Project Management: Process, Technology & Practice
Edition: 1
Copyright: 2022
Edition: 1
Copyright: 2022
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Intended and designed to be used in senior undergraduate and graduate level classes as an introductory course in project management, Project Management: Process, Technology & Practice, includes process, knowledge areas, and A Guide to the Scrum Body of Knowledge (SBOKTM Guide) to provide a detailed view of Agile methods.
Project Management: Process, Technology & Practice by Ganesh Vaidyanathan:
- Integrates many examples of practices from aerospace, automotive, construction, new product development, healthcare, and IT industries
- covers major IT software processes including SEI/CMM, SDLC, iterative approach, spiral model, rational unified process, Agile model, and the extreme programming model
- includes PMBOK® project management processes, continuous improvement management of projects, and Six Sigma are included
- devotes a supplemental chapter on Agile Project Management
- covers project management topics such as brainstorming, thought process map (TMAP), quality functional deployment, Kano model, affinity diagram, fishbone diagrams, check sheets, Pareto chart, Nominal Grouping Technique, Delphi technique, SWOT analysis, and burndown charts explained step by step with “real-world” examples
- features project initiation methods including how to select projects and set priorities; how to write a project charter; how to select a project manager and project team; how to identify stakeholders and conduct stakeholder analysis; how to gather requirements for a project; and how to prepare and write a project scope. The chapter includes how companies align their project strategy with their corporate strategy with examples
- integrates decision-making methods for procurement with various types of contracts
- covers risk identification, planning, monitoring, and control includes techniques such as Project Failure Mode and Effects Analysis (PFMEA) and decision trees
To make the transition to the publication virtually seamless, the author has created supplemental and instructor resources, including:
- Instructor’s Manual
- Excel files for book examples and answers to all end-of-chapter questions
- Customizable PowerPoint Presentations
- Test Item File with an extensive set of multiple choice, true/false, and essay-type questions for each chapter ranked according to difficulty level and referenced with page numbers from the text
- Image Library
- Project management templates—Students understand how to write plans and project documents. These templates are filled with examples
- Student projects Library—A compilation of students’ projects from various universities is available on the book website
In addition, all book materials will be available as videos suitable for online classes. The videos will be of 15-minute short duration modules which will be suitable for students to learn effectively. This will also allow the instructors to choose parts of each chapter that is pertinent and important for themselves and their students. I have used such videos in my online classes and the feedback from students have been very positive.
Preface
Acknowledgments
About the Author
Chapter 1 Projects and Project Management
Projects
Information Systems Projects
Healthcare Projects
New Product Development Projects
Construction Projects
Classification of Projects
Project Lifespan
Phase 1: Conceptualization or Pre-Feasibility
Phase 2: Planning or Feasibility or Demonstration
Phase 3: Analysis and Design/Development; Development; Engineering/Manufacturing Development
Phase 4: Implementation; Execution and Testing; Production and Deployment or Build/Test
Phase 5: Launch or Termination or Closure or Release
Phase 6: Post-Implementation Review
Project Life Cycle
Project Management
Understanding Project and Project Management Success Factors
Project Management Success Factors and Constraints
Tailoring
Tailoring Process
Project Management Components
Summary
Review Questions
Problem solving and Critical Thinking Questions
Class Discussions
Study Projects
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Chapter 2 Process, Methods, and Development Approaches
Project Process in Organizations
Models, Methods, and Artifacts
Project Performance Domain (PPD)
Tailoring Project Performance Factors
