Project Management Achieving Competitive Advantage 4th Edition Pinto Solutions Manual

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  • ISBN-10 ‏ : ‎ 0133798070
  • ISBN-13 ‏ : ‎ 978-0133798074
  • Author:   Jeffrey K. Pinto

In its Fourth Edition, Project Management: Achieving Competitive Advantage takes a contemporary, decisive, and business-oriented approach to teaching and learning project management. Blending current theory, contemporary case studies, and hands-on practice and research, Project Management offers students a full range of perspectives of the project management process.

 

Table of Content:

  1. 1.1 What Is a Project?
  2. General Project Characteristics
  3. 1.2 Why Are Projects Important?
  4. Project Profile: “Throwing Good Money after Bad”: the BBC’s Digital Media Initiative
  5. 1.3 Project Life Cycles
  6. Box 1.1: Project Managers in Practice
  7. 1.4 Determinants of Project Success
  8. Box 1.2: Project Management Research in Brief
  9. 1.5 Developing Project Management Maturity
  10. 1.6 Project Elements and Text Organization
  11. Summary
  12. Key Terms
  13. Discussion Questions
  14. Case Study 1.1 MegaTech, Inc.
  15. Case Study 1.2 The IT Department at Hamelin Hospital
  16. Case Study 1.3 Disney’s Expedition Everest
  17. Case Study 1.4 Rescue of Chilean Miners
  18. Internet Exercises
  19. PMP Certification Sample Questions
  20. Notes
  21. The Organizational Context: Strategy, Structure, and Culture
  22. Project Profile: Tesla’s $5 Billion Gamble
  23. Introduction
  24. 2.1 Projects and Organizational Strategy
  25. 2.2 Stakeholder Management
  26. Identifying Project Stakeholders
  27. Managing Stakeholders
  28. 2.3 Organizational Structure
  29. 2.4 Forms of Organizational Structure
  30. Functional Organizations
  31. Project Organizations
  32. Matrix Organizations
  33. Moving to Heavyweight Project Organizations
  34. Box 2.1: Project Management Research in Brief
  35. 2.5 Project Management Offices
  36. 2.6 Organizational Culture
  37. How Do Cultures Form?
  38. Organizational Culture and Project Management
  39. Project Profile: Electronic Arts and the Power of Strong Culture in Design Teams
  40. Summary
  41. Key Terms
  42. Discussion Questions
  43. Case Study 2.1 Rolls-Royce Corporation
  44. Case Study 2.2 Classic Case: Paradise Lost—The Xerox Alto
  45. Case Study 2.3 Project Task Estimationand the Culture of “Gotcha!”
  46. Case Study 2.4 Widgets ’R Us
  47. Internet Exercises
  48. PMP Certification Sample Questions
  49. Integrated Project—Building Your Project Plan
  50. Notes
  51. Project Selection and Portfolio Management
  52. Project Profile: Project Selection Procedures: A Cross-Industry Sampler
  53. Introduction
  54. 3.1 Project Selection
  55. 3.2 Approaches to Project Screening and Selection
  56. Method One: Checklist Model
  57. Method Two: Simplified Scoring Models
  58. Limitations of Scoring Models
  59. Method Three: The Analytical Hierarchy Process
  60. Method Four: Profile Models
  61. 3.3 Financial Models
  62. Payback Period
  63. Net Present Value
  64. Discounted Payback
  65. Internal Rate of Return
  66. Choosing a Project Selection Approach
  67. Project Profile: Project Selection and Screening at GE: The Tollgate Process
