After reading chapter-15 from the attached textbook answer the below question. Answer should be in own words and strictly no plagiarism. Total 3 pages assignment.

After reading chapter-15 from the attached textbook answer the below question. Answer should be in own words and strictly no plagiarism. Total 3 pages assignment.

 Give two examples of why a project might be terminated early for cause and two examples of why a project might be terminated early for convenience. 

Contemporary Project Management

Timothy J. Kloppenborg •

Vittal Anantatmula •

Kathryn N. Wells

F O U R T H E D I T I O N

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203

MS Project 2016 Instructions in Contemporary Project Management 4e

Chapter MS Project

3 MS Project 2016 Introduction

Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector

Setting Up Your First Project

Auto schedule, start date, identifying information, summary row

Create Milestone Schedule

Key milestones, zero duration, must finish on, information

7 Set Up a Work Breakdown Structure (WBS)

Understand the WBS definitions and displays

Enter WBS Elements (tasks), Create the outline,

Insert WBS Code Identifier column, Hide or show subtasks detail

8 Using MS Project for Critical Path Schedules

Set Up the Project Schedule

Set or update the project start date, Define organization’s working and nonworking time

Build the Network Diagram and Identify the Critical Path

Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view

Display and Print Schedules

9 Define Resources

Resource views, max units, resource calendars

Assigning Resources

Basic assignment, modify an assignment

Identify Overallocated Resources

Resource usage and Detailed Gantt views together

Overallocated Resources

Finding overallocated resources, dealing with overallocations

Crashing a Critical Path Activity

10 Develop Bottom-up Project Budget

Assignment costs, task costs, various cost perspectives

Develop Summary Project Budget

12 Baseline the Project Plan

First time baseline, subsequent baselines, viewing variances

14 Using MS Project to Monitor and Control Projects

What Makes a Schedule Useful?

How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when)

Steps to Update the Project Schedule

Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates

15 Close Project

Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42

PMBOK® Guide, 6th ed. Coverage

Knowledge Areas

Initiating Process Group Planning Process Group

Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group

Project Integration Management

Develop Project Charter 60–79

Develop Project Management Plan 409–410

Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508

Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463

Close Project or Phase 503, 508–511

Project Scope Management

Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229

Validate Scope 500–501 Control Scope 475–476

Project Schedule Management

Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267

Control Schedule 476–480

Project Cost Management

Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344

Control Costs 345, 476–480

Project Quality Management

Plan Quality Management 401–404 Manage Quality 404–406, 469–474

Control Quality 406–409, 469–474

Project Resources Management

Plan Resource Management 290–295 Estimate Activity Resources 290

Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161

Control Resources 476

Project Com- munications Management

Plan Communications Management 188–192

Manage Communications 193–199, 465–467

Monitor Communications 467–468

Project Risk Management

Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377

Implement Risk Responses 464–465

Monitor Risks 463–464

Project Procurement Management

Plan Procurement Management 431–433, 438–441

Conduct Procurements 434–438

Control Procurments 441

Project Stake- holder Management

Identify Stakehold- ers 75–77, 178–184

Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188

Monitor Stakeholder Engagement 188

Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square, PA: Project Management Institute, Inc., 2017): 31.

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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Contemporary Project Management ORGANIZE LEAD PLAN PERFORM

FOURTH EDITION

TIMOTHY J. KLOPPENBORG Xavier University

VITTAL ANANTATMULA Western Carolina University

KATHRYN N. WELLS Keller Williams Real Estate

Australia • Brazil • Mexico • Singapore • United Kingdom • United States

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This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest.

Important Notice: Media content referenced within the product description or the product text may not be available in the eBook version.