Continuous Improvement Management of Projects
Six Sigma
Define
Measure
Analyze
Improve
Control
Capability Maturity Model Integration
The Five Levels of Software Process Maturity
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimizing
Systems Development Life Cycle (SDLC)
Iterative SDLC
Spiral Model
Unified Process
Inception
Elaboration
Construction
Transition
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Further Reading
Chapter 2S Agile Project Management
Agile
Principles of Agile
Agile Life Cycles
Iteration-Based Agile
Flow-Based Agile
Hybrid Agile
Agile Development Approach
Scrum
Lean Kanban
Extreme Programming (XP)
Feature-Driven Development (FDD)
Devops
Microservice Architecture
Benefits of Agile
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Case Study: Information Systems
References
Further Reading
Chapter 3 Project Management Methods, Artifacts and Tools
Project Management Methods, Artifacts, and Tools
Brainstorming
Brainstorming Procedure
Thought Process Map (TMAP)
TMAP Procedure
TMAP Example
Quality Functional Deployment
QFD Procedure
QFD Example
Kano Model
Must-Be Requirements
Contents vii One-Dimensional Requirements
Attractive Requirements
Indifferent Requirements
Reverse Requirements
Kano Model Procedure
Kano Model Example
Affinity Diagram
Affinity Diagram Procedure
Affinity Diagram Example
Fishbone Diagrams
Fishbone Diagrams Procedure
Fishbone Diagrams Example
Check Sheets
Check Sheet Procedure
Check Sheet Example
Pareto Chart
Nominal Group Technique
NGT Procedure
Delphi Technique
Delphi Technique Procedure
SWOT Analysis
SWOT Analysis Procedure
Burndown Charts
Burndown Chart Procedure
Communication and Collaboration Tools
Zoom
Microsoft Teams
WebEx
Dashboards
Project Management Software
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
New Product Development
Healthcare
Financial Services
Construction
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Chapter 4 Project Initiation
Organizational Strategy, Project Selection, and Prioritization Process
Form Upper Management Team
Identify All Projects
Gather Data on All Projects
Estimate Resources Required
Analyze and Decide on Projects
Implement Initial Plans
Initial Project Proposals
Project Selection
Net Present Value of Projects
Return on Investment
Internal Rate of Return
Payback Analysis
Scorecard Analysis to Select and Prioritize Values Based on Many Qualitative Criteria
Decision Trees
Project Charter
Project Manager Selection
Project Manager Skills
Characteristics and Qualifications of a Project Manager
Project Manager Duties
Building a Project Team
Stakeholders
Identifying Stakeholders
Stakeholder Analysis
Requirements Gathering
Requirements Gathering Practices
Project Scope
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Chapter 5 Project Planning
Planning Process
Organizational Process Assets
Enterprise Environmental Factors
Project Planning
Project Management Plan
Change Control Plan
Configuration Management Plan
Scope Management Plan
Requirements Management Plan
Schedule Management Plan
Cost Management Plan
Quality Management Plan
Process Improvement Plan
Resources Plan
Staffing Management Plan
Communications Management Plan
Risk Management Plan
Procurement Management Plan
Stakeholder Management Plan
Iteration Plan
Release Plan
Scope Baseline and Work Breakdown Structures
Delivery-Based Structure
Lifespan-Based Structure
WBS Element Description:
Responsibility Matrices
Responsibility, Accountability, Consultative, and Informative (RACI) Matrix
Contracts
Fixed-Price Contracts
Fixed-Price Incentive Fee Contracts
Cost-Plus Fixed Fee Contracts
Cost-Plus Percentage Fee Contracts
Cost-Plus Incentive Fee Contracts
Guaranteed Maximum-Shared Savings Contract
Procurement
Make-or-Buy Decision
Lease-or-Buy decision
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Chapter 6 Risk Management in Projects
Risk
Risk Identification
Influencing Factors Specific to the Firm
Influencing Factors Specific to Project Manager
Influencing Factors Specific to the Stakeholder
Risk Breakdown Structure Using Risk Categorization
Internal Risks
External Risks
Methods and Artifacts for Identifying Risks
Risk Assessment
Qualitative Risk Assessment
Quantitative Risk Assessment
Risk Planning and Analysis
Transferring Risk
Avoid Risk
Contents ix Reduce Risk
Risk Mitigation Techniques
Accept Risk
Positive Risks
Contingency Planning
Objectives
Planning Principles
Assumptions
Responsibilities
