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Project Management
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Project Management
A Risk-Management Approach

September 2020 | 712 pages | SAGE Publications, Inc
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As the number and size of projects continue to increase, there is a growing demand for effective project managers. Project Management: A Risk-Management Approach prepares students to successfully navigate the many challenges, factors, and situations that project managers face. Authors Ted Klastorin and Gary Mitchell emphasize the importance of mitigating risk at every stage, helping students avoid common pitfalls that lead to project failures, compromised schedules, or incurred costs. Real-world examples, cases, solved problems, and practice problems help bring methodologies to life. Readers will be equipped with the tools they need to plan, schedule, and monitor even the most complex projects in a variety of market sectors.


Included with this title:

The password-protected Instructor Resource Site (formally known as Sage Edge) offers access to all text-specific resources, including a test bank and editable, chapter-specific PowerPoint® slides. Learn more.
 
Foreword
 
Preface
 
Acknowledgments
 
About the Authors
 
Chapter 1. An Introduction to Project Management
1.1 Introduction

 
1.2 What Defines a Project?

 
1.3 The Project Life Cycle

 
1.4 Measures of Project Success and Failure

 
1.5 Managing Project Risks

 
1.6 Project Management Trade-Offs

 
1.7 Program Versus Project Management

 
1.8 Agile Project Management: A Modern Development

 
1.9 A Brief History of Project Management

 
1.10 Overview of the Text

 
 
Chapter 2. Project Initiation and Selection
2.1 Introduction

 
2.2 The Relationship of Projects to Strategic and Operational Goals

 
2.3 Simple Numerical Measures

 
2.4 Advanced Measures

 
2.5 Implementing “Options Thinking”

 
2.6 “Stage Gates” Defined

 
2.7 Ranking and Scoring Methods

 
2.8 Evaluating Project Portfolios

 
Summary

 
 
Chapter 3. Project Planning
3.1 Introduction

 
3.2 Outline of a Project Plan

 
3.3 Risk Management Strategy and Plan

 
3.4 Communications Strategy and Plan

 
3.5 Identifying Project Requirements

 
Summary

 
 
Chapter 3S. Supplement: Agile Project Management
3S.1 Introduction

 
3S.2 Agile Project Management

 
3S.3 Implementing Agile PM

 
3S.4 Scrum and Extreme Programming

 
3S.5 Velocity and Burndown Charts

 
3S.6 Risk Management and the Agile–Traditional Continuum

 
3S.7 Agile PM Analogy: American Football

 
Summary

 
 
Chapter 4. Defining Project Content
4.1 Introduction

 
4.2 Costs Defined

 
4.3 Defining Project Work

 
4.4 Estimating Work Content and Task Duration

 
4.5 Deterministic Versus Stochastic Estimates

 
4.6 Common Pitfalls and Perils

 
Summary

 
 
Chapter 4S. Supplement: Review of Probability and Distribution Functions
4S.1 Introduction

 
4S.2 Probability Distributions

 
4S.3 Summary Measures for Probability Distributions

 
4S.4 Common Discrete Distributions

 
4S.5 Common Continuous Distributions

 
4S.6 Sums of Random Variables

 
Summary

 
 
Chapter 5. Scheduling a Deterministic Project
5.1 Introduction

 
5.2 Determining a Project’s Schedule

 
5.3 The Critical Path Method

 
5.4 Calculating Slacks (Floats)

 
5.5 Types of Precedence Relations

 
5.6 Linear Programming Formulation

 
5.7 Gantt Charts: Representing the Schedule Graphically

 
5.8 Activity-on-Arc Precedence Networks

 
5.9 A Note Regarding Software Programs

 
Summary

 
 
Chapter 6. Project Trade-Offs and Risk Mitigation
6.1 Introduction

 
6.2 Preparing a Budget: The Basic Time–Cost Relationship

 
6.3 Project Compression: Time–Cost Trade-Offs

 
6.4 Risk Management and Time–Cost Trade-Offs

 
6.5 Time–Cost Trade-Offs in Stochastic Projects

 
6.6 Other Trade-Off Issues: Concurrent Engineering and Coordination Costs

 
Summary

 
 
