Harold Kerzner, is Senior Executive Director for Project Management for the International Institute for Learning (IIL). He taught project management at Baldwin-Wallace University for 38 years, and he has published over 60 textbooks on project management. His success and impact on the industry led IIL and the Project Management Institute (PMI) to establish the Kerzner International Project Manager of the Year Award as well as the annual Dr. Harold Kerzner Scholarship fund.

Preface

Chapter 1: Overview

1.0 Introduction

1.1 Understanding Project Management

1.2 Defining Project Success

1.3 Trade-Offs and Competing Constraints

1.4 The Entry-Level Project Manager

1.5 The Talent Triangle

1.6 Technology-Based Projects

1.7 The Project Manager-Line Manager Interface

1.8 Defining the Project Manager's Role

1.9 Defining the Functional Manager's Role

1.10 Defining the Functional Employee's Role

1.11 Defining the Executive's Role

1.12 Working with Executives

1.13 Committee Sponsorship/Governance

1.14 The Project Manager as the Planning Agent

1.15 Project Champions

1.16 Project-Driven Versus Non-Project-Driven Organizations

1.17 Marketing in the Project-Driven Organization

1.18 Classification of Projects

1.19 Location of the Project Manager

1.20 Differing Views of Project Management

1.21 Public-Sector Project Management

1.22 International Project Management

1.23 Concurrent Engineering: A Project Management Approach

1.24 Added Value

1.25 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Case Study: Williams Machine Tool Company

Chapter 2: Project Management Growth: Concepts and Definitions

2.0 Introduction

2.1 The Evolution of Project Management: 1945-2021

2.2 Resistance to Change

2.3 Systems, Programs, and Projects: A Definition

2.4 Projects versus Operations

2.5 Product versus Project Management: A Definition

2.6 Maturity and Excellence: A Definition

2.7 Informal Project Management: A Definition

2.8 The Many Faces of Success

2.9 The Many Faces of Failure

2.10 Causes of Project Failure

2.11 Degrees of Success and Failure

2.12 Project Health Checks

2.13 The Stage-Gate Process

2.14 Project Life Cycles

2.15 Gate Review Meetings (Project Closure)

2.16 Engagement Project Management

2.17 Project Management Methodologies: A Definition

2.18 From Enterprise Project Management Methodologies to Frameworks

2.19 Growth of Strategic Project Management

2.20 Business Models

2.21 Methodologies Can Fail

2.22 Lean Project Management

2.23 Organizational Change Management and Corporate Cultures

2.24 Benefits Harvesting and Cultural Change

2.25 Agile and Adaptive Project Management Cultures

2.26 Project Management Intellectual Property

2.27 Systems Thinking

2.28 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Case Study: Creating a Methodology

Chapter 3: Organizational Structures

3.0 Introduction

3.1 Organizational Work Flow

3.2 Traditional (Classical) Organization

3.3 Pure Product (Projectized) Organization

3.4 Matrix Organizational Form

3.5 Modification of Matrix Structures

3.6 The Strong, Weak, or Balanced Matrix

3.7 Project Management Offices

3.8 Selecting the Organizational Form

3.9 Strategic Business Unit (SBU) Project Management

3.10 Transitional Management

3.11 Seven Fallacies That Delay Project Management Maturity

3.12 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 4: Organizing and Staffing the Project Office and Team

4.0 Introduction

4.1 The Staffing Environment

4.2 Selecting the Project Manager: An Executive Decision

4.3 Skill Requirements for Project and Program Managers

4.4 Special Cases in Project Manager Selection

4.5 Today's Project Managers

4.6 Duties and Job Descriptions

4.7 The Organizational Staffing Process

4.8 The Project Office

4.9 The Functional Team

4.10 The Project Organizational Chart

4.11 Selecting the Project Management Implementation Team

4.12 Mistakes Made by Inexperienced Project Managers

4.13 Studying Tips for the PMI®Project Management Certification Exam

Answers

Problems

Chapter 5: Management Functions

5.0 Introduction

5.1 Controlling

5.2 Directing

5.3 Project Authority

5.4 Interpersonal Influences

5.5 Barriers to Project Team Development

5.6 Suggestions for Handling the Newly Formed Team

5.7 Team Building as an Ongoing Process

5.8 Leadership in a Project Environment

5.9 Value-Based Project Leadership

5.10 Transformational Project Management Leadership

5.11 Organizational Impact

5.12 Employee-Manager Problems

5.13 General Management Pitfalls

5.14 Time Management Pitfalls

5.15 Management Policies and Procedures

5.16 Human Behavior Education

5.17 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Case Study: The Trophy Project

