Module 1 Week 1 DiscussionChristopher Allen posted Feb 11, 202.docx

Module 1 Week 1 Discussion
Christopher Allen posted Feb 11, 2020 4:44 PM
1. How do you think the European case discussed in the video
report would be decided in the United States? Why? In the
United States there are many laws that help protect against
discrimination. These laws cover the basis of race, color,
religion, national origin, or sex (U.S. EEOC, n.d). In the United
States however, the wear of religious clothing in the workplace
can be frowned upon depending on the career choice for safety
reasons. Also visibly projecting a particular religion onto others
could be a violation of others religious beliefs. So I understand
why some businesses would want to deter the use of religious
wear at work. According to the EEOC though, the law requires
employers to “reasonably” accommodate an employee’s
religious beliefs. Because of this law I believe it would be a
more acceptable practice in the United States.
2. Select a category (age, race, religion, marital status,
criminal/incarceration history, pregnancy, sex, sexual identity,
education level, parenthood, national origin, dress, economic
status, military status, and so forth). The most stereotypical
choice would be military but for this example I want to focus on
criminal/incarceration history.
3. In the United States, how are individuals in the category that
you selected protected from discrimination in employment?
Unfortunately there are no specific federal laws that prohibit
employers from asking about an prospects criminal history, but
it is a federal law to use criminal history to make employment
decisions under Title VII of the Civil Rights Act of 1964 (U.S.
EEOC, n.d.). I think however that if a person was convicted of a
crime and served their time that it should not be discriminated
against unless it is a crime such as pedophilia and they are
applying to a place like child care or working in a school. Many

careers deal in service attributes and I am pretty sure someone
who attempted to murder someone with a poison might not be
best suited for working in a kitchen. So in some aspects I am I
guess discriminatory against those with a criminal history.
4. For the category you have selected, how are U.S. protections
different from or similar to protections in another country (You
choose the country to make the comparison). Much like the
United States most of Europe does not have laws that prohibit
criminal record-based employment discrimination (CBED). The
protections are very similar in that only a limited amount of a
person’s criminal record can be taken into account. Criminals in
European countries do have to obtain or submit a criminal
record certificate, but they do not have to provide a copy of
their criminal record to the employer (Jacobs, Larrauri, 2015)
.
Reference
U.S. Equal Employment Opportunity Commission (EEOC).
N.d. Laws Enforced by EEOC Retrieved
from https://www.eeoc.gov/laws/statutes/
U.S. Equal Employment Opportunity Commission (EEOC).
N.d. Pre-Employment Inquiries and Arrest &
Conviction Retrieved
from https://www.eeoc.gov/laws/practices/inquiries_arrest_conv
iction.cfm
Jacobs, J. Larrauri, E. January 13, 2015. European employment
discrimination based on criminal record II – discretionary
bars Retrieved
from https://ccresourcecenter.org/2015/01/13/european-
discretionary-employment-discrimination-based-criminal-
record/
CONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg

Vittal Anantatmula
Kathryn N. Wells
‹#›
Finishing the Project & Realizing the Benefits
Chapter 15
‹#›
Chapter 15 Core Objectives:
Describe how to determine when a project should be terminated
early & the process for terminating a project in normal
completion time.
Describe the importance of the project closing activities & how
to perform them.
Create & present a transition plan for the project, including a
plan for ongoing support and sharing lessons learned.
Capture and share project lessons learned.
Chapter 15 Technical Objectives:
Close your projects administratively using MS Project 2016
Chapter 15 Behavioral Objectives:
Secure customer feedback & acceptance of the project.
Assist senior management in managing talent & managing
resources for upcoming projects.

Celebrating Project Success Trinmar
It was only later that I was sheepishly advised by one of my
fellow consultants that he had offered to have our company
sponsor the celebration, and did not have the chance to tell me
in advance. But the true impact of the celebration—reflected in
the sincere joy and pride of the project team members as they
received the sincere thanks of their CEO—had already proven
the value of the event.
Bruce Miller, PMP, managing partner,
Xavier Leadership Center, Xavier University
6
Finishing the Project & Realizing the Benefits
A project moves into the closing stage when its customers
accept the project deliverables
A project can close as planned or be terminated early
Complete closing activities
Validate Scope
Formal acceptance of project deliverables
Buyer provides the seller with formal written acceptance
Transition from executing stage to closing stage
Use a project closeout checklist to itemize project activities
and/or deliverables
Validate scope – formally accepting the completed project
deliverables

