Cover image for Project management : the complete guide for every manager
Project management : the complete guide for every manager
Gray, Clifford F.
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Publication Information:
New York : McGraw-Hill, [2002]

Physical Description:
xv, 430 pages : illustrations ; 25 cm
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HD65.P75 G73 2002 Adult Non-Fiction Non-Fiction Area

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Focusing on the human element that is critical to project implementation and completion, this book provides a five-step approach for collecting the useful information to plan, schedule, and control a project. It outlines solution-oriented, integrated methodologies for implementing the processes of project management.

Author Notes

Clifford Gray, D.B.A., is professor emeritus of management at Oregon State University. The president of Project Management International, Inc., since 1977, Dr. Gray has published dozens of articles on operations and project management and taught numerous popular executive development seminars and workshops
Erik Larson, Ph.D., is a professor and chairman of the Department of Management, Marketing, and International Business at Oregon State University's College of Business. A published author and recognized authority on matrix management, product development, and project partnering, Dr. Larson teaches executive, graduate, and undergraduate courses on project management, organizational behavior, and leadership

Table of Contents

Prefacep. xi
1 Project Management Todayp. 1
Characteristics of Projectsp. 1
The Project Life Cyclep. 3
Project Management in Action: A Project Management Samplerp. 4
The Project Managerp. 7
The Age of Project Managementp. 8
Project Management in Action: The Best Wireless Phone on the Marketp. 9
Project Management Today--An Integrative Approachp. 10
Summaryp. 15
2 Alignmening of Projects with Organization Strategiesp. 17
Projects and the Strategic Planp. 17
The Strategic Management Process: An Overviewp. 18
Project Management in Action: Sample Strategies to Recapture Market Growthp. 21
Absence of a Priority System Linked to Strategy Creates Problemsp. 26
Project Management in Action: The SAS Turnaroundp. 28
Moving to an Effective Project Selection Systemp. 30
A Generic Project Portfolio Management Systemp. 34
Project Management in Action: Y2K Projectsp. 38
Assessing the Effectiveness of the Priority System over the Long Haul--The Balanced Scorecard Modelp. 44
Summaryp. 45
3 Organization: Structure and Culturep. 46
Organizing Projects within the Functional Organizationp. 47
Organizing Projects as Dedicated Teamsp. 49
Organizing Projects within a Matrix Arrangementp. 51
Project Management in Action: Projectitis: The Dark Side of Project Teamsp. 52
Organizing Projects within Virtual Organizationsp. 56
Choosing the Right Project Management Structurep. 59
Project Management in Action: The Project Management Officep. 60
Organizational Culturep. 61
Identifying Cultural Characteristicsp. 64
Implications of Organizational Culture for Organizing Projectsp. 67
Project Management in Action: Matrix Problems at DECp. 68
Summaryp. 69
4 Defining the Projectp. 71
Step 1 Defining the Project Scopep. 72
Project Management in Action: Operation Keiko Liftp. 75
Project Management in Action: Examples of Project Scope Statementsp. 76
Step 2 Establishing Project Prioritiesp. 79
Project Management in Action: Year 2000 Olympic Games-Sydney, Australiap. 81
Step 3 Creating the Work Breakdown Structurep. 83
Step 4 Integrating the WBS with the Organizationp. 87
Step 5 Coding the WBS for the Information Systemp. 89
Project Rollupp. 90
Process Breakdown Structurep. 91
Responsibility Matricesp. 93
Summaryp. 95
5 The Challenge of Estimating Project Times and Costsp. 96
Factors Influencing the Quality of Estimatesp. 97
Macro versus Micro Estimatingp. 99
Estimating Project Times and Costsp. 101
Project Management in Action: Estimate Accuracy During Project Life Cyclep. 106
Level of Detailp. 108
Developing Budgetsp. 109
Estimating Guidelines for Times, Costs, and Resourcesp. 113
Refining Estimates and Contingency Fundsp. 115
Project Management in Action: How Do You Estimate the Cost of a Nuclear Power Plant?p. 115
Creating a Database for Estimatingp. 118
Summaryp. 119
6 Developing a Network Planp. 121
The Project Networkp. 121
From Work Package to Networkp. 122
Constructing a Project Networkp. 125
Activity-On-Node (AON) Fundamentalsp. 126
Project Management in Action: The Yellow Sticky Approachp. 129
Start and Finish Network Computationsp. 131
The Network Computation Processp. 132
Project Management in Action: The Critical Pathp. 138
How the Information of the Forward and Backward Pass Is Usedp. 138
Loose Endsp. 139
Extended Network Techniques from Practicep. 144
Lagsp. 145
Project Management in Action: Concurrent Engineeringp. 147
An Example Using Lag Relationshipsp. 150
Summaryp. 151
7 Managing Riskp. 153
Risk Management Processp. 153