Chapter 7. Scheduling Stochastic Projects
7.1 Introduction

 
7.2 Proactive Versus Reactive Scheduling

 
7.3 Using Buffers to Protect the Schedule

 
7.4 Planning Under Task Time Uncertainty Using Classic PERT

 
7.5 Planning Under Task Time Uncertainty Using Monte Carlo Simulation Models

 
7.6 Managing Exogenous Uncertainties

 
7.7 Task Time Uncertainty and the Theory of Constraints

 
Summary

 
 
Chapter 7S. Supplement: Monte Carlo Simulation
7S.1 Introduction

 
7S.2 The Basic Concept

 
7S.3 Generating Random Variates

 
7S.4 Generate Trials

 
7S.5 Analyzing the Simulation

 
Summary

 
 
Chapter 8. Managing Project Resources
8.1 Introduction

 
8.2 Defining Resource Types

 
8.3 Criteria for Scheduling Resource Types

 
8.4 The Resource Leveling Problem Defined

 
8.5 The Rate-Constrained Resource Allocation Problem

 
8.6 Heuristics for the Rate-Constrained Resource Allocation Problem

 
8.7 An Easily Solvable Rate-Constrained Resource Allocation Problem: The Critical Chain Defined

 
8.8 The Critical Chain Methodology

 
8.9 Defining Resource Buffers

 
8.10 Capacity-Constrained Resource Allocation

 
8.11 Supply Chain Management and Projects

 
8.12 Impact of Worker Behaviors on Project Outcomes

 
Summary

 
 
Chapter 9. Project Teams
9.1 Introduction

 
9.2 Forming a Project Team

 
9.3 Assigning Potential Team Members to a Project

 
9.4 Making Trade-Off Decisions When Creating Project Teams

 
9.5 Determining Team Size When Resource Availability Is Uncertain

 
9.6 Managing the Project Team

 
9.7 Managing the End of Project Transition

 
Summary

 
 
Chapter 10. Managing Decentralized Projects
10.1 Introduction

 
10.2 Decentralized Projects

 
10.3 Subcontracting Issues Defined

 
10.4 Underlying Economic Concepts

 
10.5 Contract Types Defined

 
10.6 Defining a Contract That Maximizes the Project Value

 
Summary

 
 
Chapter 11. Assessing Project Progress
11.1 Introduction

 
11.2 Assessing In-Control Versus Out-of-Control Project States

 
11.3 Earned Value Analysis Defined

 
11.4 Limitations of Earned Value Analysis

 
11.5 Updating Cost and Schedule Forecasts

 
Summary

 
 
Chapter 12. Managing a Multiproject Environment
12.1 Introduction

 
12.2 Managing the Project Portfolio

 
12.3 Ensuring Projects Deliver Their Value Propositions

 
12.4 The Role of the Project Manager

 
12.5 The Role of the PMO

 
Summary

 
 
Appendix A: Textbook Notations Defined
 
Appendix B: MS Project Practice Problems
 
Glossary
 
Bibliography
 
Index

Supplements

Instructor Resource Site
edge.sagepub.com/klastorin1e

The open-access Student Study Site makes it easy for students to maximize their study time, anywhere, anytime. It offers flashcards that strengthen understanding of key terms and concepts, as well as learning objectives that reinforce the most important material.

For additional information, custom options, or to request a personalized walkthrough of these resources, please contact your sales representative.
Student Study Site
edge.sagepub.com/klastorin1e

The open-access Student Study Site makes it easy for students to maximize their study time, anywhere, anytime. It offers flashcards that strengthen understanding of key terms and concepts, as well as learning objectives that reinforce the most important material.

For additional information, custom options, or to request a personalized walkthrough of these resources, please contact your sales representative.

MSc Engineering students on project management module will benefit from a greater understanding of a risk management approach to projects

Mr Paul Rouse
Fac of Business,Environment & Society, Coventry University
January 27, 2022
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