Terminate Projects Early
Mutual Agreements
What deliverables or partial deliverables go to the buyer
What compensation goes to the seller
Resolve outstanding issues with negotiated settlement
Terminations for Default
Problems with the project’s cost, schedule, or performance
Lost confidence in the contractor
Terminations for Convenience of Buyer
Buyer faces unexpected difficulties or changing priorities
Customer’s needs change
Often requires a payment to the contractor
Heading Off Early Termination
Find other stakeholders who can provide funds
Look internally to find ways of continuing with the project
PMs make recommendations for early termination if they feel it
is warranted
Communicate quickly and honestly

Close Project
Write Transition Plan
Knowledge Management
Create the Closeout Report
Finalize all activities needed to finish the project
Write Transition Plan
Charter/instruction manual for how to use the project
deliverables
Provide appropriate documentation to users
Ensure quality problems are avoided
Ensure project deliverables transition into operational role
Ensure maintenance, upgrades, & training take place
Breakout session!
Write a short transition plan to give to your customers, detailing
any information they will need to successfully use/implement
the deliverables created by your project.
Knowledge Management
Should occur throughout the project life
Most apparent as a project comes to a close
Capture lessons learned
Disseminate and use lessons learned in order to help your
organization improve
Pertains to 4th area of the balanced scorecard—growth &
innovation

Solicit Customer Feedback
Capture Lessons Learned
At milestones and at the end of project
Identify major project issues
One issue at a time to determine what went wrong & how it
might be avoided in future projects.
List significant successes and discuss what caused each
What worked well?
Where might a different method yield better results?
Lessons Learned Example
Project Closing Document
See many lessons learned examples in Exhibit 15.4 on p.507 in
textbook
Disseminate and Use Lessons Learned
Key to knowledge management!
Establish method for documenting & sharing lessons learned
Decide how to store lessons for easy access

Code each lesson by type of project, stage in project life cycle,
or issue it concerns
Create the Closeout Report
This formal report includes summary of:
Project’s original justification
Ultimate status
Lessons learned
Did the project accomplish what it was originally approved to
do?
Closeout Report Template
Post- Project Activities
Reassign Workers
Celebrate Success & Reward Participants
Provide Ongoing Support
Ensure Project Benefits are Realized
Reassign Workers
Update personnel records
Make honest recommendations
Help team members secure next assignments

“Helping good workers secure follow-on work is one of the
most important things a project manager must do.”
Celebrate Success and Reward Participants
Challenge
Energize
Limit
Exert
Believe
Recognize
Acknowledge
Transition
Ease Stress
“the project is over; we will limit any additional work on this
project.”
Provide Ongoing Support
Ultimate project goal is to provide capable customers, who
will…
Use the deliverables you provided
Recommend you for future work
Often requires support after project is complete
Ensure Project Benefits are Realized
How well are customers able to use the deliverables?
Consider use by direct customers and other stakeholders
May require following up with customers weeks or months after
project’s end
Using MS Project for Project Closure
Creating Project Progress Reports

Archiving project work
Creating Project Progress Reports
Creating a customizable canned report
Sharing Report—can be printed or saved as PDF
Export report to MS Excel
See detailed instructions in
textbook, pp.511-512
Archiving project work
Complete schedule to maximize future usefulness
Applying performance data
Applying approved changes
Ensuring all activities are complete
Archive schedule for use as template or “starter file”
Capture & publish lessons learned
Detailed instructions on textbook p. 514
Success celebrated
Lessons learned recorded
Summary
Projects may be terminated early
Mutual agreement
Default
Convenience of customer
Whether project finishes successfully as planned or not, a

variety of closeout procedures is required
Money paid & accounted for
Documentation completed & distributed
Workers reassigned & rewarded
The Power of Lessons Learned
PM IN ACTION
“Successful people learn from Their mistakes AND the mistakes
of OTHERS.” —Sir John Templeton
PMBOK Exams
Make sure you are studying from most current (6th) PMBOK
edition, since there have been substantial changes made within
the Closing Process Group
All closing activities—whether contractual, administrative, or
other—now fall under the Close Project or Phase process.
Remember the importance of capturing, storing, &
disseminating lessons learned (throughout the project but
especially at project’s end). This needs to take place whether or
not the project reaches a successful conclusion.
Since the PM often has limited authority, the sponsor should be
involved in Close Project.
Casa de Paz Development Project
What would you include in a transition plan?
How would you capture lessons learned?

