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Project Management
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Project Management
A Risk-Management Approach

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September 2020 | 712 pages | SAGE Publications, Inc
As the number and size of projects continue to increase, there is a growing demand for effective project managers. Project Management: A Risk-Management Approach prepares students to successfully navigate the many challenges, factors, and situations that project managers face. Authors Ted Klastorin and Gary Mitchell emphasize the importance of mitigating risk at every stage, helping students avoid common pitfalls that lead to project failures, compromised schedules, or incurred costs. Real-world examples, cases, solved problems, and practice problems help bring methodologies to life. Readers will be equipped with the tools they need to plan, schedule, and monitor even the most complex projects in a variety of market sectors.

 
Foreword
 
Preface
 
Acknowledgments
 
About the Authors
 
Chapter 1. An Introduction to Project Management
1.1 Introduction

 
1.2 What Defines a Project?

 
1.3 The Project Life Cycle

 
1.4 Measures of Project Success and Failure

 
1.5 Managing Project Risks

 
1.6 Project Management Trade-Offs

 
1.7 Program Versus Project Management

 
1.8 Agile Project Management: A Modern Development

 
1.9 A Brief History of Project Management

 
1.10 Overview of the Text

 
 
Chapter 2. Project Initiation and Selection
2.1 Introduction

 
2.2 The Relationship of Projects to Strategic and Operational Goals

 
2.3 Simple Numerical Measures

 
2.4 Advanced Measures

 
2.5 Implementing “Options Thinking”

 
2.6 “Stage Gates” Defined

 
2.7 Ranking and Scoring Methods

 
2.8 Evaluating Project Portfolios

 
Summary

 
 
Chapter 3. Project Planning
3.1 Introduction

 
3.2 Outline of a Project Plan

 
3.3 Risk Management Strategy and Plan

 
3.4 Communications Strategy and Plan

 
3.5 Identifying Project Requirements

 
Summary

 
 
Chapter 3S. Supplement: Agile Project Management
3S.1 Introduction

 
3S.2 Agile Project Management

 
3S.3 Implementing Agile PM

 
3S.4 Scrum and Extreme Programming

 
3S.5 Velocity and Burndown Charts

 
3S.6 Risk Management and the Agile–Traditional Continuum

 
3S.7 Agile PM Analogy: American Football

 
Summary

 
 
Chapter 4. Defining Project Content
4.1 Introduction

 
4.2 Costs Defined

 
4.3 Defining Project Work

 
4.4 Estimating Work Content and Task Duration

 
4.5 Deterministic Versus Stochastic Estimates

 
4.6 Common Pitfalls and Perils

 
Summary

 
 
Chapter 4S. Supplement: Review of Probability and Distribution Functions
4S.1 Introduction

 
4S.2 Probability Distributions

 
4S.3 Summary Measures for Probability Distributions

 
4S.4 Common Discrete Distributions

 
4S.5 Common Continuous Distributions

 
4S.6 Sums of Random Variables

 
Summary

 
 
Chapter 5. Scheduling a Deterministic Project
5.1 Introduction

 
5.2 Determining a Project’s Schedule

 
5.3 The Critical Path Method

 
5.4 Calculating Slacks (Floats)

 
5.5 Types of Precedence Relations

 
5.6 Linear Programming Formulation

 
5.7 Gantt Charts: Representing the Schedule Graphically

 
5.8 Activity-on-Arc Precedence Networks

 
5.9 A Note Regarding Software Programs

 
Summary

 
 
Chapter 6. Project Trade-Offs and Risk Mitigation
6.1 Introduction

 
6.2 Preparing a Budget: The Basic Time–Cost Relationship

 
6.3 Project Compression: Time–Cost Trade-Offs

 
6.4 Risk Management and Time–Cost Trade-Offs

 
6.5 Time–Cost Trade-Offs in Stochastic Projects

 
6.6 Other Trade-Off Issues: Concurrent Engineering and Coordination Costs

 
Summary

 
 
Chapter 7. Scheduling Stochastic Projects
7.1 Introduction

 
7.2 Proactive Versus Reactive Scheduling

 
7.3 Using Buffers to Protect the Schedule

 
7.4 Planning Under Task Time Uncertainty Using Classic PERT

 
7.5 Planning Under Task Time Uncertainty Using Monte Carlo Simulation Models

 
7.6 Managing Exogenous Uncertainties

 
7.7 Task Time Uncertainty and the Theory of Constraints

 
Summary

 
 
