C H A P T E R 1
PART 1 Project Management Concepts 2
Initiating a Project
32
C H A P T E R 2
C H A P T E R 3 Identifying and Selecting Projects 34
Developing Project Proposals 58
PART 2 Planning， Performing， and Controlling the Project 92
C H A P T E R 4
C H A P T E R 5
C H A P T E R 6
C H A P T E R 7
C H A P T E R 8
C H A P T E R 9 Defining Scope， Quality， Responsibility， and Activity Sequence Developing the Schedule 130
Resource Utilization 180
Determining Costs， Budget， and Earned Value 200
Managing Risk 230
Closing the Project 242 94
PART 3 People: The Key to Project Success 258
C H A P T E R 10
C H A P T E R 11
C H A P T E R 12 The Project Manager 260
The Project Team 288
Project Communication and Documentation 330
iii
Preface xi
About the Authors xvii
C H A P T E R 1
Project Management Concepts 2
Project Attributes 5
Balancing Project Constraints 7
Project Life Cycle 10
Initiating 11
Planning 12
Performing 12
Closing 14
Project Management Process 15
Stakeholder Engagement 22
Global Project Management 23
Project Management Associations 25
Benefits of Project Management 25
Summary 26
Questions 28
Case Study: E-Commerce for a Small Supermarket 28
Bibliography 30
PART 1 Initiating a Project
C H A P T E R 2
Identifying and Selecting Projects 34
Project Identification 36
Project Selection 37
Project Charter 40
Preparing a Request for Proposal 45
Soliciting Proposals 51
Summary 53
Questions 54
Case Study: A Midsize Pharmaceutical Company 54
Bibliography 56
v
C H A P T E R 3
Developing Project Proposals 58
Building Relationships with Customers and Partners 61
Pre-RFP/Proposal Marketing 63
Decision to Develop a Proposal 64
Creating a Winning Proposal 67
Proposal Preparation 68
Proposal Contents 69
Technical Section 69
Management Section 71
Cost Section 72
Pricing Considerations 74
Simplified Project Proposal 75
Proposal Submission and Follow-Up 77
Customer Evaluation of Proposals 78
Contracts 81
Fixed-Price Contracts 81
Cost-Reimbursement Contracts 81
Contract Terms and Conditions 82
Measuring Proposal Success 83
Summary 85
Questions 87
Case Study: Medical Information Systems 88
Bibliography 90
PART 2 Planning， Performing， and Controlling the Project
C H A P T E R 4
Defining Scope， Quality， Responsibility， and Activity Sequence 94
Establish Project Objective 97
Define Project Scope 98
Plan for Quality 102
Create Work Breakdown Structure 104
Assign Responsibility 108
Define Activities 110
Sequence Activities 111
Network Principles 111
Create Network Diagram 113
Planning for Information Systems Development 117
An Information System Example: Internet Applications Development for ABC Office Designs 121
Project Management Information Systems 122
Summary 124
Questions 126
Case Study: A Not-for-Profit Medical Research Center 127
Bibliography 128
C H A P T E R 5
Developing the Schedule 130
Estimate Activity Resources 133
Estimate Activity Durations 134
Establish Project Start and Completion Times 135
Develop Project Schedule 136
Earliest Start and Finish Times 136
Latest Start and Finish Times 140
Total Slack 142
Critical Path 144
Free Slack 147
Bar Chart Format 149
Project Control Process 150
Effects of Actual Schedule Performance 152
Incorporate Changes into Schedule 153
Update Project Schedule 154
Control Schedule 155
Scheduling for Information Systems Development 160
An Information System Example: Internet Applications Development for ABC Office Designs (Continued) 162
Project Management Information Systems 164
Agile Project Management 167
Summary 173
Questions 176
Case Study: A Not-for-Profit Medical Research Center 178
Bibliography 178
C H A P T E R 6
Resource Utilization 180
Resource-Constrained Planning 182
Resource Requirements Plan 184
Resource Leveling 186
Resource-Limited Scheduling 188
Resource Requirements for Information Systems Development 192
An Information System Example: Internet Applications Development for ABC Office Designs (Continued) 192
Project Management Information Systems 193
Summary 196
Questions 197
Case Study: A Not-for-Profit Medical Research Center 198
Bibliography 198
C H A P T E R 7
Determining Costs， Budget， and Earned Value 200
Estimate Activity Costs 203
Determine Project Budget 205
Aggregate Total Budgeted Cost 205
Develop Cumulative Budgeted Cost 207
Determine Actual Cost 209
Actual Cost 209
Committed Costs 209
Compare Actual Cost to Budgeted Cost 210
Determine Value of Work Performed 212
Analyze Cost Performance 214
Cost Performance Index 215
Cost Variance 216
Estimate Cost at Completion 216
Control Costs 218
Manage Cash Flow 219
Cost Estimating for Information Systems Development 221
An Information System Example: Internet Applications Development for ABC Office Designs (Continued) 222
Project Management Information Systems 223
Summary 225
