project management for business and technology

8,' e " I John M Nicholas - -~ - -~ -_: ~~ "': ~ U ~ I' ~, , ~ • DUE DATE OCT 2008 HD 69 Projec~ Management for business and tec~~ology: prine Project Management for Business and Technology Principles and Practice 2ND John ~I EDITION Nicholas Prentice Hall of India New Delhi - 110 001 2004 [fu~ llikiI)~ This Indian Reprint-Rs 375.00 (Original U.S Edition-Rs 3472.00) PROJECT MANAGEMENT FOR BUSINESS AND TECHNOLOGY-Principles and Practice 2nd Ed (with CD-ROM) by John M Nicholas © 2001 by Prentice-Hall, Ire (now known as Pearson Education Inc.), Upper Saddle :::'i~er, New' Jersey 07458, U.S.A All r.ghts reserved No part of this bock may be reproduced in a-y form, by mimeograph or any other means wiT,out permission in writing frcm t1:e publisher ISBN-81-203-2134-0 Published by Asoke K Gr-osh, Prentice-Hal! of India Private Limited, M-97, Connat.ont Circus New Delhi-110C01 and Printed by Syndicate Binders, A-20, Hosiery Complex, Nolca, Phase-It Extension, Noida-201305 (N.C.R De-1hi) To Sharry, Julia, Joshua, and Abigail CONTENTS Preface xv CRAYIER Introduction 1 1.1 In the Beginning 1.2 What Is a Project? 1.3 Project Management: The Need 1.4 Response to a Changing Environment 1.5 Systems Approach to Management 1.6 Project Goals 10 1.7 Project Management: The Person, the Team, the System 1.8 About This Book 12 Study Project Assignment 15 MS Project 15 Review Questions 15 Endnotes 16 PART I: PHILOSOPHY AND CONCEPTS 11 17 CHAPTER What Is Proj ect Management? 19 2.1 Functions and Viewpoints of Management 19 2.2 Project Viewpoint versus Traditional Management 21 2.3 Evolution of Project Management 24 2.4 Where Is Project Management Appropriate? 27 2.5 Project Management: A Common Approach in Everyday Business 2.6 Different Forms of Project Management 31 2.7 Project Environments 35 2.8 Project Management in Industrial Settings 36 2.9 Project Management in the Service Sector 40 2.10 Project and Program Management in Government 42 2.11 Summary 45 Review Questions 46 Questions About the Study Project 47 Case 2-1 47 Case 2-2 49 Endnotes 50 29 rii CHAPTER Systems, Organizations, and System Methodologies 3.1 Systems Thinking 51 3.2 Definition of System 52 3.3 3.4 3.5 3.6 3.7 3.8 3.9 Systems Concepts and Principles Human Organizations 58 53 Systems Approach 64 Systems Analysis 68 Systems Engineering 7-1 Systems Management 76 Summary 77 Review Questions 79 Questions About the Study Project Case 3-1 81 Endnotes 82 PART II: 51 80 SYSTEMS DEVELOPMENT CYCLE 85 CHAPTER -1 Systems Development Cycle: Early Stages 87 4.1 Systems Life Cycles 88 4.2 Systems Development Cycle 89 -1.3 Systems Development Cycle, Systems Engineering, and Project Management 4.4 Constraints in Systems Development 94 4.5 Phase A.: Conception 95 4.6 The Project Proposal 106 -1.7 Project Contracting 111 -1.8 Summary 115 Review Questions 116 Questions About the Study Project 117 Case -1-1 117 Case 4-2 118 Endnotes 118 CHAPTER Systems Development Cycle: Middle and Later Stages 120 120 5.1 Phase B: Definition , J._ Phase C: Execution 132 138 5.3 Production/ Build Stage 5.4 Implementation Stage 111 143 5.5 Phase D: Operation 5.6 Systems Development in Industrial and Service Organizations 5.7 Systems Development in Large Government Programs 148 5.8 Surnrnarv 151 Review Questions 152 Questions About the Study Project 153 Case 5-1 153 - viii Contents 93 SUBJECT INDEX A Academy Awards, 488 Accepting risk, 323 Action plan, 418-419 (illus.),418 Activity (Seealso Work task; Work packages) contingency, 279 critical, 206, 211 detail level, 203-204 