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Contemporary Project Management, Fourth Edition

Timothy J. Kloppenborg

2019 2015

Cengage Learning Customer & Sales Support, 1-800-354-9706

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permissionrequest@cengage.com

2017947974

978 1 337 40645 1

Cengage Learning 20

02210

40 125

www.cengage.com.

www.cengage.com

www.cengagebrain.com

Printed in the United States of America Print Number: 01 Print Year: 2017

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MS Project 2016 Instructions in Contemporary Project Management 4e

Chapter MS Project

3 MS Project 2016 Introduction

Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector

Setting Up Your First Project

Auto schedule, start date, identifying information, summary row

Create Milestone Schedule

Key milestones, zero duration, must finish on, information

7 Set Up a Work Breakdown Structure (WBS)

Understand the WBS definitions and displays

Enter WBS Elements (tasks), Create the outline,

Insert WBS Code Identifier column, Hide or show subtasks detail

8 Using MS Project for Critical Path Schedules

Set Up the Project Schedule

Set or update the project start date, Define organization’s working and nonworking time

Build the Network Diagram and Identify the Critical Path

Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view

Display and Print Schedules

9 Define Resources

Resource views, max units, resource calendars

Assigning Resources

Basic assignment, modify an assignment

Identify Overallocated Resources

Resource usage and Detailed Gantt views together

Overallocated Resources

Finding overallocated resources, dealing with overallocations

Crashing a Critical Path Activity

10 Develop Bottom-up Project Budget

Assignment costs, task costs, various cost perspectives

Develop Summary Project Budget

12 Baseline the Project Plan

First time baseline, subsequent baselines, viewing variances

14 Using MS Project to Monitor and Control Projects

What Makes a Schedule Useful?

How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when)

Steps to Update the Project Schedule

Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates

15 Close Project

Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203

PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42

PMBOK® Guide, 6th ed. Coverage

Knowledge Areas

Initiating Process Group Planning Process Group

Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group

Project Integration Management

Develop Project Charter 60–79

Develop Project Management Plan 409–410

Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508

Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463

Close Project or Phase 503, 508–511

Project Scope Management

Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229

Validate Scope 500–501 Control Scope 475–476

Project Schedule Management

Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267

Control Schedule 476–480

Project Cost Management

Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344

Control Costs 345, 476–480

Project Quality Management

Plan Quality Management 401–404 Manage Quality 404–406, 469–474

Control Quality 406–409, 469–474

Project Resources Management

Plan Resource Management 290–295 Estimate Activity Resources 290

Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161

Control Resources 476

Project Com- munications Management

Plan Communications Management 188–192

Manage Communications 193–199, 465–467

Monitor Communications 467–468

Project Risk Management

Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377

Implement Risk Responses 464–465

Monitor Risks 463–464

Project Procurement Management

Plan Procurement Management 431–433, 438–441

Conduct Procurements 434–438

Control Procurments 441

Project Stake- holder Management

Identify Stakehold- ers 75–77, 178–184

Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188

Monitor Stakeholder Engagement 188

Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square, PA: Project Management Institute, Inc., 2017): 31.

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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Brief Contents

Preface xx About the Authors xxix

PART 1 Organizing Projects 1 Introduction to Project Management 2

2 Project Selection and Prioritization 32

3 Chartering Projects 60

PART 2 Leading Projects 4 Organizational Capability: Structure, Culture, and Roles 100

5 Leading and Managing Project Teams 136

6 Stakeholder Analysis and Communication Planning 176

PART 3 Planning Projects 7 Scope Planning 210

8 Scheduling Projects 244

9 Resourcing Projects 286

10 Budgeting Projects 328

11 Project Risk Planning 358

12 Project Quality Planning and Project Kickoff 386

PART 4 Performing Projects 13 Project Supply Chain Management 426

14 Determining Project Progress and Results 456

15 Finishing the Project and Realizing the Benefits 498

Appendix A PMP and CAPM Exam Prep Suggestions 522 Appendix B Agile Differences Covered 527 Appendix C Answers to Selected Exercises 532 Appendix D Project Deliverables 537 Appendix E Strengths Themes As Used in Project Management [Available Online]