Who would you share those lesson with and how?
Vittal Anantatmula
Kathryn N. Wells
‹#›
Determining Project Progress and Results
Chapter 14
‹#›
Develop and demonstrate use of a change control system
Demonstrate how to monitor and control project risks with
various resolution strategies
Create and present a project progress report
Describe project quality tools, including how and when to use
each
Calculate current project schedule and budget progress, and
predict future progress, using earned value analysis (EVA)
Document project progress using MS Project

Describe the importance of formal reporting and
communications
Demonstrate negotiating skills
Manage conflicts during the project execution
Duke Energy
“The fundamental reason for determining project progress and
results comes down to one thing—presenting actionable,
decision-making information to project leaders…Identifying,
collecting, managing and presenting data that allow you to
control critical aspects of your projects is a fundamental
element of project success.”
Paul Kling, director – project management and controls,
Power Delivery Engineering, Duke Energy
6
Five Aspects of Project Determination
“Determine” can mean:
to give direction to or decide the course of;
to be the cause of, to influence, or to regulate;
to limit in scope;
to reach a decision;
to come to a conclusion or resolution.
The PM and Decision Making
During project execution, a PM may need to:
Give directions

Re-plan
Influence
Guard the scope
Follow-up to ensure proper results are delivered
PM decision-making may involve:
Personally making decisions
Delegating decisions
Being part of a group that makes decisions
Facilitating a decision-making process
Project Balanced Scorecard Approach – Perspectives
Customer
Internal business
Financial
Growth and innovation
Balanced Scorecard Approach to Project Determination
Internal Project Issues
Project’s nerve center consists of integration, risk, &
communications issues.
Integration includes making choices to ensure project results are
delivered.
PM needs to understand priorities and make decisions
accordingly.

Internal Project Issues
Direct and Manage Project Work
Monitor and Control Project Work
Monitor Project Risk
Implement Risk Responses
Manage Communications
Monitor Communications
Direct and Manage Project Work
Empower Control
Empower others as possible, yet control as necessary when
authorizing & performing project work
Who is allowed to authorize?
When is it time to perform the work?
Directing and managing project work – performing the work as
defined in various components of the project management plan,
including approved changes, with an intent to accomplish
project objectives.
Sources of Work to be Performed
Work package level of the WBS
Approved corrective actions
Preventive actions
Defect repairs
Aids to Project Tradeoff Decisions
Well-developed project charters
Effective stakeholder management
Clear communications

Monitoring and controlling project work – a series of activities
such as identifying work packages for tracking, reviewing, and
documenting the progress to ensure that the project execution
meets performance objectives as defined in the project plan.
Monitor – reviewing the progress and capturing project
performance data with reference to the project plan; developing
performance measures; and communicating performance
information.
Control – assessing actual performance obtained from
monitoring a work element and comparing it with planned
performance, determining variances, analyzing trends to
identify and implement process improvements, evaluating
possible alternatives, and recommending appropriate corrective
action as needed.
Variance – a measurable departure from a planned baseline or
expected value
What metrics to keep
What to measure
How to report results
Continually measure & observe throughout the project
Activities occur in parallel with project execution

Activities need to be timely
Allow workers to self-control their work when possible
Types of Project Control
Steering control - work is compared to the plan on a continual
basis
Go/no go control – PM must receive approval to continue
Corrective actions
Preventive actions
Defect repair
Possible Monitoring and Controlling Decisions
Revisit the project charter
Adjust the project plan
Adjust day-to-day instructions
Proceed to project closing
Results of Monitoring and Controlling a Project
Perform Integrated Change Control
Change is a reality on all projects
Correct person or group needs to approve changes
Need a simple, standard system for proposing and evaluating
changes
Perform integrated change control – reviewing all change
proposals, estimating their impact on project goals wherever
appropriate, approving or declining changes, and managing

changes to deliverables, schedules, budgets, and the project
management plan.
Change control – a process wherein change proposals to
various project planning elements are acknowledged, formally
documented, and either approved or declined after review.
Perform Integrated Change Control
Change control board – consists of a formal group authorized
and responsible for reviewing, evaluating, approving, delaying,
or rejecting any changes to any aspect of the project plan by
following a formal communication method of documenting the
decision process.
Project manager
Sponsor
Core team
Key stakeholders
Change is expected; plan only the first iteration
Breakout session!
With your team, create a simple change-request form and use it
to propose a real or potential change to your project plan.
Evaluate how this change would affect your project management
plan (schedule, budget, quality, etc.) and decide whether or not
to approve the change request.
Monitor Project Risk
Consider multiple responses to a given risk
For previously identified risk events:

Track the identified risks
Execute the response plans
Evaluate their effectiveness
Monitor risks – the process of adhering to the risk response plan
of tracking identified risks, identifying new risks, monitoring
residual risks, and evaluating the effectiveness of the risk
response process throughout the project.
Resolving Project Risks
Unanticipated risks may materialize
Unknown risks require contingency
Time
Budget,
Other resources
Risk Event Resolution Strategies
Implement Risk Responses
Possible outcomes of implementing a risk response include:
Updates to the risk register
Approved change orders
Lessons learned
Implement risk responses– when a risk event occurs or is likely
to occur soon, the person assigned to that risk executes the
strategy identified in the risk management plan.
Manage Communications
Determine project information needs

