This is completed downloadable of Project Management Achieving Competitive Advantage 4th Edition Pinto Solutions Manual

Product Details:

ISBN-10 ‏ : ‎ 0133798070
ISBN-13 ‏ : ‎ 978-0133798074
Author: Jeffrey K. Pinto

In its Fourth Edition, Project Management: Achieving Competitive Advantage takes a contemporary, decisive, and business-oriented approach to teaching and learning project management. Blending current theory, contemporary case studies, and hands-on practice and research, Project Management offers students a full range of perspectives of the project management process.

To promote a comprehensive, multi-industry understanding of the text, the author addresses project management theory within the context of a variety of successful organizations, whether they be publicly held, private, or nonprofit. Comprehensive case analysis and detailed exercises give students the tools to assess projects in real-time, equipping them with razor-sharp decision-making skills. Leveraging the latest project management technology, Project Management features just the right balance of real-world examples, cutting-edge theory, and practical exercises.

Table of Content:

1.1 What Is a Project?
General Project Characteristics
1.2 Why Are Projects Important?
Project Profile: “Throwing Good Money after Bad”: the BBC’s Digital Media Initiative
1.3 Project Life Cycles
Box 1.1: Project Managers in Practice
1.4 Determinants of Project Success
Box 1.2: Project Management Research in Brief
1.5 Developing Project Management Maturity
1.6 Project Elements and Text Organization
Summary
Key Terms
Discussion Questions
Case Study 1.1 MegaTech, Inc.
Case Study 1.2 The IT Department at Hamelin Hospital
Case Study 1.3 Disney’s Expedition Everest
Case Study 1.4 Rescue of Chilean Miners
Internet Exercises
PMP Certification Sample Questions
Notes
The Organizational Context: Strategy, Structure, and Culture
Project Profile: Tesla’s $5 Billion Gamble
Introduction
2.1 Projects and Organizational Strategy
2.2 Stakeholder Management
Identifying Project Stakeholders
Managing Stakeholders
2.3 Organizational Structure
2.4 Forms of Organizational Structure
Functional Organizations
Project Organizations
Matrix Organizations
Moving to Heavyweight Project Organizations
Box 2.1: Project Management Research in Brief
2.5 Project Management Offices
2.6 Organizational Culture
How Do Cultures Form?
Organizational Culture and Project Management
Project Profile: Electronic Arts and the Power of Strong Culture in Design Teams
Summary
Key Terms
Discussion Questions
Case Study 2.1 Rolls-Royce Corporation
Case Study 2.2 Classic Case: Paradise Lost—The Xerox Alto
Case Study 2.3 Project Task Estimationand the Culture of “Gotcha!”
Case Study 2.4 Widgets ’R Us
Internet Exercises
PMP Certification Sample Questions
Integrated Project—Building Your Project Plan
Notes
Project Selection and Portfolio Management
Project Profile: Project Selection Procedures: A Cross-Industry Sampler
Introduction
3.1 Project Selection
3.2 Approaches to Project Screening and Selection
Method One: Checklist Model
Method Two: Simplified Scoring Models
Limitations of Scoring Models
Method Three: The Analytical Hierarchy Process
Method Four: Profile Models
3.3 Financial Models
Payback Period
Net Present Value
Discounted Payback
Internal Rate of Return
Choosing a Project Selection Approach
Project Profile: Project Selection and Screening at GE: The Tollgate Process
3.4 Project Portfolio Management
Objectives and Initiatives
Developing a Proactive Portfolio
Keys to Successful Project Portfolio Management
Problems in Implementing Portfolio Management
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Case Study 3.1 Keflavik Paper Company
Case Study 3.2 Project Selection at Nova Western, Inc.
Internet Exercises
Notes
Leadership and the Project Manager
Project Profile: Leading by Example for the London Olympics—Sir John Armitt
Introduction
4.1 Leaders Versus Managers
4.2 How the Project Manager Leads
Acquiring Project Resources
Motivating and Building Teams
Having a Vision and Fighting Fires
Communicating
Box 4.1: Project Management Research in Brief
4.3 Traits of Effective Project Leaders
Conclusions about Project Leaders
Project Profile: Dr. Elattuvalapil Sreedharan, India’s Project Management Guru
4.4 Project Champions
Champions—Who Are They?
