organizational Change The Individual’s Response to Change The Project in a Bureaucracy Change in Project Management Conclusion Bibliography Chapter 23—Planning for Change The Nature of Change Origin of Sources for Change The Strategic Planning Process Environmental Screening Relationship of Project Planning to Strategic Planning Conclusion Chapter 24—A Process of Organizational Change From Bureaucracy to Project Management Culture An Organizational Change Model An Organizational Example Developing the New Project Management Culture Step 1: Define New Behavior Step 2: Teach New Behavior Step 3. Support New Behavior Step 4. Model New Behavior Section X—Engineering and Construction Concerns Chapter 25—Administrator—Engineer Interface: Requirement for Successful Contract Award Development of the Initial Acquisition Strategy and Formulation of Contracting Methodologies The Integrated Procurement Plan The Source Selection Plan Contract Type The Funding Profile Program Control Development of the Request for Proposal The Vendor List The Cost Estimate Proposal Evaluation and Order Award Negotiation The Program Plan The Order Award Conclusion Chapter 26—Managing to Avoid Claims: A Design Engineering Perspective The Phases of a Project The Preprofessional Service Contract Phase The Study and Design Phases The Bidding or Negotiating Phase The Construction Phase The Postconstruction or Closeout Phase Claims Prevention Reacting to a Claim Chapter 27—Construction Claims: Entitlement and Damages [...]... change in the scope of project management led to the need for a new, comprehensive book in the field The AMA Handbook of Project Management fills that need The Handbook presents both overviews from noted experts and in-depth approaches from specialists for solving new and specific project problems As such, the Handbook offers information that will help project management professionals: • Establish project. .. chapter “Quality in Project Management Services” sheds light on the challenge of performing project management services to the satisfaction of a highly particular client: the U.S government Part II: Project Management Applications The second part of the Handbook, on the applications of project management, contains six sections They are as follows: IX Project Management and Change Management Adams proposes... associate fellow of Templeton College, Oxford, and is on the faculty of the University of Oxford He is also a member of the board of the International Association of Macro Engineering Societies, is on the Council of the U.K Association of Project Managers, and is on the Accreditation Committee of the Project Management Institute Rainer A Otto is manager of computer applications with the Southern California... Functions are the other threads that are added in, often at an angle, to give special texture to the fabric In other words, they are the diagonals.2 The General PM Process: The Woof Project Integration If there is a single word that characterizes project management, it is integration It is the responsibility of the project manager to integrate the efforts of the varied human resources; the variety of equipment,... Considerations Making the Process Work Technology-Based Earned Value Chapter 33 The Behavior of Knowledge Workers on R&D Projects R&D People: Are They Really Different? The College Offer The Organization Demand The Transition to Management Special Problems of R&D Projects Types of R&D Projects Research-Oriented Projects Development-Oriented Projects Section XIII—Launching New Products and Build-to-Order Projects... to the product of the project This is not a trivial distinction as both entities have characteristics unique to themselves The names of some of these characteristics apply to both For example, the life cycle cost of a product includes the cost of creating it (a project) , the cost of operating it, the cost of major repairs or refurbishing (typically done as projects), and the cost of dismantling (often... and the like Project management, then, is the interface between general management, operations management, and technical management which integrates all aspects of the project and causes the project to happen Project Management Functions PMI has developed a nominative model of the components of project management as represented in the “Function Impact Matrix Chart.” It identifies three categories: the. .. coordinator of project management training in the Management Services Division Mr Hosley is the principal author of Project Management Advantage", an artificial intelligence/expert system applied to the principal issues in project management, and the All-Tech Project Simulator" He has taught project management courses at the Rochester Institute of Technology and is a certified project management professional... project management firms William N Hosley is the president of All-Tech Project Management Services, Inc in Rochester, New York, a project management consulting group and producer of project management software packages He was employed by the Eastman Kodak Company for thirty-five years until he retired in 1986 At Kodak, he was head of Management Services at the Kodak Research Laboratories, head of project. .. About the Contributors John R Adams is a professor of Project Management at Western Carolina University in Cullowhee, N .C., and director of its Master of Project Management Degree Program He is president of DMI and has been active with the Institute’s Board of Directors for more than fifteen years A frequent contributor to the literature of project management, his book Management by Project Management . Success? Project Champions Project Participants Community Participants Parasitic Participants Success Modeling Establish Project Success Goals Identify the Success Process Map the Success Characteristics Develop. Structure The Functional Structure The Fully Projectized Structure The Project- Functional Matrix Structure The Organic Structures Organizational Contextual Factors The Availability of Resources The. Check, and Act Four Principles of Quality Management Customer Satisfaction Plan, Do, Check, Act Cycle Management by Fact Respect for People Chapter 21—Quality in Project Management Services Project