dummv, 198-201 duration time, PERT, 231-232 interruptible, 218 network, 194 noncritical, 211 on-arrow, 196-198 on-node, 194-196 redundant, 201-203 resources per, 245-246, 251 split, 246, 252 Activity on arrow (AOA) , 196-201 (illus.),198-202 AON, comparison, 204 PD\1 comparison, 220-221 scheduling with, 208-212 Acrivitv on node (AON), 194-196 (Illti;;'.), 194, 196, 197 AOA, comparison, 204 PD\L comparison, 220-221 scheduling with, 212-213 Actual cost ;;f work performed (AC\VP), 356-358, 360-361 Ad hoc committee, 34 Air Force, Australian, 61 AIr Force, LS 151 325, 453, 462 Ate vand n a Queen of Russia, 4S4 Al te rna t, \'e'S in ir prciect feasibility stud v, 105 svsterns ar\alvsl~ 7\1 A:rcr~it '::e\'e!GP~ent' p;o;ects c'\ )mples 59~2 -!&O' A.r:'tc""S Rese arch Center 434 A.:'dlt'\:c: · estimate 275-:::-6 -\:-.l:l~; fer risk identification ::;":'4-310 Ar-a vs:s r:'LX:L'1 70 A:'-1 ' ~;.s or ~+-"t:cn l:C ~ J ~.~~:~ s ysrerns al1a:~.·~:s :-:_:-: - _ -_ ._ Apollo Space Program, 9, 32 Artemis, 400 (illus.), 403, 404 AT&T, 463 Attributes of system, 53 Authority gap, 484 as llXnuence, 483-484 project manager's, 484-486 traditional sources, 483 Avoidance of risk, 320, 325 B Bar chart (See Gantt chart) Base estimate, 279 Basic project management, 31-32 Behavioral viewpoint of management,21 Bhopal, India, accident, 318 Bidders list, 98 "Bloatware," 135-136 Block flow diagraming, 132,558-559 (illus.),558 Boeing Corp., 407, 470 design-build teams, 460 matrix organization, 445, 447 777 aircraft, 460 Bonus payment, 243-24-1 Booz, Allen, Hamilton, 230 Borglum, Gutzon, 479-h."'O Boundarv of system, 53-54, 58 Brainstorming.Bl l Breadboard, 322,339,559 British Aircraft Corp., 6O i>1 Budget reserve, 270, 354 Budgeted cost of work performed (BC\VP), 356-359,360-361 Budgeted lost of work scheduled (BC\VS), 356-359,360-361 Budgeting with P~HSs, 387 Budgets and cost accounts, 286-288 V5 cost estimates, 281 elements of, 281-284 feasible region, 294 in planning process, 160 Buy in, 269 c Cash flow, 299-300 (illus.),3oo Cause-and-effect diagram 311-312 (illus.), 311 Challenger space shuttle, 536 Change impact of, 372 project failure, factor in 541 reasons for, 372-373 Change agent, project mar.ager as, 479 Change clause, 271 Change control 349, 371-375 board, 374,440 management function, :-t,) svstern,271,373-374 Change request document, 374 (illus.),375 process, (ilillS.), 37'4 in systems development 457 Central Limit Thee rem, 2c-5 Channel Tunnel (Sc':? English Channel Tunnel) Charismatic authoritv, 48 3.486 Charts expense, 179-1~: (illtj (illli5.,.354 Marshall Field's, 47,-lS 597 Subject Index master Master plan (Sa Project plan) Matrix manager, 26,446 Matrix organization, 26, 444-447, 448-449 (illus.},445 ~{jturity and immaturity, project, risk from, 309, 313 (illus.),313 Maximax criterion, 331 Maximin criterion, 331 ~fB\VA.452 Meeting room, 419 Microsoft Corp postmortems, 426 product launch, 35~356 project manager training, 490 project organization, 449 project vision statement, 95 software development, 14~146 team conflict, example, 521 Microsoft Office, 390 Microsoft Project, 15, 389-390 (illus.), 216, 391-392 ~filestones, 163, 194, 177-178 Minimax criterion, 331 Mitsubishi Kobe shipyards, 463 ~fode~,production,562 Models and modeling, 69 Monitoring function of, 341 mfonnation,341-342 performance indices for, 369-370 of risk, 324 Moses, leadership of, ~totivation,505,506-507 Motorola Corp., systems development at, 461-462 Mount Rushmore National Menument, 479-480 (ilIus.),479 Multiple incentive contract, 567-569 (ilIus.),568 Multi-project management, 