Establish an information retrieval & distribution system
Collect information on executed work & work in progress
Report progress to all stakeholders
Manage communications – all the work connected with the
communications management plan, including planning for it;
generating it; organizing and sharing it; and storing and
disposing of it.
Determine Project Information Needs
Communicate
Accurately
Promptly
Effectively
Authorization to proceed
Direction setting
Status reporting
Approval of outputs
Establish Information Retrieval and Distribution System
Target the communications
Use new & proven communications methods
Refer to communications plan
Use active listening
Collect Information on Executed Work and Work in Progress
How well is this particular activity proceeding in terms of time
and budget?
How well is the entire project proceeding in terms of time and

budget?
How much more money will need to be spent to finish?
To what extent does the quality of this work meet requirements?
Collect Information on Executed Work and Work in Progress
What methods that we have used need to be improved before we
do that type of work again?
What evidence supports the answers to the above questions?
What methods that we have used are worth repeating?
How many hours of human resource time have we used to
complete this activity compared to how much we estimated?
Report Performance
Work performance data – actual, raw observations and
measurements during execution of project activities
Work performance information – the work performance data
analyzed in context and integrated, considering relations across
areas
Work performance reports – the compilation of work
performance information in some physical or electronic form
that are presented as project documents intended to generate
awareness, discussions, decision-making, or other suitable
actions
Report Performance
Report weekly/daily
Emphasize specifics
Report the target date, current status
Update risk register and issues logs
Consider recommended changes

Brief standup meetings; no chair, no coffee
Time Horizons for Project Performance
Monitor Communications
Monitor communications– monitoring and controlling
communications throughout the project lifecycle in order to
make certain that the information needs of all stakeholders are
met
Team members empowered to decide what to do & when
Communication is frequent & rapid
Rolling wave planning
Change is expected
Monitor Communications– Agile Burndown Chart
Used to show amount of work remaining
Customer Issues
Manage & Control Quality
Manage quality—forward-looking
Control quality—backward-looking
Control Scope

Quality management & control tools… complete list in Exhibit
14.9
Flow chart—model showing work flow
Check sheet—simple, structured form to gather data
Pareto chart—vertical bar graph, showing frequency of
problems
Cause and effect diagram—outline showing possible causes
Histogram—vertical bar graph, showing average & variation
Run chart—scatter-diagram showing time
Control chart—run chart with process average & control limits
Flow Chart
Check Sheet
Pareto Chart
Cause and Effect diagram
Histogram
Run Chart

Control Chart
Control Scope
Insist all changes go through integrated change control system
Try to avoid changes to scope
Work from a scope baseline
Control scope – the act of closely monitoring the project and
product scope status and only allowing necessary changes to the
scope baseline.
Scope change – any change to the project work activities or
deliverable
Control Scope
How large a difference between actual and planned scope
Reasons for the difference
Action necessary to resolve differences
Variance analysis – the process of determining both the cause
and the amount of difference between planned and actual
performance.
Success of product is predicted by having team members—
including product owner—use product before customers do
Financial Issues
Control Resources
Control Schedule & Costs
Earned Value Management for Controlling Schedule & Costs

Control Resources
Lack of necessary resources could adversely affect both budget
& schedule
PM needs to look ahead to make sure resources are available
when needed & solve problems proactively
Control resources– a process by which all of the physical
resources needed to perform the project are planned and
monitored, and changes are made if necessary throughout the
life of the project.
Control Schedule and Costs
Comparing actual cost & schedule to baseline
Changes made through the integrated change control system
Ensure no more money than authorized is spent
Methods:
Earned value management
Project scheduling software
Earned Value Management
A decision-making tool
Examine project status at a given point in time
Understand project’s progress in terms of cost and schedule
Earned value management – a management method of measuring
schedule & cost performance
EVM Terms
Earned Value Management Example

Currently Known Values
Budget at completion (BAC) – how much was the project
supposed to cost?
Actual cost (AC) – how much did the work already done
cost?
Earned value (EV) – How much work is done?
Planned value (PV) – How much work should be done?
Variances
Cost variance (CV) – How much is the project over or under
budget?
Schedule variance (SV) – How much is the schedule ahead or
behind?
Indexes
Cost performance index (CPI) – How efficient is the budget?
Schedule performance index (SPI) – How efficient is the
schedule?
Estimates
Estimate at completion (EAC) – What do we think the total
project will cost?
Estimate to complete (ETC) – How much more do we expect to

spend?
Use past performance to estimate future performance
To-complete performance index (TCPI) – How efficient do we
need to be to finish on budget?
Using MS Project 2016 to Monitor and Control Projects
What makes a schedule useful
How MS Project recalculates the schedule based on reported
actuals
Current and future impacts of time and cost variances
Define the performance update process
Steps to update the project schedule
What Makes a Schedule Useful?
Each of the three sets of data includes start and finish dates,
duration, work, & cost
The Baseline set –a copy of the stakeholder approved scheduled
values.
Past actual time and cost results—What actually happened as
reported by the resources assigned to activities.
Future estimated time and costs-- Scheduled values are used and
continuously recalculated by MS Project.
The planned schedule