Process
The Plan
Recovery
Reconstitution
Record of Modifications
Implement Risk Responses, Risk Monitoring and Management
Implement Risk Responses
Inputs to Risk Monitoring and Management
Methods, Artifacts, and Tools for Risk Monitoring and Management
Outputs of Risk Monitoring and Management
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Chapter 7 Project Quality, Performance, and Value
Performance and Quality
Quality Management
ISO: International Organization for Standardization
Quality Planning
Developing a Project Quality Plan
Benchmarking
Quality Assurance and Control
Quality Assurance
Quality Process Analysis
Quality Control
Process Maps
Control Charts
Process Capability
Design of Experiments
Taguchi Method
Statistical Sampling
Random Sampling
Reviews
Testing and Inspection
Inspection
Project Metrics
Key Performance Indicators
Project Scope and Metrics
Project Performance and Metrics
Cost of Quality
Cost of Software Quality
Project Value and Metrics
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
New Product Development
Healthcare
Financial Services
Construction
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Further Reading
Chapter 8 Project Scheduling
Project Schedule
Project Networks
Project Schedule Network Diagram
Variance in Scheduling Activities
Critical Chain Project Management (CCPM)
Project Crash
Fast Tracking
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Chapter 9 Resources, Costing, Monitoring and Control
Cost Management in Projects
Direct Material and Labor Costs
Indirect Material and Labor Costs
Fixed Costs
Variable Costs
Overhead Costs
General and Administrative (G&A) Costs
Tangible Costs
Intangible Costs
Sunk Costs
Opportunity Costs
Cost Estimation
Rough Order of Magnitude Estimate (ROME)
Approximate Historical Estimate (AHE)
Detailed Estimate (DE)
Budgeting
Project Cost and Schedule Metrics
Earned Value Analysis
Cost Management Checklist
Resource Planning
Project Resource Metrics
Monitoring and Control
Configuration Management
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Chapter 10 Project Closure
Acceptance of Projects
Project Audit
Audit Team
Project Audit Process
Project Closure
Premature Projects
Endless Projects
Failed Projects
Complete Projects
Early Project Closure
Incomplete Requirements
Lack of User Involvement
Lack of Resources
Unrealistic Expectations
Lack of Executive Support
Scope Changes
Technology
Market Forces
Economic Factors
Environment and Legal Factors
Project Closure Decision and Process
Administrative Closure
Contract Closure
Handover of Project Results
Project Closure Checklist
Phase Gate Process and Project Implementation Review
Plan Review
Collect Data
Postmortem Analysis
Feedback
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Chapter 11 Project Organization
Project Governance
Organizational Management Elements
Organizational Structures
Authority
Responsibility
Accountability
Reliability
Functional Structure
Advantages of Functional Structure
Disadvantages of Functional Structure
Department Structure
Advantages of Department Structure
Disadvantages of Department Structure
Matrix Structure
Weak Matrix
Balanced Matrix
Strong Matrix
Advantages of Matrix Structure
Disadvantages of Matrix Structure
Flat Structure
Advantages of Flat Structure
Disadvantage of Flat Structure
Virtual Structure
Advantages of Virtual Structure
Disadvantages of Virtual Structure
Organizational Project Strategy
Project Organizational Structures
Construction Projects
R&D Projects
New Product Development Projects
MIS Projects
Immature Versus Mature Organizations
Project Management Office
Project Office
PMO
The Center of Excellence
Policies and Procedures
General Project Policies
Organizational Objectives
Project Responsibilities
Team-Based Performance Reviews
Career Paths for Project Personnel
Project Prioritization
Resource Optimization
Coordination of Inter-Functional Group Transitions
Roles and Responsibilities
Project Team Roles
Group Task Roles
Group Building and Maintenance Roles
Team Building
Virtual Teams and Global Project Teams
Knowledge Transfer
Outsourcing
Offshoring
Nearshoring
Insourcing
Co-Sourcing
Multi-Sourcing
Outsourcing Projects and Project Management
Drivers of Outsourcing Projects
Outsourcing Business Model
Best Practices of Outsourcing
Selection of Projects
Selection of Outsourcing Company
Project Requirements
Delivery and Documentation of Projects