Questions 227
Case Study: A Not-for-Profit Medical Research Center 228
Bibliography 229
C H A P T E R 8
Managing Risk 230
Identify Risks 232
Assess Risks 234
Plan Risk Responses 235
Monitor Risks 236
Managing Risks for Information Systems Development 236
An Information System Example: Internet Applications Development for ABC Office Designs (Continued) 237
Summary 239
Questions 239
Case Study: A Not-for-Profit Medical Research Center 239
Bibliography 240
C H A P T E R 9
Closing the Project 242
Project Closing Actions 244
Final Payments 245
Staff Recognition and Evaluation 245
Postproject Evaluation 246
Lessons Learned 248
Archive Project Documents 249
Customer Feedback 249
Early Project Termination 252
Summary 253
Questions 254
Case Study: Market Research Report Project 254
Bibliography 256
PART 3 People: The Key to Project Success
C H A P T E R 1 0
The Project Manager 260
Project Manager Responsibilities 263
Planning 263
Organizing 263
Monitoring and Controlling 263
Project Manager Skills 264
Leadership Ability 264
Ability to Develop People 268
Communication Skills 269
Interpersonal Skills 270
Ability to Handle Stress 272
Problem-Solving Skills 272
Negotiating Skills 273
Time Management Skills 274
Developing Project Manager Competence 274
Delegation 276
Managing Changes 279
Summary 284
Questions 285
Case Study: Codeword 285
Bibliography 287
C H A P T E R 1 1
The Project Team 288
Acquiring the Project Team 290
Project Team Development 292
Forming 293
Storming 293
Norming 294
Performing 295
Project Kickoff Meeting 296
Effective Project Teams 298 Characteristics of Effective Teams 298 Barriers to Team Effectiveness 299 Effective Team Members 303
Team Building 304
Valuing Team Diversity 305
Ethical Behavior 310
Conflict on Projects 312
Sources of Conflict 312
Handling Conflict 314
Problem Solving 316
A Nine-Step Approach to Problem Solving 316 Brainstorming 318
Time Management 319
Summary 323
Questions 325
Case Study: Team Effectiveness? 326
Bibliography 328
C H A P T E R 1 2
Project Communication and Documentation 330
Personal Communication 333
Verbal Communication 333
Written Communication 334
Effective Listening 335
Meetings 336
Types of Project Meetings 336
Effective Meetings 340
Presentations 343
Prepare the Presentation 345
Deliver the Presentation 346
Reports 347
Types of Project Reports 347
Useful Reports 349
Control Document Changes
350
Project Communication Plan 351
Stakeholder Communication 353
Collaborative Communication Tools 353
Summary 356
Questions 358
Case Study: International Communications 359
Bibliography 361
內容試閱：
There are those who make things happen， those who let things happen， and those who wonder what happened.
We hope that Successful Project Management will help you have an enjoyable， exciting， and successful experience as you grow through future project endeavors， and that it will be the catalyst for enabling you to make things happen!
Best wishes for enjoyment， satisfaction， and success in all that you do.
Jack Gido Jim Clements Rose Baker
Our Approach
Project management is more than merely parceling out work assignments to indivi- duals and hoping that they will somehow accomplish a desired result. In fact， projects that could have been successful often fail because of such take-it-for-granted approaches. Individuals need hard information and real skills to work successfully in a project environment and to accomplish project objectives. Successful Project Man- agement is written to equip its users with both by explaining concepts and techni- ques and by using numerous examples to show how they can be skillfully applied.
Although the focus of the book is squarely on the practical things readers absolutely need to know to thrive in project environments， the book does not forsake objective learning; it simply challenges readers to think critically about project management principles and to apply them within the context of the real world. We capture lessons learned from years of managing projects， teaching project management， and writing extensively about it.
Successful Project Management is intended for students as well as for working
professionals and volunteers. The book is designed to present the essential skills readers need to make effective contributions and to have an immediate impact on the accomplishment of projects in which they are involved. It prepares stu- dents with marketable and transferable skills and sends them into the workforce ready to apply project management knowledge and skills. The book also supports employer talent development and lifelong learning programs to develop and train employees to work effectively in multifunctional teams and apply project management tools and techniques to successfully accomplish project objectives.