388, 400 organizations, 445 sched uling, 253 ~fulti-~sking,350-351 (illus.),351 N ~apoleon, 325 ~ASA Apollo space program, 9, 32 Climate Orbiter spacecraft, 531-532 cost overruns, 270 \L.1:s Pathfinder mission (See Mars Pathfinder mission) org anization, (illus.v, 44, 435 plar.etary exploration program, example, 148-130 proolern failure report oilS p~ram office 452 tl'.L":1Wori.;" x~, 51,J '.l~:cr-ll Park Service L'S 42-B 598 Navy, U,S., 230 Needs definition process, 102-103 in systems engineering, 555-5?6 troublesome aspects, 103-104 Negotiation, contract, 113-114 Netscape, 405 Nenvork, 55, 193-205 activity-on-arrow, 196-201 activity-on-node,194-196 constrained resource (See Resource planning) CPM method, 238-244 creating a, 205 criticism of methods, 221-222 detail level, 203-204 (iIlus.),203 event-oriented, 204 vs Gantt chart, 215 GERT method, 253-258 PDM,217-222 PERT method, 230-238 time-ba5ed,213-215 Network-based planning, 25 and PMISs, 387 New venture management, 33-34 Newton, Sir Isaac, 535 Node (See Activity on node) Node, branching, 254-255 Normal distribution, table, 234 Normal time-cost, 238-240 Normandy Invasion, 4-5, 26 o Objectives in effective teams, 510, 514 in planning process, 160 project, 270 system, 55,66, 124-125,557 in systems analysis, 70 in systems engineering, 74 Office of projects, 451 reports to, 419,420 Omark Industries, 463 Open system 58 Operation phase in systems development cycle, 92-93, 143-144 in systems engineering, 77 Oracle, 389, 400 Oral reports, 415 Organizational design, 434-138 Organizations, 58-63 (See also Project organizations) formal, 434 452 informal, 451-452 as open systems, 58 organic, 438 project, 438 452 vs traditional, 23 properties of 62~3 traditional forms of 436-438 Organizing, management function, 19-20 Outputs, system, 56 Overhead expenses, 282 allocation in projects, 344-345 direct vs indirect, 283 Overrun allowance, 279 p Parametric estimate, 276 Pareto optimum, 247 Partial project, 443, 444 Participative management, 505-507 Payoff table, 330-332 PDM vs AOA and AOK, 220 relationships, 217-219 (illus.), 218, 219 Peer review, 416, 417 Penalty charge, 243-244 Percent complete, 343 Performance, project 356-365 evaluation of, 414 U5 and P~USs, 387 indices, 356-362 ~·measurement of, 88, 346, 348 review meetings, 415 standards, 341 technical analysis, 349, 36 ~365 to-date, 341 Performance target, contract, 567-568 PERT, 25 completion date probability, 232-233 criticism of, 237-2-~ history, 230 in risk analysis, 317-318 simulating; 235-236 three-time estimates, 230-:.33 PERT/ Cost systems 343-344 PERT /CP~t 230,253, 258, ~3 Phased project planning, 93, 270 Physical layout, office 452 Plan (See 12:::.0 Project master ?lan) action, 418 risk management 324,323 forteam\~ork,511 514-5:3 Planning (Set? also Project planning) contingency, 323 vs control, 341 as management function, : network usage in 205 risk response, 319-320 Planning and control process 159 project failure, cause of, 5:.;)-541 role of \\135,170-::-1 role of work package, 173 ptvas,' 63.177,285,4:5,420 computer-based.3.S5-386 definition of, 384-;35 features, 387-389 functions of, 385 ;S9 project, fitting to 410-411 in project life cycle 407-4: softv are popular, 389-4(05 web-ba 'Cd.40S !:,} Subject Index _._ ._==-=== Polaris missile program, 230 Popper, Karl, 535 Postcompletion project review, 425-426 Postcompletion project summary, 143,163,425-426 for risk identification, 309-310 Postinstallation system review, 143, 426-427 Postmortem, project, 146,425-426 Power, managerial, 483-484, 486 Precedence, 193-194 Precedence