Performance data
The scheduled set
How MS Project Recalculates the Schedule Based on Reported
Actuals
Copies data entered into Actual fields into Scheduled fields,
replacing estimates
Recalculates future activity schedules based on past activities
and future estimates
Current and Future Impacts of Time and Cost Variance
Comparisons between any two sets of data can help you
understand:
Time & cost performance variances from baseline
Critical path changes
Resource allocation issues
Emerging risks
Remaining contingency & management reserves
Impacts of proposed changes
Define the Performance Update Process
Who reports?
All team members and suppliers assigned to previously
scheduled activities
Any resource wanting to change an activity
What is reported?
Actual Start, Actual Finish, Actual Duration Complete, &
Estimated Remaining Duration
When to report?
Status Date driven by the date of the stakeholder review
meeting
PM publishes “Status Date” or “As of Date”
How to report?

List of team members’ current assignments
Previously reported Actuals
Steps to Update the Project Schedule
Acquire the performance data
Set the status date (as of)
Display the status date line on Gantt chart
Enter duration-based performance data
Reschedule remaining work
Revise future estimates
Step 1: Acquire the Performance Data (duration-based data)
Date assignment started
How much duration is completed
How much duration remains
Actual finish date (if finished)
Step 2: Set the status date (as of)
Click the Project Tabb>>Properties Group>>Project Information
Click the “Status date” drop-down
Set Status date, as shown in Exhibit 14.19
Click OK
Step 2: Set the status date (as of)

Step 3: Display the status date line on the Gantt chart
Click the Task Tab>>View Group>>Gantt Chart
Right click on the right pane>>select Gridlines
In the “Line to change list,” select Status Date (see Exhibit
14.20)
In the “Normal” box, choose dashed dotted line; choose Green
for color
Click OK
Step 4: Enter the Duration-Based Performance Data
See detailed instructions pp.484-486 of textbook
Step 4: Enter the duration-based performance data
Step 5: Re-schedule Remaining Work

Click on Task
Project >> Status group>> Update Project
In Update Project dialog, click Reschedule uncompleted work to
start after:
Enter Status Date
Click on Selected tasks
OK
Step 6: Revise Future Estimates
At any status meetings, ask team members if estimates for their
upcoming tasks need updating
Replanning if Necessary
Use the integrated change control system to understand the
impact
What kinds of changes might we make in response to the
problems?
Does the approval for a change need to be escalated to higher
management?
Summary

PM needs to understand how changes in one area might impact
another area
PMs monitor & control project activities
Adjustments to projects processed through the project’s
integrated change control process
Potential changes will be proposed, approved/ disapproved,
documented, & implemented
Summary
PMs control project aspects that are subject to tradeoffs—scope,
quality, cost, & schedule
Use quality control tools to understand quality level, where
problems exist, root causes, & how to improve processes
Use earned value management (EVM) and MS Project to
understand, document, & improve on cost and schedule progress
Controlling, Monitoring, and Reporting Projects at a Major
Medical Center
Team-level monitoring
Division-level monitoring
Institutional-level monitoring
PM IN ACTION
Emergency Medicine Division of Cincinnati Children’s Hospital

Medical Center
PM IN ACTION
Primary aim was a reduction
in length of stay for patients, supported by process measures
representing specific intervals of this time, such as time from
arrival in the department to
being seen by a physician & time from being able to leave the
department to actually leaving.
Medical Center
PM IN ACTION
The intent of this dashboard is to provide hospital leadership
with a high-level view of recent progress on individual projects
PMBOK Exams
You can expect to see several questions using Earned Value
Management (EVM) on either the CAPM or PMP, and you will
not be provided with the formulas. You should memorize all of
the following formulas and write them down on the blank paper
you are provided with as soon as you enter the testing room so
you can refer to them throughout the test
CV (cost variance) = EV-AC
SV (schedule variance) = EV-PV
CPI (cost performance index) = EV/AC
SPI (schedule performance index) = EV/PV
ETC (estimate to complete) = (BAC-EV) / CPI = BAC-EV
EAC (estimate at completion) = AC + ETC
TCPI (To-complete performance index) = (BAC-EV)/(BAC-AC)
You will need to apply these formulas for the test, so refer back

to section 14-4c of this book to review abbreviations, when to
use each formula, and how to interpret the results
You can also expect at least a few questions pertaining to the
Integrated Change Control process. Remember that once the
project management plan is approved and you have a baseline,
any proposed change to schedule, budget, or scope needs to go
through the change control process
This project development has proceeded in unexpected ways.
How should progress on various aspects be tracked?
How does the initial rental lessen risk?
SV = EV-PV
SV=EV-PV
AC
-
EV
CV
=
EV/PV
SPI
=
EV/AC
CPI
=
ETC
AC
EAC