Step 1 Identifying Sources of Riskp. 156
Step 2 Risk Analysis and Assessmentp. 158
Project Management in Action: Semiquantitative Risk Approachp. 163
Step 3 Responding to Risksp. 164
Project Management in Action: From Dome to Dustp. 166
Contingency Planningp. 167
Project Management in Action: Risk Management at the Top of the Worldp. 171
Establishing Contingency Reservesp. 174
Step 4 Risk Controlp. 176
Summaryp. 180
8 Resource Schedulingp. 181
Scheduling Problemsp. 181
Types of Project Constraintsp. 182
Kinds of Resource Constraintsp. 183
Scheduling Resources for Utilization and Given Availabilityp. 184
Project Management in Action: Assessing Resource Allocationp. 197
Project Management in Action: U.S. Forest Service Resource Shortagep. 198
Splitting/Multitaskingp. 198
The Critical-Chain Approachp. 199
Benefits of Scheduling Resourcesp. 205
Assigning Project Workp. 205
Project Management in Action: Assigning Geeks to Projectsp. 206
Multiproject Resource Schedulesp. 206
Summaryp. 208
9 Accelerating Project Completionp. 210
The Challengep. 210
Rationale for Reducing Project Timep. 211
Project Time Reduction Procedurep. 212
Project Management in Action: Responding to the Northridge Earthquakep. 213
Project Management in Action: I'll Bet You ...p. 222
Project Management in Action: The Fastest House in the Worldp. 225
Summaryp. 228
10 Managing Project Stakeholdersp. 230
Managing versus Leadingp. 230
Managing Project Stakeholdersp. 232
Influence as Exchangep. 236
Social Network Buildingp. 240
Project Management in Action: Leading at the Edgep. 247
Ethics and Project Managementp. 249
Building Trust: The Key to Exercising Influencep. 250
Qualities of an Effective Project Managerp. 252
Project Management in Action: Profile of a Prospective Project Coordinatorp. 254
Summaryp. 256
11 Managing Project Teamsp. 258
The Five-Stage Team Development Modelp. 260
Situational Factors Affecting Team Developmentp. 261
Building a High-Performing Project Teamp. 262
Recruting Project Membersp. 263
Project Management in Action: Managing Martiansp. 265
Conducting Project Meetingsp. 266
Project Management in Action: Software Development Teams at Microsoftp. 270
Establishing a Team Identityp. 271
Creating a Shared Visionp. 272
Managing Project Reward Systemsp. 275
Project Management in Action: "Rat Track Fax" Galvanizes ELITE Team at Newspaperp. 276
Managing the Decision-Making Processp. 278
Managing Conflict within the Project Teamp. 280
Team-Building Sessionsp. 283
Managing Virtual Project Teamsp. 285
Project Team Pitfallsp. 287
Overcoming Barriers to Performancep. 289
Project Management in Action: Managing Low-Priority Projectsp. 291
Summaryp. 292
12 Managing Projects across Organizationsp. 293
The Genesis of Project Partneringp. 294
Project Management in Action: The Kodak Orion Projectp. 297
Preproject Activities: Setting the Stage for Successful Partneringp. 298
Project Implementation: Sustaining Collaborative Relationshipsp. 301
Project Management in Action: Incentive System for a Partnering Projectp. 302
Project Completion: Celebrating Successp. 304
Why Project Partnering Efforts Succeed or Failp. 305
Project Management in Action: Competing against Giantsp. 305
The Art of Negotiatingp. 307
A Note on Managing Customer Relationsp. 313
Summaryp. 316
Appendix 12A Contract Managementp. 317
Project Management in Action: Can Partnering Work in the Public Sector?p. 319
13 Monitoring Project Performancep. 322
The Project Control Processp. 322
Monitoring Time Performancep. 325
An Integrated Cost/Schedule Systemp. 327
Project Management in Action: Status Reports at Microsoftp. 328
The Earned Value Systemp. 329
Developing a Status Report: A Hypothetical Examplep. 336
Indexesp. 343
Forecasting Final Project Costp. 346
Project Management in Action: Trojan Decommissioning Projectp. 347
Other Control Issuesp. 349
Project Management in Action: A Pseudo-Percent Complete Approachp. 349
Summaryp. 353
14 Project Audit and Closurep. 354
Project Auditsp. 355
The Project Audit Processp. 357
Project Management in Action: Operation Eagle Clawp. 360
The Audit Reportp. 361
Project Management in Action: Lessons Learned: Bell Canada Business Transformation Projectp. 363
Project Management in Action: Hewlett-Packard's Project Management Initiativep. 365
Project Closurep. 366
Team, Team Member, and Project Manager Evaluationsp. 372
Summaryp. 376
Project Management in Action: 360[degree] Feedbackp. 377
15 Project Management: The Futurep. 379
Emergence of Project-Driven Organizationsp. 380
Project Management in Action: The International Space Station (ISS) Projectp. 381
Project Management in Action: The Human Genome Projectp. 382
Project Management Maturity Modelp. 383
Career Paths in Project Managementp. 387
Project Management in Action: Harvesting Project Leadersp. 389
Project Management in Action: Works Well with Othersp. 391
Summaryp. 393
Conclusionsp. 394
Notesp. 395
Glossaryp. 409
Acronymsp. 415
Project Management Equationsp. 416
Indexp. 417