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Useful in both the classroom and industry, this text covers the complete life cycle of project management, from initial conception of a project to its termination. Managerially oriented, it presents a solid conceptual framework using illustrations with real-life examples from industry and general society. Included are actual techniques and forms.

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• 1 Projects in Contemporary Organizations(p. 1)
• 1.1 The Definition of a "Project"(p. 8)
• 1.2 Why Project Management?(p. 12)
• 1.3 The Project Life Cycle(p. 14)
• 1.4 The Structure of This Text(p. 19)
• Project Management in Practice: Implementing Strategy Through Projects at Blue Cross/Blue Shield(p. 8)
• Project Management in Practice: The Olympic Torch Relay Project(p. 11)
• Project Management in Practice: Demolishing San Francisco's Bridges Safely(p. 18)
• Directed Reading: Lessons for an Accidental Profession(p. 25)
• Part I Project Initiation
• 2 Project Selection(p. 39)
• 2.1 Criteria for Project Selection Models(p. 40)
• 2.2 The Nature of Project Selection Models(p. 42)
• 2.3 Types of Project Selection Models(p. 45)
• 2.4 Analysis Under Uncertainty--The Management of Risk(p. 62)
• 2.5 Comments on the Information Base for Selection(p. 66)
• 2.6 Project Proposals(p. 68)
• Project Management in Practice: Project Selection for Spent Nuclear Fuel Cleanup(p. 52)
• Project Management in Practice: Selecting a Composting Project at Larry's Markets(p. 61)
• Project Management in Practice: The Military Mobile Communication System--A Procurement Innovation(p. 71)
• Directed Reading: Automotive Builders, Inc.: The Stanhope Project(p. 79)
• 3 The Project Manager(p. 85)
• 3.1 Project Management and the Project Manager(p. 87)
• 3.2 Special Demands on the Project Manager(p. 95)
• 3.3 Selecting the Project Manager(p. 107)
• 3.4 Problems of Cultural Differences(p. 112)
• 3.5 Impact of Institutional Environments(p. 117)
• 3.6 Multicultural Communications and Managerial Behavior(p. 124)
• Project Management in Practice: The Project Management Career Path at ATandT(p. 93)
• Project Management in Practice: The Wreckmaster at a New York Subway Accident(p. 104)
• Project Management in Practice: Success at Energo by Integrating Two Diverse Cultures(p. 116)
• Project Management in Practice: Project Management in Brazil During Unstable Times(p. 121)
• Directed Reading: What It Takes to Be A Good Project Manager(p. 134)
• 4 Project Organization(p. 139)
• 4.1 The Project as Part of the Functional Organization(p. 141)
• 4.2 Pure Project Organization(p. 145)
• 4.3 The Matrix Organization(p. 147)
• 4.4 Mixed Organizational Systems(p. 152)
• 4.5 Choosing an Organizational Form(p. 154)
• 4.6 The Project Team(p. 160)
• 4.7 Human Factors and the Project Team(p. 163)
• Project Management in Practice: Reorganizing for Project Management at Prevost Car(p. 144)
• Project Management in Practice: Converting to Project Management in Government Agencies(p. 159)
• Project Management in Practice: South African Repair Success through Teamwork(p. 168)
• Directed Reading: The Virtual Project: Managing Tomorrow's Team Today(p. 175)
• 5 Project Planning(p. 182)
• 5.1 Initial Project Coordination(p. 184)
• 5.2 Systems Integration(p. 192)
• 5.3 Sorting Out the Project(p. 193)
• 5.4 The Work Breakdown Structure and Linear Responsibility Charts(p. 203)
• 5.5 Interface Coordination through Integration Management(p. 209)
• Project Management in Practice: Extensive Project Planning for Kodak's New Photographic System(p. 190)
• Project Management in Practice: Disaster Project Planning in Iceland(p. 202)
• Directed Reading: Planning for Crisis in Project Management(p. 217)
• 6 Conflict and Negotiation(p. 226)
• 6.1 The Nature of Negotiation(p. 229)
• 6.2 Partnering, Chartering, and Change(p. 230)
• 6.3 Conflict and the Project Life Cycle(p. 234)
• 6.4 Some Requirements and Principles of Negotiation(p. 243)
• 6.5 Negotiation in Action--The Quad Sensor Project(p. 246)
• Project Management in Practice: Selling New Area Codes to Consumers Who Don't Want Them(p. 228)
• Project Management in Practice: A Consensus Feasibility Study for Montreal's Archipel Dam(p. 242)
• Directed Reading: Methods of Resolving Interpersonal Conflict(p. 252)
• Part II Project Implementation
• 7 Budgeting and Cost Estimation(p. 261)
• 7.1 Estimating Project Budgets(p. 264)