+
=
EV)/CPI
-
BAC
(
ETC
=
AC)
-
EV)/(BAC
-
(BAC
TCPI
=
Vittal Anantatmula
Kathryn N. Wells
‹#›
Project Supply Chain Management
Chapter 13
‹#›
Identify the role of supply chain management in project

management and its importance for ensuring project success.
Describe how to plan, conduct, & control project procurements.
Describe the various formats for supply contracts and when
each is appropriate.
Given a project situation, determine which activities, supplies,
or services should be purchased; create bid documents;
determine criteria you would use to select a seller; & determine
which type of contract you would use.
Explain how to use the contemporary approach to project
partnering and collaboration.
Super Absorbent Polymer Turf (SAPTURF)
“The SAPTURF project required a strong team. Successful
commercialization of IP is a long shot, so room for project
management error is slim. I realized I would need to
compensate for lack of in-house resources. Lack of in-house
resources is an advantage! I was free to look for the best
resources…”
Chris Tetrault, owner and founder, SAPTURF
6
Introduction to Project Supply Chain Management
Inter-organizational purchasing-
management
A supply chain consists of all parties involved in fulfilling a

customer request
Integrating SCM into PM can significantly enhance the
effectiveness of project management
Introduction to Project Supply Chain Management
Integration of related functions to acquire needed products and
services
Purchasing
Supply management
Procurement
Project Supply Chain Management
A system approach to managing flows of physical products,
information, & funds from suppliers and producers, through
satisfaction
SCM Components
Make-or-buy decision
Contract types
Collaboration and cooperation
System integration
Make-or-buy decisions – deciding whether to make something
in-house or purchase it from a vendor
SCM Factors

The importance of SCM to general project management depends
on a number of factors:
Value of outsourced products/services relative to value of the
project
The timing of the work being purchased
Capability of the project team
Role of the outsourced work in the entire project
Number of suppliers required
Structure of the procurement supply chain
SCM Decisions
Distribution network configuration
Inventory control in supply chain
Logistics
Supply contracts
Distribution strategies
Supply chain integration & strategic partnering
Outsourcing & procurement strategies
Product design
Information technology & decision-support systems
Matching internal inadequacies with external experience
Project Procurement Management Processes
Plan Procurement Management
Conduct Procurements
Control Procurements
Plan for purchasing and acquisition
Complete most of project planning first
A minimum requirement is the project scope statement
Plan procurement management – determining how project
procurement decisions, approach, and dealing with sellers will

be accomplished and documented
Outputs of Planning
Procurement management plan provides guidance for:
The procurement statement of work ensures that the contractor
and client companies understand the work that is being
requested.
Procurement management plan– portion of the project
management plan that describes how a project team will acquire
goods and services they choose to purchase
Procurement statement of work – documents the portion of work
to be purchased, described in enough detail so potential
suppliers can decide if they are capable of and interested in
providing it.
Acquisition of materials and services
Selection of suppliers
Types of contracts
Risk management issues
Make or Buy Decisions
Seller may be called a supplier, supplier’s supplier, or
contractor
Buyer may be called a customer, service requestor, or purchaser
A firm’s competitive advantage may be defined as lower cost,
better quality, and/or fast delivery
Reasons to Make or Buy

Outsourcing Issues
Loss of time control
Lack of cost control
Gradual loss of special skills
Loss of project focus
Sharing of proprietary knowledge that impacts competitive
advantage
Potential conflict of interest
Ineffective management
Loss of confidentiality
Double outsourcing
Procurement Documents
Prospective contractor companies have capability and
motivation to provide proposals
Procurement documents – documents that define the
requirements and contractual relationship between suppliers and
customers of services and products used on a project.
Project procurement requests
Request for Information (RFI) -- “a proposal requested from a
potential seller or service provider to determine what products
and services are potentially available in the marketplace to meet