diagraming method (SeePDM) P~ecessors, 195 ilTunediate, 195-196, 199,201,205 redundant, 201, 203 Preliminary design review, 416 Price, project, 563, 564-568 Primavera, 390 (illus.), 398-399,401-402 Priority resource 247 ris~,318-319 scheduling, heuristics for, 251-252 team members', 414 Probabilistic analysis in GERT, 254-258 in PERT, 232-234 simulation for, 235-236 Probability dis tribu'tion beta, 231-233,238 normal, 233-234 vs.likelihood,338 of output, 254-255 of target completion date, 232-233 Problem formulation L'1 project feasibility 105 in systems analysis, 71 Process svstern, 56 Process design, 560 Process differentiation, 437 Process flow diagram 25 schematic (illus.), 10-1 Procrastination, work, 351 Proctor & Gamble Corp., 463 Procurement management, 97 Prod ucer motion picture, 488 Product development (See also Systems development) conflict during, 521 interaction design, 135-136 organization at Microsoft, 4-19 projects examples, 8,36-37, 145 Qffi use at Chrvsler, 469470 Product differenti~tion,437 Prc.c uct managemen t 35 Product readiness review, 416 Production capabilitv,560 panrung for, 137-138 Productionvbuild in systems development,138-141 Production/fabrication, 75, 92 Productivity software, 4::>6-407 Subject Index Profit and billing, 18 Program examples,33,42-45 (iIlus.),33 vs project, 50 in systems development cycle, 90 Program evaluation and review technique (See PERn Program management, 32-33 examples, 42-45 Program manager, 45 reports, 420 Program office, 451 Project (See also individual subjects, e.g.: Project accountant; Project audit; etc.) antiquity, examples, 1-3,24-25 authority, sources of, 484-486 (illus.): 485 budget (See Budgets) characteristics, 4, 22 contingency amount, 279 duration, 205-207, 220-221 reducing, 238-240 shortest, 240-242 evaluation, 414-415 examples, familiar, 4-9, 30-31, 36-45 extensions, 424 failure, 535-542 force-field analysis, 548-550 (illus.),549 functional managers and leaders, 493-494 internal conflict, 518-519 meeting room, 419 vs nonprojects, 5, 7, 25 postcompletion review, 426427 review meetings, 415-419 risky, 307 success, 542-548 summarv evaluation, 424-427 systems nature of, ignoring, 539 termination, 420-424 typology of tillus t Project accountant, 269, 493 Project audit, 417-418 Project center, 4-13 Project champion, 495-496 Project charter, 160 Project close-out (See Termination) Project trol change control, 371-375 and contracts, 375-376 emphasis, 349-356 failure, source of, 541 forecasting to-complete, 365-369 index monitoring, 369-370 internal vs external, 342 performance analysis, 356-365 PERT ICost systems for, 343-34-1 problems with, 376-377 process, 345-349 subsystem, 63 success, factor in, 547 variance limits, 370-371 Project controller, 492 Project coordinator, 26, 442, 493 Project cost direct, 238-:!42 indirect, 24:!-243 optimum, 243 overhead,2S2-283,433-345 Project cost accounting system (P~)284-286,420 (illus.),285 and cost accounts, 286-287, ~ Project contracting (~ Contracting) Project engineer, 491-492 Project expediter, 26, 440-441 Project feasibility (S~ Feasibility) Project form, selection of, 447-449 (ilIus.),448 Project goals: time, cost, technical performance,S, 10,88 (illus.), 10 Project initiation, 91, 95-96 Project initiation, proposal, and authorization process, 115 (illus.), 115 Project integrators, 439 Project life cycle, 87, 90 conflict, sources within, 519-520 (illus.),519 managing, 88-89 p~rrs applications during, 407-409 (illus.), 408 risk during, 307-3('8 Project management in aircraft development, example, 542 applicability of, 27-29 