Case Study: McRoy Aerospace

Case Study: The Poor Worker

Case Study: The Prima Donna

Case Study: The Reluctant Workers

Case Study: Leadership Effectiveness (A)

Case Study: Leadership Effectiveness (B)

Chapter 6: Communications Management

6.0 Introduction

6.1 Modeling the Communications Environment

6.2 The Project Manager as a Communicator

6.3 Project Review Meetings

6.4 Project Management Bottlenecks

6.5 Active Listening

6.6 Communication Traps

6.7 Project Problem Solving

6.8 Using Action Items

6.9 Brainstorming

6.10 Predicting the Outcome of a Decision

6.11 Facilitation

6.12 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Case Study: Communication Failures

Case Study: The Team Meeting

Chapter 7: Conflicts

7.0 Introduction

7.1 The Conflict Environment

7.2 Types of Conflicts

7.3 Conflict Resolution

7.4 The Management of Conflicts

7.5 Conflict Resolution Modes

7.6 Understanding Superior, Subordinate, and Functional Conflicts

7.7 Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Study: Facilities Scheduling at Mayer Manufacturing

Case Study: Telestar International

Case Study: Handling Conflict in Project Management

Chapter 8: Special Topics

8.0 Introduction

8.1 Performance Measurement

8.2 Financial Compensation and Rewards

8.3 Effective Project Management in the Small Business Organization

8.4 Mega Projects

8.5 Morality, Ethics, and the Corporate Culture

8.6 Professional Responsibilities

8.7 Internal and External Partnerships

8.8 Training and Education

8.9 Integrated Product/Project Teams

8.10 Virtual Project Teams

8.11 Managing Innovation Projects

8.12 Agile Project Management

8.13 Artificial Intelligence

8.14 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Case Study: Is It Fraud?

Chapter 9: The Variables for Success

9.0 Introduction

9.1 Predicting Project Success

9.2 Project Management Effectiveness

9.3 Expectations

9.4 Lessons Learned

9.5 Understanding Best Practices

9.6 Downside Risks of Best Practices

9.7 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Case Study: Radiance International

Chapter 10: Working with Executives

10.0 Introduction

10.1 The Project Sponsor

10.2 Handling Disagreements with the Sponsor

10.3 The Collective Belief

10.4 The Exit Champion

10.5 The In-House Representatives

10.6 Stakeholder Relations Management

10.7 Project Portfolio Management

10.8 Politics

10.9 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Case Study: The Prioritization of Projects

Case Study: The Irresponsible Sponsors

Case Study: Selling Executives on Project Management

Chapter 11: Planning

11.0 Introduction

11.1 Business Case

11.2 Validating the Assumptions

11.3 Validating the Objectives

11.4 General Planning

11.5 Life-Cycle Phases

11.6 Life-Cycle Milestones

11.7 Kickoff Meetings

11.8 Understanding Participants' Roles

11.9 Establishing Project Objectives

11.10 The Statement of Work

11.11 Project Specifications

11.12 Data Item Milestone Schedules

11.13 Work Breakdown Structure

11.14 WBS Decomposition Problems

11.15 Work Breakdown Structure Dictionary

11.16 Project Selection

11.17 Role of the Executive in Planning

11.18 Management Cost and Control System

11.19 Work Planning Authorization

11.20 Why Do Plans Fail?

11.21 Stopping Projects

11.22 Handling Project Phaseouts and Transfers

11.23 Detailed Schedules and Charts

11.24 Master Production Scheduling

11.25 Project Plan

11.26 The Project Charter

11.27 Project Baselines

11.28 Verification and Validation

11.29 Management Control

11.30 Configuration Management

11.31 Enterprise Project Management Methodologies

11.32 Project Audits

11.33 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 12: Network Scheduling Techniques

12.0 Introduction

12.1 Network Fundamentals

12.2 Graphical Evaluation and Review Technique (GERT)

12.3...