Chapter 7S. Supplement: Monte Carlo Simulation
7S.1 Introduction

 
7S.2 The Basic Concept

 
7S.3 Generating Random Variates

 
7S.4 Generate Trials

 
7S.5 Analyzing the Simulation

 
Summary

 
 
Chapter 8. Managing Project Resources
8.1 Introduction

 
8.2 Defining Resource Types

 
8.3 Criteria for Scheduling Resource Types

 
8.4 The Resource Leveling Problem Defined

 
8.5 The Rate-Constrained Resource Allocation Problem

 
8.6 Heuristics for the Rate-Constrained Resource Allocation Problem

 
8.7 An Easily Solvable Rate-Constrained Resource Allocation Problem: The Critical Chain Defined

 
8.8 The Critical Chain Methodology

 
8.9 Defining Resource Buffers

 
8.10 Capacity-Constrained Resource Allocation

 
8.11 Supply Chain Management and Projects

 
8.12 Impact of Worker Behaviors on Project Outcomes

 
Summary

 
 
Chapter 9. Project Teams
9.1 Introduction

 
9.2 Forming a Project Team

 
9.3 Assigning Potential Team Members to a Project

 
9.4 Making Trade-Off Decisions When Creating Project Teams

 
9.5 Determining Team Size When Resource Availability Is Uncertain

 
9.6 Managing the Project Team

 
9.7 Managing the End of Project Transition

 
Summary

 
 
Chapter 10. Managing Decentralized Projects
10.1 Introduction

 
10.2 Decentralized Projects

 
10.3 Subcontracting Issues Defined

 
10.4 Underlying Economic Concepts

 
10.5 Contract Types Defined

 
10.6 Defining a Contract That Maximizes the Project Value

 
Summary

 
 
Chapter 11. Assessing Project Progress
11.1 Introduction

 
11.2 Assessing In-Control Versus Out-of-Control Project States

 
11.3 Earned Value Analysis Defined

 
11.4 Limitations of Earned Value Analysis

 
11.5 Updating Cost and Schedule Forecasts

 
Summary

 
 
Chapter 12. Managing a Multiproject Environment
12.1 Introduction

 
12.2 Managing the Project Portfolio

 
12.3 Ensuring Projects Deliver Their Value Propositions

 
12.4 The Role of the Project Manager

 
12.5 The Role of the PMO

 
Summary

 
 
Appendix A: Textbook Notations Defined
 
Appendix B: MS Project Practice Problems
 
Glossary
 
Bibliography
 
Index

Supplements

Instructor Resource Site
edge.sagepub.com/klastorin1e

SAGE Edge for instructors supports teaching by making it easy to integrate quality content and create a rich learning environment for students.
  • The test bank, built on Bloom’s taxonomy (with Bloom’s cognitive domain and difficulty level noted for each question), is created specifically for this text.
  • Sample course syllabi provide suggested models for structuring a course.
  • Editable, chapter-specific PowerPoint® slides offer complete flexibility for creating a multimedia presentation.
  • An instructor manual contains answers to the questions and problems presented in the text.


Student Study Site
edge.sagepub.com/klastorin1e

SAGE Edge for students provides a personalized approach to help students accomplish their coursework goals in an easy-to-use learning environment.
  • Learning objectives reinforce the most important material.
  • Mobile-friendly eFlashcards strengthen understanding of key terms and concepts, and make it easy to maximize study time, anywhere, anytime.
  • Excel® spreadsheets and video tutorials help students learn basic concepts for using Excel® to solve many of the problems in the book.


Key features
KEY FEATURES:
  • A focus on risk management emphasizes the importance of identifying different types of risk and risk trade-offs.
  • A chapter on managing decentralized projects highlights the unique challenges of recruiting and managing independent contractors.  
  • A supplemental mini-chapter on agile project management explores the advantages and disadvantages of agile project management in practice.
  • Spreadsheet models illustrate the issues that arise when planning and executing complex projects.
  • Case-based problems at the end of the chapters allow students to practice the skills they just learned.
  • An appendix of Microsoft® Project problems provides opportunities for students to practice using MS Project software.

For instructors

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