  68. 3.4 Project Portfolio Management
  69. Objectives and Initiatives
  70. Developing a Proactive Portfolio
  71. Keys to Successful Project Portfolio Management
  72. Problems in Implementing Portfolio Management
  73. Summary
  74. Key Terms
  75. Solved Problems
  76. Discussion Questions
  77. Problems
  78. Case Study 3.1 Keflavik Paper Company
  79. Case Study 3.2 Project Selection at Nova Western, Inc.
  80. Internet Exercises
  81. Notes
  82. Leadership and the Project Manager
  83. Project Profile: Leading by Example for the London Olympics—Sir John Armitt
  84. Introduction
  85. 4.1 Leaders Versus Managers
  86. 4.2 How the Project Manager Leads
  87. Acquiring Project Resources
  88. Motivating and Building Teams
  89. Having a Vision and Fighting Fires
  90. Communicating
  91. Box 4.1: Project Management Research in Brief
  92. 4.3 Traits of Effective Project Leaders
  93. Conclusions about Project Leaders
  94. Project Profile: Dr. Elattuvalapil Sreedharan, India’s Project Management Guru
  95. 4.4 Project Champions
  96. Champions—Who Are They?
  97. What Do Champions Do?
  98. How to Make a Champion
  99. 4.5 The New Project Leadership
  100. Box 4.2: Project Managers in Practice
  101. Project Profile: The Challenge of Managing Internationally
  102. 4.6 Project Management Professionalism
  103. Summary
  104. Key Terms
  105. Discussion Questions
  106. Case Study 4.1 In Search of Effective Project Managers
  107. Case Study 4.2 Finding the Emotional Intelligence to Be a Real Leader
  108. Case Study 4.3 Problems with John
  109. Internet Exercises
  110. PMP Certification Sample Questions
  111. Notes
  112. Scope Management
  113. Project Profile: “We look like fools.”—Oregon’s Failed Rollout of Its Obamacare Web Site
  114. Introduction
  115. 5.1 Conceptual Development
  116. The Statement of Work
  117. The Project Charter
  118. Project Profile: Statements of Work: Then and Now
  119. 5.2 The Scope Statement
  120. The Work Breakdown Structure
  121. Purposes of the Work Breakdown Structure
  122. The Organization Breakdown Structure
  123. The Responsibility Assignment Matrix
  124. 5.3 Work Authorization
  125. Project Profile: Defining a Project Work Package
  126. 5.4 Scope Reporting
  127. Box 5.1: Project Management Research in Brief
  128. 5.5 Control Systems
  129. Configuration Management
  130. 5.6 Project Closeout
  131. Summary
  132. Key Terms
  133. Discussion Questions
  134. Problems
  135. Case Study 5.1 Boeing’s Virtual Fence
  136. Case Study 5.2 California’s High-Speed Rail Project
  137. CaseStudy 5.3 Project Management at Dotcom.com
  138. Case Study 5.4 The Expeditionary Fighting Vehicle
  139. Internet Exercises
  140. PMP Certification Sample Questions
  141. MS Project Exercises
  142. Appendix 5.1: Sample Project Charter
  143. Integrated Project—Developing the Work Breakdown Structure
  144. Notes
  145. Project Team Building, Conflict, and Negotiation
  146. Project Profile: Engineers Without Borders: Project Teams Impacting Lives
  147. Introduction
  148. 6.1 Building the Project Team
  149. Identify Necessary Skill Sets
  150. Identify People Who Match the Skills
  151. Talk to Potential Team Members and Negotiate with Functional Heads
  152. Build in Fallback Positions
  153. Assemble the Team