What Do Champions Do?
How to Make a Champion
4.5 The New Project Leadership
Box 4.2: Project Managers in Practice
Project Profile: The Challenge of Managing Internationally
4.6 Project Management Professionalism
Summary
Key Terms
Discussion Questions
Case Study 4.1 In Search of Effective Project Managers
Case Study 4.2 Finding the Emotional Intelligence to Be a Real Leader
Case Study 4.3 Problems with John
Internet Exercises
PMP Certification Sample Questions
Notes
Scope Management
Project Profile: “We look like fools.”—Oregon’s Failed Rollout of Its Obamacare Web Site
Introduction
5.1 Conceptual Development
The Statement of Work
The Project Charter
Project Profile: Statements of Work: Then and Now
5.2 The Scope Statement
The Work Breakdown Structure
Purposes of the Work Breakdown Structure
The Organization Breakdown Structure
The Responsibility Assignment Matrix
5.3 Work Authorization
Project Profile: Defining a Project Work Package
5.4 Scope Reporting
Box 5.1: Project Management Research in Brief
5.5 Control Systems
Configuration Management
5.6 Project Closeout
Summary
Key Terms
Discussion Questions
Problems
Case Study 5.1 Boeing’s Virtual Fence
Case Study 5.2 California’s High-Speed Rail Project
CaseStudy 5.3 Project Management at Dotcom.com
Case Study 5.4 The Expeditionary Fighting Vehicle
Internet Exercises
PMP Certification Sample Questions
MS Project Exercises
Appendix 5.1: Sample Project Charter
Integrated Project—Developing the Work Breakdown Structure
Notes
Project Team Building, Conflict, and Negotiation
Project Profile: Engineers Without Borders: Project Teams Impacting Lives
Introduction
6.1 Building the Project Team
Identify Necessary Skill Sets
Identify People Who Match the Skills
Talk to Potential Team Members and Negotiate with Functional Heads
Build in Fallback Positions
Assemble the Team
6.2 Characteristics of Effective Project Teams
A Clear Sense of Mission
A Productive Interdependency
Cohesiveness
Trust
Enthusiasm
Results Orientation
6.3 Reasons Why Teams Fail
Poorly Developed or Unclear Goals
Poorly Defined Project Team Roles and Interdependencies
Lack of Project Team Motivation
Poor Communication
Poor Leadership
Turnover Among Project Team Members
Dysfunctional Behavior
6.4 Stages in Group Development
Stage One: Forming
Stage Two: Storming
Stage Three: Norming
Stage Four: Performing
Stage Five: Adjourning
Punctuated Equilibrium
6.5 Achieving Cross-functional Cooperation
Superordinate Goals
Rules and Procedures
Physical Proximity
Accessibility
Outcomes of Cooperation: Task and Psychosocial Results
6.6 Virtual Project Teams
Project Profile: Tele-Immersion Technology Eases the Useof Virtual Teams
6.7 Conflict Management
What Is Conflict?
Sources of Conflict
Methods for Resolving Conflict
6.8 Negotiation
Questions to Ask Prior to the Negotiation
Principled Negotiation
Invent Options for Mutual Gain
Insist on Using Objective Criteria
Summary
Key Terms
Discussion Questions
Case Study 6.1 Columbus Instruments
Case Study 6.2 The Bean Counterand the Cowboy
Case Study 6.3 Johnson & Rogers Software Engineering, Inc.