Index 539

v Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

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Requirements Documents

13.1 Identify Stakeholders

Stakeholder

Register Stakeholder Engagement

Assessment Matrix

Integration

Scope

Schedule

Cost

Quality

Resources

Communication

Risk

Procurement

Stakeholders

12.1 Plan Procurement Management

11.1 Plan Risk

Management

10.1 Plan Communications

Management

9.1 Plan Resource

Management

8.1 Plan Quality

Management

7.1 Plan Cost

Management

6.1 Plan Schedule

Management

5.1 Plan Scope

Management

Duration

Estimates

Scope Statement

Activity List

Milestone List

Network

4.1 Develop Project Charter

Charter

Assumptions Log

Cost Baseline

Resource Requirements

RACI Team

Charter

Quality Mgt. Plan

Communications Matrix

Risk Register

Bid Documents Make or Buy

Analysis

6.5 Develop Schedule

Schedule Baseline

5.2 Collect Requirements

5.4 Create WBS

Scope

4.2 Develop Project Management Plan

Activities

9.2 Estimate Activity

Resources

11.2 Identify Risks

11.3 Perform Qualitative

Risk Analysis

11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk

Responses

13.2 Plan Stakeholders Engagement

6.4 Estimate activity

Durations

7.3 Determine Budget

7.2 Estimate Costs

6.3 Sequence Activities

1.2 Foundational Elements

2.4 Organizational Systems

3.4 Project Manager Competencies Selecting Projects

Project Customer Tradeoff Matrix

Life Cycle and Development Approach Elevator Pitch

Leader Roles and Responsibilities Project Selection and Prioritization Matrix Project Resource Assignment Matrix

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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11.6 Implement Risk Responses

13.3 Manage Stakeholder Engagement

13.4 Monitor Stakeholder Engagement

4.3 Direct and Manage Project Work

4.4 Manage Project Knowledge

Scope Baseline with WBS

Resource Histogram Project Crashing

Retrospectives

Closure Documents Customer Feedback Transition Plan

Scope Backlog

Burn Down/Up

Charts

Quality Reports

s Analysis

Realizing s

PM Plan Baselines Life Cycle and Development Approach 4.7 Close Project

or Phase

6.6 Control Schedule

Earned Value Analysis

7.4 Control Costs

5.6 Control Scope

5.5 Validate Scope

8.2 Manage Quality

9.3 Acquire Resources

9.4 Develop Team

9.6 Control Resources

9.5 Manage Team

8.3 Control Quality

Change Requests

10.2 Manage Communications

11.7 Monitor Risks

10.3 Monitor Communications

Team Assignments

Team Assessments

Agendas Minutes

Issues Log Meeting Evaluation Progress Report

12.2 Conduct Procurements

12.3 Control Procurements

Source Selection

Matrix

Lessons Learned Register

Quality Measurements

4.6 Perform Integrated

Change Control

4.5 Monitor and Control

Project Work

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Contents

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xx About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix

PART 1 Organizing Projects

CHAPTER 1 Introduction to Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.1 What Is a Project? 3

1.2 History of Project Management 5

1.3 How Can Project Work Be Described? 6 1.3a Projects versus Operations 6 / 1.3b Soft Skills and Hard Skills 7 / 1.3c Authority

and Responsibility 7 / 1.3d Project Life Cycle 7

1.4 Understanding Projects 10 1.4a Project Management Institute 10 / 1.4b Project Management Body of Knowledge

(PMBOK®) 10 / 1.4c The PMI Talent Triangle 11 / 1.4d Selecting and Prioritizing Projects 14 / 1.4e Project Goals and Constraints 14 / 1.4f Defining Project Success and Failure 15 / 1.4g Using Microsoft Project to Help Plan and Measure Projects 16 / 1.4h Types of Projects 16 / 1.4i Scalability of Project Tools 17