in auditing, example, 40-41 commercial and for-profit, 35 as a cornmon approach, 29 computer-based applications, 386-389 (See Usa PMIS) in disaster recovery, example, 47-48 environments of, 35-36 ethical conduct in, 551 failure, causes of, 537-542 (illus.),537 features of, 11-12,21-24 forms of, 31-34 in fundraising, example, 42 getting started, 551 government and nonprofit, 35 history, 24-26 in industrial settings 36-40 in management consulting, example, 41-42 in manufacturing, example, 39-40 mill tary, 35-36 misuse of techniques, 539 need for, 7-9 philosophy, 12-13 in R&D, example 39 40 as risk management, 33-326 in service sector, example, 4()- 42 in small projects, example, 40 so fr are, 25 (See also P\-flS) success, causes of, 543-548 (illus.),543 599 _ •" _ ,~, _ ,J.I! in S}"'Stems development cycle, 92 Project management (cont.) '"'S traditional management, 21-24 vertical-horizontal integration in, 11-12 (illus.), 12 web-based, 405-407 Project Management Forum, 411 Project management information system (See PMIS) Project Management Institute, 411 Project Management Software Survey,411 Project management system, 11-12, 63-64 elements,l77 example, 59-62 Project manager, 11, 22, 31 authority, sources of, 483-486 (illus.),483 competency and orientation, 481-482,488 controlling design, 136 137 design stage, role in, 135 first appearance, 26 in government, 42-45 integrator role, 441, 446 job responsibilities, 481 (illus.),497 leadership of, 504-507 in matrix projects, 445-446 personal characteristics, 486-487 project failure, source of, 538-539 project success, factor in, 545, 547 proposal preparation, role in, 106 in pure projects, 443 reports to, 420 review meetings, role in, 416 role, 478-480 examples, 36-45 moving into, 490 ways of filling, 490-491 selection, recruiting, 488 skills 487-488 termination, responsibilities during, 422-423 training, 489-490 rvpes of 2&-27 Project master plan, 92, 160, 161-163 contents, 129, 161-163 exar.tple,570-590 preparing example, 162-163 ::'l-::e items, 423 P:-:'lt:C~ net worth, 299 P:-'Ult.'-ct office 419, 450-452 i:;:;"_~ l, 4~) t.'\ l:7'!ple.36 :;'t ·;:-.~rs in, 491 193 ::: 5) 493 P~'I(.'\.~ crg.lr' lZations (see also Organiza tioris) ::' ?~:-'.n:r:g process, lW ')~r'.x't· ;,re or 173, 1::7 ',', 3:5 mte-;;:-.ltir.g with 173 :::;"j ), 17-1 p~",,-"'(~ ?,-,~t)~.nce t See p ~~or:r lnce) 600 _ Q Project planning charts, 179-184 fundamentals, 159-188 for implementation, 140-141 Quality ofconiormance,13O control, 349 defects, 131 plan, 130 and requirements, 88 risk factor, 309 tests, 139 Quality assurance supervisor, 493 Quality circle, 415-416 Quality function deployment (QFD); 128,192,458,463-470 Quality improvement team, 351 Quality management plan, 349 p~,example,409-410 process, 128-129, for production, 137-138 project failure, source of, 540 project success, factor in, 546-547 with QFD, 466-470 and scheduling, 179-184 steps, 160 tools, 163-164 Project organizations (See also Organizations) coordinators and expeditors, 440-442 integration, 438-439 liaisons, task forces, teams, 439-442,449 matrix, 444-447,448-449 project oBnce, 45Q-452 pure project, 442-444, 446-449 requirements, 438 selecting a form, 447-449 Project proposal (See Proposal) Project release, 346 Project risk (See Risk) Project schedule, 177 (See also Scheduling) master, 178 in planning process, 160 task, 178-179 Project Scheduler, 390 R Rapid prototyping, 126 software development example, 12&-128 Rasputin, 484 Rating methods, proposal, 109-111 Recycling program, example of systems analysis, n-73 Redetermination, contract, 564-565 