Exercise in Negotiation
Internet Exercises
PMP Certification Sample Questions
Notes
Risk Management
Project Profile: The Building that Melted Cars
Introduction
Box 7.1: Project Managers in Practice
7.1 Risk Management: a Four-Stage Process
Risk Identification
Project Profile: Bank of America Completely Misjudges Its Customers
Risk Breakdown Structures
Analysis of Probability and Consequences
Risk Mitigation Strategies
Use of Contingency Reserves
Other Mitigation Strategies
Control and Documentation
Project Profile: Collapse of Shanghai Apartment Building
7.2 Project Risk Management: An Integrated Approach
Summary
Key Terms
Solved Problem
Discussion Questions
Problems
Case Study 7.1 Classic Case: deHavilland’s Falling Comet
Case Study 7.2 The Spanish Navy Pays Nearly $3 Billion for a Submarine That Will Sink Like a Stone
Case Study 7.3 Classic Case: Tacoma Narrows Suspension Bridge
Internet Exercises
PMP Certification Sample Questions
Integrated Project—Project Risk Assessment
Notes
Cost Estimation and Budgeting
Project Profile: Sochi Olympics—What’s the Cost of National Prestige?
8.1 Cost Management
Direct Versus Indirect Costs
Recurring Versus Nonrecurring Costs
Fixed Versus Variable Costs
Normal Versus Expedited Costs
8.2 Cost Estimation
Learning Curves in Cost Estimation
Box 8.1: Project Management Research in Brief
Problems with Cost Estimation
Box 8.2: Project Management Research in Brief
8.3 Creating a Project Budget
Top-Down Budgeting
Bottom-Up Budgeting
Activity-Based Costing
8.4 Developing Budget Contingencies
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Case Study 8.1 The Hidden Costs of Infrastructure Projects—The Case of Building Dams
Case Study 8.2 Boston’s Central Artery/Tunnel Project
Internet Exercises
PMP Certification Sample Questions
Integrated Project—Developing the Cost Estimates and Budget
Notes
Project Scheduling: Networks, Duration Estimation, and Critical Path
Project Profile: After 20 Years and More Than $50 Billion, Oil is No Closer to the Surface: The Casp
Introduction
9.1 Project Scheduling
9.2 Key Scheduling Terminology
9.3 Developing a Network
Labeling Nodes
Serial Activities
Concurrent Activities
Merge Activities
Burst Activities
9.4 Duration Estimation
9.5 Constructing the Critical Path
Calculating the Network
The Forward Pass
The Backward Pass
Probability of Project Completion
Laddering Activities
Hammock Activities
Options for Reducing the Critical Path
Box 9.1: Project Management Research in Brief
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Internet Exercises
MS Project Exercises
PMP Certification Sample Questions
Notes
Project Scheduling: Lagging, Crashing, and Activity Networks
Project Profile: Enlarging the Panama Canal
Introduction
10.1 Lags in Precedence Relationships
Finish to Start
Finish to Finish
Start to Start
Start to Finish
10.2 Gantt Charts
Adding Resources to Gantt Charts
Incorporating Lags in Gantt Charts
Box 10.1: Project Managers in Practice
10.3 Crashing Projects
Options for Accelerating Projects
Crashing the Project: Budget Effects
10.4 Activity-on-Arrow Networks
How Are They Different?
Dummy Activities
Forward and Backward Passes with AOA Networks
AOA Versus AON
10.5 Controversies in the Use of Networks
Conclusions
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Case Study 10.1 Project Scheduling at Blanque Cheque Construction (A)
Case Study 10.2 Project Scheduling at Blanque Cheque Construction (B)
MS Project Exercises
PMP Certification Sample Questions
Integrated Project—Developing the Project Schedule
Notes
Advanced Topics in Planning and Scheduling: Agile and Critical Chain
Project Profile: Developing Projects Through Kickstarter—Do Delivery Dates Mean Anything?
Introduction
11.1 Agile Project Management
What Is Unique About Agile PM?
Tasks Versus Stories
Key Terms in Agile PM
Steps in Agile
Sprint Planning
Daily Scrums
The Development Work
Sprint Reviews
Sprint Retrospective
Problems with Agile
Box 11.1: Project Management Research in Brief
11.2 Extreme Programming (XP)
11.3 the Theory of Constraints and Critical Chain Project Scheduling
11.4 the Critical Chain Solution to Project Scheduling
Developing the Critical Chain Activity Network
Critical Chain Solutions Versus Critical Path Solutions
Project Profile: Eli Lilly Pharmaceuticals and Its Commitment to Critical Chain Project Management
11.5 Critical Chain Solutions to Resource Conflicts
11.6 Critical Chain Project Portfolio Management
Box 11.2: Project Management Research in Brief
11.7 Critiques of CCPM
Summary
Key Terms
Solved Problem
Discussion Questions
Problems
Case Study 11.1 It’s an Agile World
Case Study 11.2 Ramstein Products, Inc.
