Table Of Contents:

• 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