a buyer’s needs and to know the capability of a seller in terms
of offerings and strengths of the seller.”
Request for Quotation (RFQ) – a type of procurement document
“used when discussions with bidders are not required (mainly
when the specifications of a product or service are already
known) and when price is the main or only factor in selecting
the successful bidder.”
Request for Proposal (RFP) – a type of procurement document
used at “an early stage in a procurement process issuing an
invitation for suppliers, often through a bidding process, to
submit a proposal on a specific commodity or service.”
Quotes taken from
https://www.tutorialspoint.com/management_concepts/procurem
ent_documents.htm
Conduct Procurements
Sources for Potential Suppliers
Approaches Used When Evaluating Prospective Suppliers
Supplier Selection Process
Conduct procurements – the process which includes receiving
seller responses, selecting a seller, and awarding a contract
Sources for Potential Suppliers
Supplier websites
Supplier information files
Supplier catalogs
Trade journals
Phone directories
Sales personnel
Trade shows
Professional organizations and conferences
Electronic search engines
Published info by local, state, & federal governments

Selecting a Design-Build Contractor
Selecting a Design-Build Contractor
Exhibit 13.4 continued
Approaches Used When Evaluating Prospective Suppliers
Supplier surveys
Financial condition analysis
Third-party evaluations
Facility visits
Quality ability analysis
Delivery ability analysis
Supplier Selection
Invite suppliers to submit bids
Most common procurement document, the RFP, includes:
Purchasing overview
Basic supplier requirements
Technical requirements
Managerial requirements
Pricing information
Appendices

Supplier Selection
A choice between alternatives under uncertainty
Outcome concerned with price and performance
Rate proposals and other supplier characteristics
Most important evaluation criterion is typically price
Goal is to award a contract to each selected seller
Tools and Techniques Used in the Seller Selection Decision
Process
Weighting system
Independent estimates
Screening system
Seller rating system
Expert judgment
Proposal evaluation techniques
*See Exhibit 13.5 on p.438 in textbook
The Contract
A legal relationship between parties
Seller must deliver what is promised, and buyer must pay
Buyer is internal to the organization
Seller is external to the team
Contract – a mutually binding legal agreement created between
buyer and seller
Major Contract Components
Statement of work
Schedule baseline

Period of performance
Roles and responsibilities
Pricing
Payment terms
Place of delivery
Limitation of liability
Incentives
Penalties
Contract Types
Fixed-Price Contracts
Firm-Fixed-price (FFP) contracts– a contract in which the seller
has to complete the job for the agreed-upon amount of money
regardless of the actual cost incurred
Firm-fixed-economic-price-adjustment (FP-EPA) contracts – a
fixed-rice contract with a clause to protect the seller from
conditions such as inflation or commodity cost increases
Firm-Fixed-Incentive-Fee (FPIF) contracts– a contract in which
the price is fixed as defined by the contract, but the seller can
earn an additional amount as incentive if the seller meets
defined project metrics
Cost-Reimbursable Contracts
Cost-plus-award-fee (CPAF) contract – a cost-reimbursable
contract that involves payments to the seller for all allowed
costs incurred for completed work, plus an award fee based on
satisfying certain subjective performance objectives
Cost-plus-fixed-fee (CPFF) contract – a type of contract in

which the buyer reimburses the seller for all of the seller’s
allowable costs plus a fixed amount of profit (fee)
Cost-plus-incentive-fee (CPIF) contract – a type of contract in
which the buyer reimburses the seller for the seller’s allowable
costs and pays the seller a fee if it meets defined performance
criteria such as schedule, cost, and/or performance
Time and Material (T&M) Contracts
Unit rate for each hour of labor or pound of material is set in
the contract
Seller charges for what is done to produce the product/service
in contract
Time and material (T&M) contracts – hybrid contracts
containing aspects of both cost-reimbursement and fixed-price
contracts, generally used when the deliverable is labor hours
and/or amounts of materials
Choosing the Right Type of Contract
Consider requirements that a buyer imposes on a seller
The degree of market competition plays a role
Consider risk for the buyer and the seller
Consider using a wrap-up
A wrap-up, or owner-controlled insurance program (OCIP), is a
single insurance policy providing coverage for all project
participants, including the owner and all contractors and
subcontractors.
Choosing the Right Type of Contract
Things to consider:

Cost & schedule risk
Clarity about scope of work
Type & complexity of requirements
Cost & price analysis
Urgency of requirements
Performance period
Contractor’s responsibility
Contractor’s accounting system
Extent of subcontracting
Control Procurements
Buyers and sellers administer contracts
Sellers create performance reports
Buyer reviews performance reports
Control procurements – includes managing relationships
between sellers and customers, monitoring contract
performance, and making changes and corrections if needed.
Improving Project Supply Chains
Project Partnering and Collaboration
Third Parties
Lean Purchasing
Sourcing
Logistics
Information
Partnering is a method for transforming contractual
arrangements into a cohesive, collaborative team endeavor with
a single set of goals and established procedures for resolving
disputes in a timely and cost-efficient manner