Internet Exercises
Notes
Resource Management
Project Profile: Hong Kong Connects to the World’s Longest Natural Gas Pipeline
Introduction
12.1 The Basics of Resource Constraints
Time and Resource Scarcity
12.2 Resource Loading
12.3 Resource Leveling
Step One: Develop the Resource-Loading Table
Step Two: Determine Activity Late Finish Dates
Step Three: Identify Resource Overallocation
Step Four: Level the Resource-Loading Table
12.4 Resource-Loading Charts
Box 12.1: Project Managers in Practice
12.5 Managing Resources in Multiproject Environments
Schedule Slippage
Resource Utilization
In-Process Inventory
Resolving Resource Decisions in Multiproject Environments
Summary
Key Terms
Solved Problem
Discussion Questions
Problems
Case Study 12.1 The Problems of Multitasking
Internet Exercises
MS Project Exercises
PMP Certification Sample Questions
Integrated Project—Managing Your Project’s Resources
Notes
Project Evaluation and Control
Project Profile: New York City’s City Time Project
Introduction
13.1 Control Cycles—a General Model
13.2 Monitoring Project Performance
The Project S-Curve: A Basic Tool
S-Curve Drawbacks
Milestone Analysis
Problems with Milestones
The Tracking Gantt Chart
Benefits and Drawbacks of Tracking Gantt Charts
13.3 Earned Value Management
Terminology for Earned Value
Creating Project Baselines
Why Use Earned Value?
Steps in Earned Value Management
Assessing a Project’s Earned Value
13.4 Using Earned Value to Manage a Portfolio of Projects
Project Profile: Earned Value at Northrop Grumman
13.5 Issues in the Effective Use of Earned Value Management
13.6 Human Factors in Project Evaluation and Control
Critical Success Factor Definitions
Conclusions
Summary
Key Terms
Solved Problem
Discussion Questions
Problems
Study 13.1 The IT Department at Kimble College
Case Study 13.2 The Superconducting Supercollider
Case Study 13.3 Boeing’s 787 Dreamliner: Failure to Launch
Internet Exercises
MS Project Exercises
PMP Certification Sample Questions
Appendix 13.1: Earned Schedule*
Notes
Project Closeout and Termination
Project Profile: Duke Energy and Its Cancelled Levy County Nuclear Power Plant
Introduction
14.1 Types of Project Termination
Box 14.1: Project Managers in Practice
14.2 Natural Termination—the Closeout Process
Finishing the Work
Handing Over the Project
Gaining Acceptance for the Project
Harvesting the Benefits
Reviewing How It All Went
Putting It All to Bed
Disbanding the Team
What Prevents Effective Project Closeouts?
14.3 Early Termination for Projects
Making the Early Termination Decision
Project Profile: Aftermath of a “Feeding Frenzy”: Dubai and Cancelled Construction Projects
Shutting Down the Project
Box 14.2: Project Management Research in Brief
Allowing for Claims and Disputes
14.4 Preparing the Final Project Report
Conclusion
Summary
Key Terms
Discussion Questions
Case Study 14.1 New Jersey Kills Hudson River Tunnel Project
Case Study 14.2 The Project That Wouldn’t Die
Case Study 14.3 The Navy Scraps Development of Its Showpiece Warship—Until the Next Bad Idea
Internet Exercises
PMP Certification Sample Questions
Appendix 14.1: Sample Pages from Project Sign-off Document
Notes
Appendix A The Cumulative Standard Normal Distribution
Appendix B Tutorial for MS Project 2013
Appendix C Project Plan Template
Glossary
Company Index
Name Index
Subject Index