Hidden Costs
Project Control
Personnel Issues
Knowledge Transfer
Conflict Management
Communication Management
Contracts
Relationships
Exit Strategy
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
New Product Development
Healthcare
Financial Services
Construction
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Further Reading
Chapter 12 Project Success
Project Success Variables in Project Management
Scope Management
Time or Schedule Management
Cost Management
Quality Management
Resource Management
Communication Management
Risk Management
Procurement Management
Stakeholder Monitoring and Management
Project Success Variables in Project Organizations
Success Variables for Project Manager
Success Variables for Executive Champions and Organizations
Success Variables for Customers
Success Variables for Project Team
High-Performing Project Teams
People Management and Leadership
People Management
Leadership
Leadership Models and Theories
Leadership Behavior for Establishing People Management
Effective Communications
Listening
Conflict Management
Personal Time Management
Process of Decision Making
Knowledge Management
Knowledge Types and Processes
Knowledge Management and Learning
Lessons Learned from Past Projects
Learning Curves
Code of Ethics and Expected Behaviors in Project Management
Summary
Review Questions
Problem Solving and Critical Thinking Questions
Class Discussions
Study Projects
New Product Development
Healthcare
Financial Services
Construction
Case Study: Information Systems
Case Study: Healthcare
Case Study: Financial Services
Case Study: Construction
References
Appendix A: Support Tables
Appendix B: PMP, and CAPM Certification
Appendix C: Microsoft Project Tutorial
Appendix D: Project Metrics
Glossary
Dr. Vaidyanathan has more than 25 plus years of industrial experience in e-commerce, information technology, automation, strategy, artificial intelligence, and software engineering with several high-tech industries in the United States and abroad. He is currently the Professor of Decision Sciences at Roosevelt University where he served as an Associate Dean. He was a Professor at the Indiana University, South Bend, Indiana. Prior to his academic positions, he co-founded eReliable Commerce Inc., where he was the CTO of the B2B financial transactions firm. He has held executive and leadership positions at AlliedSignal, Inc. (Honeywell), General Dynamics, Click Commerce Inc., and Lockheed Martin Inc (NASA). Dr. Vaidyanathan launched products integrated with artificial intelligence decision-making capabilities on the web to be co-branded with customers in the finance vertical business. He has directed Internet projects for Fortune 100 companies to increase customers’ profits by integrating organizational capabilities and stakeholder specifications. He has launched products that include security, payment processing, procurement, logistics, ERP, SCM, and data warehousing. He has delivered value and maximized core competency to improve customer satisfaction and increase profitability by reducing operating and capital budgets.
Dr. Vaidyanathan has played a significant role in the development of new organizational strategy and was directly responsible for delivering software and hardware infrastructure for projects involving more than $5 million with more than 150 team members and many project managers. He has enhanced effective business processes in logistics, payments, purchasing, life cycle costs, decision support systems, marketing, and supply chain management. He has proven ability in strategic development, managing projects, implementing projects, improving the efficiency of operations, mentoring, and team building. He has consulted with Fortune 100 companies including United Airlines, Mitsubishi, Motorola, and Honeywell in technology, business, and process reengineering. He serves as an advisor and an executive board member to several organizations in the United States and India.
Dr. Vaidyanathan holds a PhD with an emphasis on Artificial Intelligence and Robotics from Tulane University and an MBA from the University of Chicago. Dr. Vaidyanathan currently holds several patents and has authored more than 60 publications, book chapters, and case study in information systems, project management, and operations management areas in journals such as Journal of Operations Management, Decision Sciences, and Communications of the ACM.