  154. 6.2 Characteristics of Effective Project Teams
  155. A Clear Sense of Mission
  156. A Productive Interdependency
  157. Cohesiveness
  158. Trust
  159. Enthusiasm
  160. Results Orientation
  161. 6.3 Reasons Why Teams Fail
  162. Poorly Developed or Unclear Goals
  163. Poorly Defined Project Team Roles and Interdependencies
  164. Lack of Project Team Motivation
  165. Poor Communication
  166. Poor Leadership
  167. Turnover Among Project Team Members
  168. Dysfunctional Behavior
  169. 6.4 Stages in Group Development
  170. Stage One: Forming
  171. Stage Two: Storming
  172. Stage Three: Norming
  173. Stage Four: Performing
  174. Stage Five: Adjourning
  175. Punctuated Equilibrium
  176. 6.5 Achieving Cross-functional Cooperation
  177. Superordinate Goals
  178. Rules and Procedures
  179. Physical Proximity
  180. Accessibility
  181. Outcomes of Cooperation: Task and Psychosocial Results
  182. 6.6 Virtual Project Teams
  183. Project Profile: Tele-Immersion Technology Eases the Useof Virtual Teams
  184. 6.7 Conflict Management
  185. What Is Conflict?
  186. Sources of Conflict
  187. Methods for Resolving Conflict
  188. 6.8 Negotiation
  189. Questions to Ask Prior to the Negotiation
  190. Principled Negotiation
  191. Invent Options for Mutual Gain
  192. Insist on Using Objective Criteria
  193. Summary
  194. Key Terms
  195. Discussion Questions
  196. Case Study 6.1 Columbus Instruments
  197. Case Study 6.2 The Bean Counterand the Cowboy
  198. Case Study 6.3 Johnson & Rogers Software Engineering, Inc.
  199. Exercise in Negotiation
  200. Internet Exercises
  201. PMP Certification Sample Questions
  202. Notes
  203. Risk Management
  204. Project Profile: The Building that Melted Cars
  205. Introduction
  206. Box 7.1: Project Managers in Practice
  207. 7.1 Risk Management: a Four-Stage Process
  208. Risk Identification
  209. Project Profile: Bank of America Completely Misjudges Its Customers
  210. Risk Breakdown Structures
  211. Analysis of Probability and Consequences
  212. Risk Mitigation Strategies
  213. Use of Contingency Reserves
  214. Other Mitigation Strategies
  215. Control and Documentation
  216. Project Profile: Collapse of Shanghai Apartment Building
  217. 7.2 Project Risk Management: An Integrated Approach
  218. Summary
  219. Key Terms
  220. Solved Problem
  221. Discussion Questions
  222. Problems
  223. Case Study 7.1 Classic Case: deHavilland’s Falling Comet
  224. Case Study 7.2 The Spanish Navy Pays Nearly $3 Billion for a Submarine That Will Sink Like a Stone
  225. Case Study 7.3 Classic Case: Tacoma Narrows Suspension Bridge
  226. Internet Exercises
  227. PMP Certification Sample Questions
  228. Integrated Project—Project Risk Assessment
  229. Notes
  230. Cost Estimation and Budgeting
  231. Project Profile: Sochi Olympics—What’s the Cost of National Prestige?
  232. 8.1 Cost Management
  233. Direct Versus Indirect Costs
  234. Recurring Versus Nonrecurring Costs
  235. Fixed Versus Variable Costs
  236. Normal Versus Expedited Costs
  237. 8.2 Cost Estimation
  238. Learning Curves in Cost Estimation
  239. Box 8.1: Project Management Research in Brief
  240. Problems with Cost Estimation
  241. Box 8.2: Project Management Research in Brief