• 7.2 Improving the Process of Cost Estimation(p. 276)
• Project Management in Practice: Pathfinder Mission to Mars--on a Shoestring(p. 263)
• Project Management in Practice: Completing the Limerick Nuclear Facility Under Budget(p. 274)
• Project Management in practice: Managing Costs at Massachusetts' Neighborhood Health Plan(p. 290)
• Directed Reading: Three Perceptions of Project Cost(p. 295)
• 8 Scheduling(p. 302)
• 8.1 Background(p. 302)
• 8.2 Network Techniques: PERT and CPM(p. 307)
• 8.3 Gantt Charts(p. 332)
• 8.4 Extensions and Applications(p. 339)
• Project Management in Practice: Replacing the Atigun Section of the Trans Alaska Pipeline(p. 304)
• Project Management in Practice: Hosting the Annual Project Management Institute Symposium(p. 336)
• Directed Reading: The Sharon Construction Corporation(p. 359)
• 9 Resource Allocation(p. 361)
• 9.1 Critical Path Method--Crashing a Project(p. 363)
• 9.2 The Resource Allocation Problem(p. 371)
• 9.3 Resource Loading(p. 372)
• 9.4 Resource Leveling(p. 375)
• 9.5 Constrained Resource Scheduling(p. 378)
• 9.6 Multiproject Scheduling and Resource Allocation(p. 388)
• Project Management in Practice: Expediting Los Angeles Freeway Repairs After the Earthquake(p. 362)
• Project Management in Practice: Benefits of Resource Constraining at Pennsylvania Electric(p. 387)
• Project Management in Practice: Minnesota DOT Ties Projects to Resources and Constraints(p. 399)
• Directed Reading: D. U. Singer Hospital Products Corp.(p. 407)
• 10 Monitoring and Information Systems(p. 410)
• 10.1 The Planning-Monitoring-Controlling Cycle(p. 412)
• 10.2 Information Needs and the Reporting Process(p. 422)
• 10.3 Computerized PMIS (Project Management Information Systems)(p. 437)
• Project Management in Practice: Using Project Management Software to Schedule the Olympic Games(p. 411)
• Project Management in Practice: Tracking Scope Creep: A Project Manager Responds(p. 421)
• Project Management in Practice: Success Through Earned Value at Texas Instruments(p. 433)
• Directed Reading: Survey of Project Management Tools(p. 453)
• 11 Project Control(p. 462)
• 11.1 The Fundamental Purposes of Control(p. 464)
• 11.2 Three Types of Control Processes(p. 468)
• 11.3 Comments on the Design of Control Systems(p. 476)
• 11.4 Control as a Function of Management(p. 482)
• 11.5 Balance in a Control System(p. 487)
• 11.6 Control of Creative Activities(p. 490)
• 11.7 Control of Change and Scope Creep(p. 491)
• Project Management in Practice: Extensive Controls for San Francisco's Metro Turnback Project(p. 466)
• Project Management in Practice: Schedule and Cost Control for Australia's New Parliament House(p. 483)
• Project Management in Practice: Better Control of Development Projects at Johnson Controls(p. 494)
• Directed Reading: Controlling Projects According to Plan(p. 500)
• Part III Project Termination
• 12 Project Auditing(p. 511)
• 12.1 Purposes of Evaluation--Goals of the System(p. 512)
• 12.2 The Project Audit(p. 515)
• 12.3 Construction and Use of the Audit Report(p. 519)
• 12.4 The Project Audit Life Cycle(p. 523)
• 12.5 Some Essentials of an Audit/Evaluation(p. 525)
• 12.6 Measurement(p. 528)
• Project Management in Practice: Lessons from Auditing 110 Client/Server and Open Systems Projects(p. 515)
• Project Management in Practice: Auditing a Troubled Project at Atlantic States Chemical Laboratories(p. 522)
• Directed Reading: Post-Project Appraisals Pay(p. 534)
• 13 Project Termination(p. 539)
• 13.1 The Varieties of Project Termination(p. 540)
• 13.2 When to Terminate a Project(p. 545)
• 13.3 The Termination Process(p. 551)
• 13.4 The Final Report--A Project History(p. 557)
• Project Management in Practice: Nucor's Approach to Termination by Addition(p. 542)
• Project Management in Practice: Terminating the Superconducting Super Collider Project(p. 550)
• Directed Reading: Knowing When to Pull the Plug(p. 563)
• Epilogue(p. 571)
• On the Need for a Universal Information System(p. 572)
• On the Need for Conflict Resolution in Matix Management(p. 573)
• On the Need for New Methods of Rewarding Excellence(p. 574)
• Appendix A Area Under the Normal Distribution(p. 575)
• Appendix B Probability and Statistics(p. 577)
• B.1 Probability(p. 577)
• B.2 Event Relationships and Probability Laws(p. 578)
• B.3 Statistics(p. 581)
• Appendix C Answers to the Even-Numbered Problems(p. 588)
• Photo Credits(p. 593)
• Author Index(p. 595)
• Subject Index(p. 605)