1.5 Project Roles 17 1.5a Project Executive-Level Roles 18 / 1.5b Project Management-Level Roles 19 /

1.5c Project Associate-Level Roles 20

1.6 Overview of the Book 20 1.6a Part 1: Organizing and Initiating Projects 20 / 1.6b Part 2: Leading Projects 21 /

1.6c Part 3: Planning Projects 21 / 1.6d Part 4: Performing Projects 23

PMP/CAPM Study Ideas 23

Summary 24

Key Terms Consistent with PMI Standards and Guides 24

Chapter Review Questions 25

Discussion Questions 25

PMBOK® Guide Questions 26 Integrated Example Projects 27

Suburban Homes Construction Project 27

Casa DE PAZ Development Project 28

Semester Project Instructions 28

Project Management in Action 29

References 30

Endnotes 31

viii Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

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CHAPTER 2 Project Selection and Prioritization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 2.1 Strategic Planning Process 33

2.1a Strategic Analysis 33 / 2.1b Guiding Principles 34 / 2.1c Strategic Objectives 36 / 2.1d Flow-Down Objectives 37

2.2 Portfolio Management 37 2.2a Portfolios 38 / 2.2b Programs 39 / 2.2c Projects and Subprojects 39 /

2.2d Assessing an Organization’s Ability to Perform Projects 42 / 2.2e Identifying Potential Projects 42 / 2.2f Using a Cost-Benefit Analysis Model to Select Projects 43 / 2.2g Using a Scoring Model to Select Projects 45 / 2.2h Prioritizing Projects 48 / 2.2i Resourcing Projects 48

2.3 Securing Projects 49 2.3a Identify Potential Project Opportunities 50 / 2.3b Determine Which Opportunities to

Pursue 50 / 2.3c Prepare and Submit a Project Proposal 51 / 2.3d Negotiate to Secure the Project 51

PMP/CAPM Study Ideas 52

Summary 52

Key Terms Consistent with PMI Standards and Guides 52

Chapter Review Questions 53

Discussion Questions 53

PMBOK® Guide Questions 53 Exercises 54

Integrated Example Projects 55

Casa DE PAZ Development Project 56

Semester Project Instructions 56

Project Management in Action 57

References 58

Endnotes 59

CHAPTER 3 Chartering Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 3.1 What Is a Project Charter? 62

3.2 Why Is a Project Charter Used? 63

3.3 When Is a Charter Needed? 64

3.4 Typical Elements in a Project Charter 65 3.4a Title 65 / 3.4b Scope Overview 65 / 3.4c Business Case 66 /

3.4d Background 66 / 3.4e Milestone Schedule with Acceptance Criteria 66 / 3.4f Risks, Assumptions, and Constraints 67 / 3.4g Resource Estimates 69 / 3.4h Stakeholder List 69 / 3.4i Team Operating Principles 69 / 3.4j Lessons Learned 70 / 3.4k Signatures and Commitment 70

3.5 Constructing a Project Charter 70 3.5a Scope Overview and Business Case Instructions 70 / 3.5b Background

Instructions 71 / 3.5c Milestone Schedule with Acceptance Criteria Instructions 72 / 3.5d Risks, Assumptions, and Constraints Instructions 75 / 3.5e Resources Needed Instructions 75 / 3.5f Stakeholder List Instructions 75 /

Contents ix

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3.5g Team Operating Principles Instructions 77 / 3.5h Lessons Learned Instructions 77 / 3.5i Signatures and Commitment Instructions 78

3.6 Ratifying the Project Charter 79

3.7 Starting a Project Using Microsoft Project 79 3.7a MS Project 2016 Introduction 80 / 3.7b Setting up Your First Project 81 /

