Meredith, Jack R., Jr., Mantel, Samuel J., Shafer, Scott M. 　著

目次

CHAPTER 1 Projects in Contemporary Organizations 1 1.1 The Definition of a “Project” 1 1.2 Why Project Management? 7 1.3 The Project Life Cycle 14 1.4 The Structure of this Text 19 PROJECT MANAGEMENT IN PRACTICE A Unique Method for Traveler–Tracking at Copenhagen Airport 5 Turning London’s Waste Dump into the 2012 Olympics Stadium 17 PART I: PROJECT INITIATION 26 CHAPTER 2 Strategic Management and Project Selection 27 2.1 Project Management Maturity 29 2.2 Project Selection Criteria and Models 30 2.3 Types of Project Selection Models 33 2.4 Risk Considerations in Project Selection 50 2.5 Project Portfolio Management (PPM) 51 2.6 Project Bids and RFPs (Requests for Proposals) 60 PROJECT MANAGEMENT IN PRACTICE Taipei 101: Refitted as World’s Tallest Sustainable Building 36 Virtual Project Team Strategy 48 CASE: Pan–Europa Foods S.A. 69 CHAPTER 3 The Project Manager 77 3.1 Project Management and the Project Manager 79 3.2 Special Demands on the Project Manager 83 3.3 Attributes of Effective Project Managers 92 3.4 Problems of Cultural Differences 99 PROJECT MANAGEMENT IN PRACTICE Channel Tunnel 90 Why Project Managers Need to Have Local Knowledge 98 CASE: Nord Stream and the Danish Fishermen 108 Chapter 3 Appendix: Primer on Effective Time Management (online) CHAPTER 4 Managing Conflict and the Art of Negotiation 111 4.1 Identifying and Analyzing Stakeholders 113 4.2 Conflict and the Project Life Cycle 114 4.3 Dealing with Conflict 120 4.4 The Nature of Negotiation 121 4.5 Partnering, Chartering, and Scope Change 122 4.6 Some Requirements and Principles of Negotiation 126 PROJECT MANAGEMENT IN PRACTICE A Consensus Feasibility Study for Montreal’s Archipel Dam 120 Project Assessment and Recovery 128 CASE: ‘Gel for Well’: A Case of LBTZ AGRI Bank Pvt Ltd. 133 CHAPTER 5 The Project in the Organizational Structure 135 5.1 Projects in a Functional Organization 137 5.2 Projects in a Projectized Organization 140 5.3 Projects in a Matrixed Organization 142 5.4 Projects in Composite Organizational Structures 147 5.5 Selecting a Project Form 148 5.6 The Project Management Office (PMO) 150 5.7 The Project Team 155 5.8 Human Factors and the Project Team 158 PROJECT MANAGEMENT IN PRACTICE Managing Risk in a Competitive Market 140 South African Repair Success through Teamwork 159 CASE: Dizplaze 168 PART II: PROJECT PLANNING 171 CHAPTER 6 Project Activity and Risk Planning 172 6.1 Initial Project Coordination and the Project Charter 174 6.2 The WBS: A Key Element of the Project Plan 183 6.3 Human Resources: The RACI Matrix and Agile Projects 192 6.4 Interface Coordination through Integration Management 196 6.5 Project Risk Management 198 PROJECT MANAGEMENT IN PRACTICE Timetable Scheduling and Operational Plan Generation for London Underground 177 Disaster Project Planning in Iceland 195 Trying to Install a Wind Farm in the Middle of the North Sea 197 CASE: Caprico 217 CHAPTER 7 Budgeting: Estimating Costs and Risks 224 7.1 Estimating Project Budgets 225 7.2 Improving the Process of Cost Estimating 237 7.3 Risk Estimation 245 PROJECT MANAGEMENT IN PRACTICE Øresund Bridge: Seeing Projects Through Different Lenses 228 Simulating the Failure of California’s Levees 246 CASE: Gujarat Auto 260 CHAPTER 8 Scheduling 264 8.1 Background 264 8.2 Network Techniques: PERT and CPM 266 8.3 Risk Analysis using Simulation with Crystal BallðD 293 8.4 Using these Tools 303 PROJECT MANAGEMENT IN PRACTICE Production Scheduling 265 Rapid Project Deployment at Kineo 302 CASE: Topline Arena 314 CHAPTER 9 Resource Allocation 316 9.1 Critical Path Method—Crashing a Project 316 9.2 The Resource Allocation Problem 324 9.3 Resource Loading 327 9.4 Resource Leveling 329 9.5 Constrained Resource Scheduling 335 9.6 Multiproject Scheduling and Resource Allocation 339 9.7 Goldratt’s Critical Chain 343 PROJECT MANAGEMENT IN PRACTICE Expediting Los Angeles Freeway Repairs after the Earthquake 317 Thirty Days to Rescue 325 CASE: D. U. Singer Hospital Products Corp. 355 PART III: PROJECT EXECUTION 358 CHAPTER 10 Monitoring and Information Systems 359 10.1 The Planning–Monitoring–Controlling Cycle 360 10.2 Information Needs and Reporting 367 10.3 Earned Value Analysis 372 10.4 Computerized PMIS (Project Management Information Systems) 384 PROJECT MANAGEMENT IN PRACTICE Tracking Scope Creep: A Project Manager Responds 361 Earned Value at CERN 383 CASE: Kroon Chemische Fabriek 392 CHAPTER 11 Project Control 396 11.1 The Fundamental Purposes of Control 398 11.2 Three Types of Control Processes 400 11.3 The Design of Control Systems 408 11.4 Control of Change and Scope Creep 415 11.5 Control: A Primary Function of Management 418 PROJECT MANAGEMENT IN PRACTICE Delhi Metro 400 Schedule and Cost Control for Australia's New Parliament House 411 CASE: Peerless Laser Processors 427 CHAPTER 12 Project Auditing 431 12.1 Purposes of Evaluation—Goals of the System 431 12.2 The Project Audit 435 12.3 The Project Audit Life Cycle 440 12.4 Some Essentials of an Audit/Evaluation 443 12.5 Measurement 446 PROJECT MANAGEMENT IN PRACTICE Management of the Typhoon Project 441 CASE: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 451 CHAPTER 13 Project Termination 454 13.1 The Varieties of Project Termination 454 13.2 When to Terminate a Project 458 13.3 The Termination Process 463 13.4 The Final Report—A Project History 469 13.5 Afterword 471 PROJECT MANAGEMENT IN PRACTICE Project Termination Practices in Indian Industry 457 Pulling the Plug: Projects in a Risky World 459 Author Index 477 Subject Index 481 Please visit http://www.wiley.com/college/meredith for Appendices. Appendix A: Probability and Statistics (online) Appendix B: Answers to Even–Numbered Problems (online) Appendix C: Technological Forecasting (online) Appendix D: Creativity and Idea Generation (online)