  242. 8.3 Creating a Project Budget
  243. Top-Down Budgeting
  244. Bottom-Up Budgeting
  245. Activity-Based Costing
  246. 8.4 Developing Budget Contingencies
  247. Summary
  248. Key Terms
  249. Solved Problems
  250. Discussion Questions
  251. Problems
  252. Case Study 8.1 The Hidden Costs of Infrastructure Projects—The Case of Building Dams
  253. Case Study 8.2 Boston’s Central Artery/Tunnel Project
  254. Internet Exercises
  255. PMP Certification Sample Questions
  256. Integrated Project—Developing the Cost Estimates and Budget
  257. Notes
  258. Project Scheduling: Networks, Duration Estimation, and Critical Path
  259. Project Profile: After 20 Years and More Than $50 Billion, Oil is No Closer to the Surface: The Casp
  260. Introduction
  261. 9.1 Project Scheduling
  262. 9.2 Key Scheduling Terminology
  263. 9.3 Developing a Network
  264. Labeling Nodes
  265. Serial Activities
  266. Concurrent Activities
  267. Merge Activities
  268. Burst Activities
  269. 9.4 Duration Estimation
  270. 9.5 Constructing the Critical Path
  271. Calculating the Network
  272. The Forward Pass
  273. The Backward Pass
  274. Probability of Project Completion
  275. Laddering Activities
  276. Hammock Activities
  277. Options for Reducing the Critical Path
  278. Box 9.1: Project Management Research in Brief
  279. Summary
  280. Key Terms
  281. Solved Problems
  282. Discussion Questions
  283. Problems
  284. Internet Exercises
  285. MS Project Exercises
  286. PMP Certification Sample Questions
  287. Notes
  288. Project Scheduling: Lagging, Crashing, and Activity Networks
  289. Project Profile: Enlarging the Panama Canal
  290. Introduction
  291. 10.1 Lags in Precedence Relationships
  292. Finish to Start
  293. Finish to Finish
  294. Start to Start
  295. Start to Finish
  296. 10.2 Gantt Charts
  297. Adding Resources to Gantt Charts
  298. Incorporating Lags in Gantt Charts
  299. Box 10.1: Project Managers in Practice
  300. 10.3 Crashing Projects
  301. Options for Accelerating Projects
  302. Crashing the Project: Budget Effects
  303. 10.4 Activity-on-Arrow Networks
  304. How Are They Different?
  305. Dummy Activities
  306. Forward and Backward Passes with AOA Networks
  307. AOA Versus AON
  308. 10.5 Controversies in the Use of Networks
  309. Conclusions
  310. Summary
  311. Key Terms
  312. Solved Problems
  313. Discussion Questions
  314. Problems
  315. Case Study 10.1 Project Scheduling at Blanque Cheque Construction (A)
  316. Case Study 10.2 Project Scheduling at Blanque Cheque Construction (B)
  317. MS Project Exercises
  318. PMP Certification Sample Questions
  319. Integrated Project—Developing the Project Schedule
  320. Notes
  321. Advanced Topics in Planning and Scheduling: Agile and Critical Chain
  322. Project Profile: Developing Projects Through Kickstarter—Do Delivery Dates Mean Anything?
  323. Introduction
  324. 11.1 Agile Project Management
  325. What Is Unique About Agile PM?
  326. Tasks Versus Stories
  327. Key Terms in Agile PM
  328. Steps in Agile
  329. Sprint Planning
  330. Daily Scrums
  331. The Development Work
  332. Sprint Reviews
  333. Sprint Retrospective
  334. Problems with Agile
  335. Box 11.1: Project Management Research in Brief
  336. 11.2 Extreme Programming (XP)