3.7c Define Your Project 82 / 3.7d Create a Milestone Schedule 83

PMP/CAPM Study Ideas 88

Summary 88

Key Terms Consistent with PMI Standards and Guides 88

Chapter Review Questions 89

Discussion Questions 89

PMBOK® Guide Questions 89 Exercises 90

Integrated Example Projects 91

Casa DE PAZ Development Project 93

Semester Project Instructions 93

Project Management in Action 93

References 96

Endnotes 97

PART 2 Leading Projects

CHAPTER 4 Organizational Capability: Structure, Culture, and Roles . . . . . . . . . . . . . . . . . . . . . 100 4.1 Types of Organizational Structures 103

4.1a Functional 103 / 4.1b Projectized 104 / 4.1c Matrix 105

4.2 Organizational Culture and Its Impact on Projects 109 4.2a Culture of the Parent Organization 110 / 4.2b Project Cultural Norms 111

4.3 Project Life Cycles 111 4.3a Define-Measure-Analyze-Improve-Control (DMAIC) Model 112 / 4.3b Research and

Development (R&D) Project Life Cycle Model 113 / 4.3c Construction Project Life Cycle Model 113 / 4.3d Agile Project Life Cycle Model 113

4.4 Agile Project Management 114 4.4a What Is Agile? 114 / 4.4b Why Use Agile? 114 / 4.4c What Is an Agile

Mindset? 114 / 4.4d What Are the Key Roles in Agile Projects? 115 / 4.4e How Do You Start an Agile Project? 115 / 4.4f How Do You Continue an Agile Project? 115 / 4.4g What Is Needed for Agile to Be Successful? 116

4.5 Traditional Project Executive Roles 116 4.5a Steering Team 116 / 4.5b Sponsor 117 / 4.5c Customer 119 / 4.5d Chief

Projects Officer/Project Management Office 121

4.6 Traditional Project Management Roles 121 4.6a Functional Manager 121 / 4.6b Project Manager 122 / 4.6c Facilitator 124

4.7 Traditional Project Team Roles 126 4.7a Core Team Members 126 / 4.7b Subject Matter Experts 126

x Contents

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4.8 Role Differences on Agile Projects 126

PMP/CAPM Study Ideas 128

Summary 128

Key Terms Consistent with PMI Standards and Guides 128

Chapter Review Questions 129

Discussion Questions 129

PMBOK® Guide Questions 129 Exercises 130

Integrated Example Projects 130

Casa DE PAZ Development Project 131

Semester Project Instructions 131

Project Management in Action 132

References 134

Endnotes 135

CHAPTER 5 Leading and Managing Project Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 5.1 Acquire Project Team 138

5.1a Preassignment of Project Team Members 139 / 5.1b Negotiation for Project Team Members 139 / 5.1c On-Boarding Project Team Members 140

5.2 Develop Project Team 141 5.2a Stages of Project Team Development 142 / 5.2b Characteristics of High-Performing

Project Teams 144 / 5.2c Assessing Individual Member Capability 147 / 5.2d Assessing Project Team Capability 148 / 5.2e Building Individual and Project Team Capability 150 / 5.2f Establishing Project Team Ground Rules 153

5.3 Manage Project Team 157 5.3a Project Manager Power and Leadership 157 / 5.3b Assessing Performance of

Individuals and Project Teams 159 / 5.3c Project Team Management Outcomes 159

5.4 Relationship Building Within the Core Team 160

5.5 Managing Project Conflicts 161 5.5a Sources of Project Conflict 162 / 5.5b Conflict-Resolution Process and

Styles 163 / 5.5c Negotiation 164

5.6 Communication Needs of Global and Virtual Teams 166 5.6a Virtual Teams 166 / 5.6b Cultural Differences 166 / 5.6c Countries and Project

Communication Preferences 167

PMP/CAPM Study Ideas 167

Summary 168

Key Terms Consistent with PMI Standards and Guides 168

Chapter Review Questions 168

Discussion Questions 169

PMBOK® Guide Questions 170 Integrated Example Projects 170

Casa DE PAZ Development Project 171

Semester Project Instructions 171

Contents xi

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Project Management in Action 172