Through strategic partnering companies are more likely to
access advanced technology, share risks, & improve relative
competitiveness
Sources of Conflict During Project Purchasing
Lower price means cost reduction for buyer, but revenue loss to
seller
Conflicts of interest predispose owners and contractors to be
suspicious of one another’s motives and actions.
Conflicts create costly delays and questionable responses
Resolving Project Purchasing Conflicts
Use project partnering to engage the project owner and
contractors
Try to increase the baseline of trust and collaboration
Sharing Requirements for Effective Project Partnerships

Mutual Goals in Project Partnerships
Securing Commitment to Partnering
Consider contractors with a mutual interest and expertise in
partnership
Get the commitment of top management of all involved firms
Describe in detail all benefits and how the partnership will work
“We”
“Us and them”
Securing Commitment to Partnering
Problem resolution—Solving problems at the lowest level of
organizations and having an agreed-upon escalation
procedure.
Continuous improvement—Endless waste elimination and cost
reduction.
Joint assessment—Reviewing the partnering process jointly.
Persistent leadership—Displaying a collaborative response
consistently.
Third Parties
Mechanisms to grow supply chain performance…Aggregate:
Capacity
Inventory
Transportation
Warehousing
Information
Receivables

Relationships
Lean Purchasing
Implementation of just-in-time (JIT) tools/techniques in a
manufacturing environment
Minimize costs
Sourcing
All processes required for a firm to purchase goods from
suppliers.
Advantages of good project sourcing decisions:
Order aggregation
Procurement transactions more efficient
Design collaboration
Coordinated forecasting and planning
Improved customer satisfaction
Logistics
Work required to move inventory throughout a supply chain
Modes of transportation used in supply chains
Transportation cost linked to responsiveness of supply chain
aims
Tradeoff between responsiveness & costs—PM needs to
remember which project objectives are most important!
Information
Information enables management to make decisions over a

broad scope that crosses both functions and firms
IT-based information management is crucial to the performance
of project supply chains
Accurate
Accessible
Right kind
Summary
Cooperative relationships improve ability to compete in today’s
marketplace
Project supply chain management represents a set of proactive
responses
Organizations must assess need to outsource part of the project
work
Contracting is used to specify and manage supplier-buyer
relationships
Purchasing details are legally enforced in the contract
Partnering and coordination of purchasing allow a firm to
maximize economies of scale in purchasing and reduce
transaction costs.
Implications for PM in a Networked Organization Model
What is a Networked Organization?
Identify core competencies unique to your company and focus

on building competitive advantage
Build alliances with best-in-class companies
An “open” organizational model
Business model drives speed and greater value of leveraging
resources outside your company
PM IN ACTION
Implications for PM in a Networked Organization Model
Our Approach:
Establish a common PM Methodology
Have a central point of contact—Communications is key!
Establish a Quality Management System (i.e., ISO 9001)
Invite strategic partners into business
PM IN ACTION
PMBOK Exams
Some of the questions you will see on the material covered in
this chapter will be at least partly based on
vocabulary…understand completely the difference between
terms such as “cost-plus-award-fee” and “cost-plus-incentive-
fee,” as well as when each type of contract may be used and
how each type of contract divides risk between buyer and seller.
Similar terms are also used in the seller selection process, so
know the difference between a Request for Information (RFI);
Request for Quotation (RFQ); and Request for Proposals (RFP),
and be ready to apply that knowledge to a variety of
questions/problems.
The most fundamental supply chain question is “will Casa de
Paz buy or rent and which building”?

Determine the types of professional service organizations to
seek as partners.
How should partnerships be established with religious
communities?
Contemporary
Project Management
•
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
How MS Project recalculates based on reported actuals, current
and future impacts of variances, define
the performance update process (who, what, when)

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
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.
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
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

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.

WCN 02-200-203
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

WCN 02-200-203
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.

WCN 02-200-203
Contemporary Project Management,
Fourth Edition
2019 2015
Cengage Learning Customer & Sales Support, 1-800-354-9706
www.cengage.com/permissions
[email protected]
2017947974
978 1 337 40645 1
Cengage Learning
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www.cengage.com
www.cengagebrain.com
Printed in the United States of America
Print Number: 01 Print Year: 2017

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

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
Manage Project
Knowledge 192–193,
504–508
Monitor and Control
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
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.
WCN 02-200-203
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
WCN 02-200-203
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

WCN 02-200-203
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
WCN 02-200-203
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

WCN 02-200-203
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

Summary 52
Exercises 54
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
WCN 02-200-203

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
Summary 88
Exercises 90

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
WCN 02-200-203
4.8 Role Differences on Agile Projects 126
Summary 128

Exercises 130
Project Management in …

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