Successful Project Management is written for everyone involved in projects，
not just project managers. Projects with good or even great project managers still may not succeed， as the best efforts of all involved are essential. All the
xi
people on the project team must have the knowledge and skills to work effec- tively together in a project environment. People do not become project managers by reading books; they become project managers by first being effective project team members. This book provides the foundation individuals need to be effec- tive members of project teams and thereby boosts everyone s potential to rise to the challenge of managing teams and projects.
The book is written in an easy-to-understand， straightforward style with a min- imum of technical terms. Readers acquire project management terminology grad- ually as they read the text. The mathematics is purposely kept simple. The text does not use complex mathematical theories or algorithms to describe scheduling techniques and does not include highly technical projects as examples. An overtly technical approach can create a barrier to learning for individuals who lack deep understanding of advanced mathematics or technical backgrounds. Separate appendixes are provided for those readers who want more in-depth coverage of probability considerations and time-cost trade-offs. Our book includes a broad range of easily understood examples based on projects encountered in everyday situations. For example， real-world applications include conducting a market sur- vey， building an information system， and organizing a community festival.
Enhancements to the Seventh Edition
Based on the excellent and supportive comments we received from our reviewers， we are pleased to incorporate the following enhancements in the sev- enth edition of Successful Project Management:
Revised the chapter concepts and contents to support the Project Manage- ment Knowledge Areas of the Project Management Institute s A Guide to the Project Management Body of Knowledge (PMBOK Guide)， Sixth Edition， as shown in the table on the following page.
Replaced all Real World Project Management vignettes (two in each chapter) with more up-to-date vignettes that discuss a variety of applications and industry sectors， both North American and International.
Made minor edits in the chapters to support the Project Management Knowledge Areas of A Guide to the Project Management Body of Knowledge (PMBOK Guide) and to provide consistency of concepts and terminology among the chapters.
Distinctive Features
Successful Project Management has many distinctive features to enhance learning and build skills.
Supports PMBOK Guide Concepts in the chapters support the project man- agement knowledge areas of the Project Management Institute s A Guide to the
Project Management Body of Knowledge (PMBOK? Guide).
Learning Outcomes The beginning of each chapter identifies specific outcomes
the learner should be able to accomplish after studying the material.
Chapter PMBOK? Project Management Knowledge Areas
Integration Scope Schedule Cost Quality Resource Communications Risk Procurement Stakeholder
1. Project Management Concepts
2. Identifying and Selecting Projects
3. Developing Project Proposals
4. Defining Scope， Quality， Responsibility， and Activity Sequence
5. Developing the Schedule
6. Resource Utilization
7. Determining Costs， Budget， and Earned Value
8. Managing Risk
9. Closing the Project
10. The Project Manager
11. The Project Team
12. Project Communication and Documentation
Real-World Vignettes Each chapter contains two real-world vignettes that illustrate the topics in the chapter. These vignettes not only reinforce chapter concepts but also draw readers into the discussion and pique their interest in applications of project management.
Examples and Applications Specific relevant real-world examples and applica- tions are incorporated throughout this text to reinforce the concepts presented. Reinforce Your Learning Questions Brief questions appear alongside the text
to ensure that learners retain key concepts and that the fundamentals are not
ignored. These in-the-margin questions pop up throughout the text to provide positive reinforcement and to help learners to gauge their comprehension of the material.
Critical Success Factors Each chapter contains a concise list of the important factors that project managers and team members need to know to help make their projects successful.
Chapter Outlines Each chapter opens with an outline of the key topics that will be covered. These outlines clarify expectations and allow readers to see the flow of information at a glance.
Graphics and Templates Numerous exhibits and templates appear in the text to illustrate the application of important concepts and project management tools.
Chapter Summaries At the end of each chapter is a concise summary of the material presented in the chapter a final distillation of core concepts.
Review Questions and Problems Each chapter has a set of questions and pro- blems that test and apply chapter concepts， support the learning outcomes， and reinforce understanding and retention.
Case Studies End-of-chapter case studies provide critical-thinking scenarios for either individual or group analysis. Variety in case format ensures that all lear- ners can relate to the scenarios presented. The cases are fun and are intended to spark interesting debates. By fostering discussion of various viewpoints， the cases provide opportunities for participants to expand their thinking about how to operate successfully when differing views arise in the work environment. Thus students gain valuable insight into what teamwork is all about.
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