Reduction of risk, 320-323 Referent power, 483 Regret table, 331-332 (illus.),332 Relocation project, examples, 30-31, 146-147 Reports evaluation, 414-415 problem failure, 418-419 project summary, 426 status, 419-420 Request for proposal (See RFP) Requirements, 55, 105 changes in, 271 definition steps and difficulties, 122 functional, 124 operational, 557, 558 perfonnance,l25 priority level, 122 vs project objectives, 124-125 in project plan, 129 QFD treatment of, 466 469 user, 121-124, 126, 130 Research and development (R&D) project, example, 38-39 Reserve budget, 270, 354 schedule, 217 Resource management, 387 Resource planning constrained, 248-252 loading and leveling, 2~248 (illus.), 246, 247 Resources adequate, 547 constrained, 59, 541 effect on scheduling, 24-1-253 in systems analysis, 70 (illus.),393 Project sccpe of work (See scope of work) Project summary (See Postcompletion project summary) Project system, vs global system, 59-62 Project teams, 11, 31,92 (See also Teams) building new, 513-515 effective, 508-510 groups comprising, 507-508 improving, 510-513 roles in, 491-494 (See also Team) Project viewpoint of management, 21-23 Proposal, project, 91,98, 112 (See also RFP) contents (illus.), 108 as contract, 107 preparation of, 97, 106-108 for project extensions, 42'1 vs project master plan, 161, 162 selection of, 109-111 unsolicited,102 Proto~, 126,322,339,559, 56D,562 Punch list 423 Pure project, 26 manager, 2&-27 orgarUzation, 442-444,448 tillus.v, 4-B Subject Index Responsibilities members of project team, 491-494 project manager, 481 Responsibility matrix, 163, 175-176 (iIIus.), 175, 176 Review meetings, 416 419 Reviews critical, 156 postcompletion project, 425-426 preliminary, 156 RFP, %, 98-102, IOfrl07, 109 contents (illus.), 98 example, 99-101 project extensions, 424 scope statement in, 164-165 Rich, Ben, 485-486 Risk (See also individual topics, e.g.: Risk checklist; Risk cost; etc.) analysis methods, 327-332 assessment, 312-319 concepts, 307, 31(r.317 consequence, 31(r.317, 318, 325, 327-329 consequence rating, 31(r.317 of failure, 307, 314-315 identification techniques, 307-312 impact, 315-316, 318, 325 likelihood, 307, 312-315, 318, 325,338 of opportunity, 307 priority, 318-319 SOUIces, 308-309, 310 symptoms, 312 tolerance, 307 Risk checklist, 310, 312-313 Risk cost, 328-329 Risk officer, 324 Risk management, 307 (See also Risk) caveats, 325-326 principles, 321-326 response planning, 319-323 Risk profile, 324 Risk reserve, 324 (See also Budget reserve; Schedule buffer or reserve; Tune buffer) Risk time, 327-328 Role ambiguity, 526 Role clarification technique, 523-524 Role conflict 526 Roles outside the project team, 494-496 project manager, 47&-180, 49D-!91 project team, 491-t94 relationships among, 496 fillus.),497 Roval Air Force, 60-61 RO~'al Navy 60 s Schedule analvsis, 35(r.359 calendar, 213-215 control, 350-356 cost, 293-300 Subject Index network, 208-212 variance, 358 Schedule buffer or reserve, 217, 270, 3S4 (See also Tune buffer) Schedule performance index, 360-361,369-370 Scheduling, 177-179 (See alsoCPM; Gantt chart; POM; PERn with constrained resources, 244-253 late effect on risk and net worth, 299 with PMISs, 387 project failure, source of, 541 Scope of work, project, 270 definition, 164 in planning, 160 from requirements, 123 statement, 164-165 Security, information, 406 Selection process, proposal, 109-111 Sensitivity analysis, 69 Side items, 137, 423 Simulation, 332 of completion times, 235-236 in GERT, 255, 257 Situational leadership, 505 Skunk Works, 462, 485 (Seealso Lockheed) Slack