References 174

Endnotes 175

CHAPTER 6 Stakeholder Analysis and Communication Planning . . . . . . . . . . . . . . . . . . . . . . . . . 176 6.1 Identify Stakeholders 178

6.1a Find Stakeholders 179 / 6.1b Analyze Stakeholders 180 / 6.1c Document Stakeholders 183

6.2 Plan Stakeholder Engagement 184 6.2a Creating a Stakeholder Engagement Assessment Matrix 184 / 6.2b Planning to Build

Relationships with Stakeholders 185

6.3 Manage Stakeholder Engagement 187

6.4 Monitor Stakeholder Engagement 188

6.5 Plan Communications Management 188 6.5a Purposes of a Project Communications Plan 188 / 6.5b Communications Plan

Considerations 189 / 6.5c Communications Matrix 191 / 6.5d Manage Project Knowledge 192

6.6 Manage Communications 193 6.6a Determine Project Information Needs 193 / 6.6b Establish Information Retrieval and

Distribution System 193 / 6.6c Project Meeting Management 194 / 6.6d Issues Management 197

PMP/CAPM Study Ideas 199

Summary 199

Key Terms Consistent with PMI Standards and Guides 200

Chapter Review Questions 200

Discussion Questions 200

PMBOK® Guide Questions 201 Integrated Example Projects 202

Casa DE PAZ Development Project 202

Semester Project Instructions 203

Project Management in Action 204

References 206

Endnotes 207

PART 3 Planning Projects

CHAPTER 7 Scope Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210 7.1 Plan Scope Management 211

7.2 Collect Requirements 212 7.2a Gather Stakeholder Input and Needs 213

7.3 Define Scope 217 7.3a Reasons to Define Scope 217 / 7.3b How to Define Scope 217 / 7.3c Defining

Scope in Agile Projects 218

xii Contents

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203

7.4 Work Breakdown Structure (WBS) 220 7.4a What Is the WBS? 220 / 7.4b Why Use a WBS? 221 / 7.4c WBS

Formats 222 / 7.4d Work Packages 224 / 7.4e How to Construct a WBS 226

7.5 Establish Change Control 229

7.6 Using MS Project for Work Breakdown Structures (WBS) 232 7.6a Set Up a WBS in MS Project 232

PMP/CAPM Study Ideas 237

Summary 239

Key Terms Consistent with PMI Standards and Guides 239

Chapter Review Questions 239

Discussion Questions 239

PMBOK® Guide Questions 240 Exercises 241

Integrated Example Projects 241

Casa DE PAZ Development Project 242

Semester Project Instructions 242

Project Management in Action 242

References 243

CHAPTER 8 Scheduling Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244 8.1 Plan Schedule Management 246

8.2 Purposes of a Project Schedule 247

8.3 Historical Development of Project Schedules 247

8.4 How Project Schedules Are Limited and Created 248

8.5 Define Activities 249

8.6 Sequence Activities 253 8.6a Leads and Lags 254 / 8.6b Alternative Dependencies 255

8.7 Estimate Activity Duration 255 8.7a Problems and Remedies in Duration Estimating 256 / 8.7b Learning Curves 258

8.8 Develop Project Schedules 259 8.8a Two-Pass Method 259 / 8.8b Enumeration Method 263

8.9 Uncertainty in Project Schedules 264 8.9a Program Evaluation and Review Technique 265 / 8.9b Monte Carlo Simulation 266

8.10 Show the Project Schedule on a Gantt Chart 268

8.11 Using Microsoft Project for Critical Path Schedules 268 8.11a Set up the Project Schedule 269 / 8.11b Build the Network Diagram and Identify

the Critical Path 270

PMP/CAPM Study Ideas 275

Summary 276

Key Terms Consistent with PMI Standards and Guides 276

Chapter Review Questions 277

Discussion Questions 277

Contents xiii

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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