  337. 11.3 the Theory of Constraints and Critical Chain Project Scheduling
  338. 11.4 the Critical Chain Solution to Project Scheduling
  339. Developing the Critical Chain Activity Network
  340. Critical Chain Solutions Versus Critical Path Solutions
  341. Project Profile: Eli Lilly Pharmaceuticals and Its Commitment to Critical Chain Project Management
  342. 11.5 Critical Chain Solutions to Resource Conflicts
  343. 11.6 Critical Chain Project Portfolio Management
  344. Box 11.2: Project Management Research in Brief
  345. 11.7 Critiques of CCPM
  346. Summary
  347. Key Terms
  348. Solved Problem
  349. Discussion Questions
  350. Problems
  351. Case Study 11.1 It’s an Agile World
  352. Case Study 11.2 Ramstein Products, Inc.
  353. Internet Exercises
  354. Notes
  355. Resource Management
  356. Project Profile: Hong Kong Connects to the World’s Longest Natural Gas Pipeline
  357. Introduction
  358. 12.1 The Basics of Resource Constraints
  359. Time and Resource Scarcity
  360. 12.2 Resource Loading
  361. 12.3 Resource Leveling
  362. Step One: Develop the Resource-Loading Table
  363. Step Two: Determine Activity Late Finish Dates
  364. Step Three: Identify Resource Overallocation
  365. Step Four: Level the Resource-Loading Table
  366. 12.4 Resource-Loading Charts
  367. Box 12.1: Project Managers in Practice
  368. 12.5 Managing Resources in Multiproject Environments
  369. Schedule Slippage
  370. Resource Utilization
  371. In-Process Inventory
  372. Resolving Resource Decisions in Multiproject Environments
  373. Summary
  374. Key Terms
  375. Solved Problem
  376. Discussion Questions
  377. Problems
  378. Case Study 12.1 The Problems of Multitasking
  379. Internet Exercises
  380. MS Project Exercises
  381. PMP Certification Sample Questions
  382. Integrated Project—Managing Your Project’s Resources
  383. Notes
  384. Project Evaluation and Control
  385. Project Profile: New York City’s City Time Project
  386. Introduction
  387. 13.1 Control Cycles—a General Model
  388. 13.2 Monitoring Project Performance
  389. The Project S-Curve: A Basic Tool
  390. S-Curve Drawbacks
  391. Milestone Analysis
  392. Problems with Milestones
  393. The Tracking Gantt Chart
  394. Benefits and Drawbacks of Tracking Gantt Charts
  395. 13.3 Earned Value Management
  396. Terminology for Earned Value
  397. Creating Project Baselines
  398. Why Use Earned Value?
  399. Steps in Earned Value Management
  400. Assessing a Project’s Earned Value
  401. 13.4 Using Earned Value to Manage a Portfolio of Projects
  402. Project Profile: Earned Value at Northrop Grumman
  403. 13.5 Issues in the Effective Use of Earned Value Management
  404. 13.6 Human Factors in Project Evaluation and Control
  405. Critical Success Factor Definitions
  406. Conclusions
  407. Summary
  408. Key Terms
  409. Solved Problem
  410. Discussion Questions
  411. Problems
  412. Study 13.1 The IT Department at Kimble College
  413. Case Study 13.2 The Superconducting Supercollider
  414. Case Study 13.3 Boeing’s 787 Dreamliner: Failure to Launch
  415. Internet Exercises
  416. MS Project Exercises
  417. PMP Certification Sample Questions
  418. Appendix 13.1: Earned Schedule*
  419. Notes
  420. Project Closeout and Termination
  421. Project Profile: Duke Energy and Its Cancelled Levy County Nuclear Power Plant
  422. Introduction
  423. 14.1 Types of Project Termination
  424. Box 14.1: Project Managers in Practice
  425. 14.2 Natural Termination—the Closeout Process
  426. Finishing the Work
  427. Handing Over the Project
  428. Gaining Acceptance for the Project
  429. Harvesting the Benefits
  430. Reviewing How It All Went
  431. Putting It All to Bed
  432. Disbanding the Team
  433. What Prevents Effective Project Closeouts?
  434. 14.3 Early Termination for Projects
  435. Making the Early Termination Decision
  436. Project Profile: Aftermath of a “Feeding Frenzy”: Dubai and Cancelled Construction Projects
  437. Shutting Down the Project
  438. Box 14.2: Project Management Research in Brief
  439. Allowing for Claims and Disputes
  440. 14.4 Preparing the Final Project Report
  441. Conclusion
  442. Summary
  443. Key Terms
  444. Discussion Questions
  445. Case Study 14.1 New Jersey Kills Hudson River Tunnel Project
  446. Case Study 14.2 The Project That Wouldn’t Die
  447. Case Study 14.3 The Navy Scraps Development of Its Showpiece Warship—Until the Next Bad Idea
  448. Internet Exercises
  449. PMP Certification Sample Questions
  450. Appendix 14.1: Sample Pages from Project Sign-off Document
  451. Notes
  452. Appendix A The Cumulative Standard Normal Distribution
  453. Appendix B Tutorial for MS Project 2013
  454. Appendix C Project Plan Template
  455. Glossary
  456. Company Index
  457. Name Index
  458. Subject Index

 

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