free, 211 in POM, 220 total, 209-210, 212 Social support, 527-528 Socio-technical systems, 62 Softv r are Prvft 389-!O5 group productivity, 406-407 Software development, example, 145-146 Space station (See International Space Station) Specifications baseline, 126 design,132 system, 126 389,390,400 SR-71 aircraft, 476 Stakeholder, project, 91, 496 risk tolerance, 307 Stand-alone project, 443-444 Standards for cost estimating, 278-2 ~ Statement of work contract, 114-115 example, 99 proposal, 106, 108: RFP,98 work package, 171 Statue of Libertv, 30, 509-510 Status date, Ga~tt chart (illus.), 181 Stealth fighter, 325, 462 Stone Mountain, 480 Strategy, in uncertainty, 330-332 Stress factors influencing, 525 management of, 526-528 sources, project, 525-526 SQL Structure, organization (Seealso Organization) formal, 434-436 formal vs informal, -l22 system, 55-56 (illus.), 55, 62 Study project, 14, 15 Subcontracting, 112-113 Subsystems, 53 environmental.Sv functional, 62 management, 63064 Success,proj~~,542-543 Summary evaluation, project, 424 427 Support system, 555, 559 Sybase,4OO Sydney Opera House, 33(r.337 System (Seealso individual topics, ~.g.: System architecture; System concept; etc.) configuration, 558-559 failure, 535 integration, 57 (SeeaL'O Integration) life cycle, 68, 88-89,360-562 mau{tenance, 143-144 natural vs human-made, 57 objectives of, 124-125, 126, 129 open, 58, 414 open vs closed, 57 operating, 555, 558 organizations as, 58-59 (illus.),59 partitioning, 74-75 principles, 52-57 sp€~§$ and Technol()QY .,.' Second Edition .John Mlli Nicholas Loyola University, Chicago rehenslve text covers all the qualitative and quantitative aspects of project ent with a practical treatment of many • engineering and managerial issues It mples from a wide variety of business' and technology projects to develop an In 'not onlyJor the management aspect of projects-planning, scheduling, , and control-but for the human and organizational issues as well Besides, the ructured around a single framework of project management called the Systems ent Cycle which serves as a general scheme for illustrating commonalities and :5 between enqineerinq and nonengineering projects 31 new material, including current examples and case studies, has been :ed to impart contemporary relevance, making this a practical and~lDteresting ooth students and project managers ;:~?!f r ¥ ,_ ,', EATURES iqe of many important front-end topics such as preparation of proposals, project ves, specifications, and more ed discussion on' various methods of cost estimating sses multiple aspects of project control: scope, quality, schedule, performance, 1ange control 3ge of models and practices for assessing and managing project risk stive discussion on current software applications and Web-based project ' jernent, f-chapter case studies anion CD-ROM provides the Student version of Microsoft Project 2000 ISBN ore about iall of India products, it us at www.phindia.com ).00 81-203-21~~-O II II 718 I 12 ...DUE DATE OCT 2008 HD 69 Projec~ Management for business and tec~~ology: prine Project Management for Business and Technology Principles and Practice 2ND John ~I EDITION Nicholas Prentice... Everyday Business 2.6 Different Forms of Project Management 31 2.7 Project Environments 35 2.8 Project Management in Industrial Settings 36 2.9 Project Management in the Service Sector 40 2.10 Project. .. Project Failure, Success, and Lessons Learned 534 17.1 17.2 535 Project Failure Project Management Causes of Project Failure 17.3 17.-1 17.5 Project Success 542 Project Management Causes of Project