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 Contemporary
Project Management
FOURTH EDITION

Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
 MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information

7 Set Up a Work Breakdown Structure (WBS)

Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail

8 Using MS Project for Critical Path Schedules

Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules

9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity

10 Develop Bottom-up Project Budget

Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget

12 Baseline the Project Plan

First time baseline, subsequent baselines, viewing variances

14 Using MS Project to Monitor and Control Projects

What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates

15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64
Projects and strategic planning 33–37 Organizational influences 102–110
Portfolio and program management 37–42

®
PMBOK Guide, 6th ed. Coverage

Initiating Monitoring & Closing

Knowledge Process Executing Process Controlling Process
Areas Group Planning Process Group Group Process Group Group

Project Develop Develop Project Management Plan Direct and Manage Monitor and Control Close
Integration Project 409–410 Project Work 459–460 Project Work 460–462 Project
Management Charter Manage Project Perform Integrated or Phase
60–79 Knowledge 192–193, Change Control 503,
504–508 229–232, 462–463 508–511
Project Scope Plan Scope Management 211–212 Validate Scope
Management Collect Requirements 212–216 500–501
Define Scope 216–220 Control Scope
Create WBS 220–229 475–476
Project Plan Schedule Management 246 Control Schedule
Schedule Define Activities 249–253 476–480
Management Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Project Cost Plan Cost Management 329–330 Control Costs 345,
Management Estimate Costs 330–341 476–480
Determine Budget 342–344
Project Quality Plan Quality Management 401–404 Manage Quality Control Quality
Management 404–406, 469–474 406–409, 469–474

Project Plan Resource Management 290–295 Aquire Resources Control Resources 476
Resources Estimate Activity Resources 290 138–141
Management Develop Team 141–157
Manage Team 157–161
Project Com- Plan Communications Management Manage Monitor
munications 188–192 Communications Communications
Management 193–199, 465–467 467–468

Project Risk Plan Risk Management 360–366 Implement Risk Monitor Risks
Management Identify Risks 75, 366–368 Responses 464–465 463–464
Perform Qualitative Risk Analysis 75,
368–372
Perform Quantitative Risk Analysis
372–373
Plan Risk Responses 75, 373–377
Project Plan Procurement Management Conduct Control Procurments
Procurement 431–433, 438–441 Procurements 441
Management 434–438

Project Stake- Identify Plan Stakeholder Engagement 184–186 Manage Stakeholder Monitor Stakeholder
holder Stakehold- Engagement 187–188 Engagement 188
Management ers 75–77,
178–184

Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), 6th ed. (Newtown Square, PA: Project Management
Institute, Inc., 2017): 31.

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Contemporary Project
Management
ORGANIZE LEAD PLAN PERFORM

FOURTH EDITION

TIMOTHY J. KLOPPENBORG
Xavier University

VITTAL ANANTATMULA
Western Carolina University

KATHRYN N. WELLS
Keller Williams Real Estate

Australia • Brazil • Mexico • Singapore • United Kingdom • United States

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
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 This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
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Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Contemporary Project Management, 2019 2015
Fourth Edition

Timothy J. Kloppenborg

Cengage Learning Customer & Sales Support, 1-800-354-9706

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2017947974
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Printed in the United States of America

Print Number: 01 Print Year: 2017

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information

7 Set Up a Work Breakdown Structure (WBS)

Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail

8 Using MS Project for Critical Path Schedules

Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules

9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity

10 Develop Bottom-up Project Budget

Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget

12 Baseline the Project Plan

First time baseline, subsequent baselines, viewing variances

14 Using MS Project to Monitor and Control Projects

What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates

15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64
Projects and strategic planning 33–37 Organizational influences 102–110
Portfolio and program management 37–42

®
PMBOK Guide, 6th ed. Coverage

Initiating Monitoring & Closing

Knowledge Process Executing Process Controlling Process
Areas Group Planning Process Group Group Process Group Group

Project Develop Develop Project Management Plan Direct and Manage Monitor and Control Close
Integration Project 409–410 Project Work 459–460 Project Work 460–462 Project
Management Charter Manage Project Perform Integrated or Phase
60–79 Knowledge 192–193, Change Control 503,
504–508 229–232, 462–463 508–511
Project Scope Plan Scope Management 211–212 Validate Scope
Management Collect Requirements 212–216 500–501
Define Scope 216–220 Control Scope
Create WBS 220–229 475–476
Project Plan Schedule Management 246 Control Schedule
Schedule Define Activities 249–253 476–480
Management Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Project Cost Plan Cost Management 329–330 Control Costs 345,
Management Estimate Costs 330–341 476–480
Determine Budget 342–344
Project Quality Plan Quality Management 401–404 Manage Quality Control Quality
Management 404–406, 469–474 406–409, 469–474

Project Plan Resource Management 290–295 Aquire Resources Control Resources 476
Resources Estimate Activity Resources 290 138–141
Management Develop Team 141–157
Manage Team 157–161
Project Com- Plan Communications Management Manage Monitor
munications 188–192 Communications Communications
Management 193–199, 465–467 467–468

Project Risk Plan Risk Management 360–366 Implement Risk Monitor Risks
Management Identify Risks 75, 366–368 Responses 464–465 463–464
Perform Qualitative Risk Analysis 75,
368–372
Perform Quantitative Risk Analysis
372–373
Plan Risk Responses 75, 373–377
Project Plan Procurement Management Conduct Control Procurments
Procurement 431–433, 438–441 Procurements 441
Management 434–438

Project Stake- Identify Plan Stakeholder Engagement 184–186 Manage Stakeholder Monitor Stakeholder
holder Stakehold- Engagement 187–188 Engagement 188
Management ers 75–77,
178–184

Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), 6th ed. (Newtown Square, PA: Project Management
Institute, Inc., 2017): 31.

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Brief Contents
Preface xx
About the Authors xxix

PART 1 Organizing Projects

1 Introduction to Project Management 2
2 Project Selection and Prioritization 32
3 Chartering Projects 60

PART 2 Leading Projects

4 Organizational Capability: Structure, Culture, and Roles 100
5 Leading and Managing Project Teams 136
6 Stakeholder Analysis and Communication Planning 176

PART 3 Planning Projects

7 Scope Planning 210
8 Scheduling Projects 244
9 Resourcing Projects 286
10 Budgeting Projects 328
11 Project Risk Planning 358
12 Project Quality Planning and Project Kickoff 386

PART 4 Performing Projects

13 Project Supply Chain Management 426
14 Determining Project Progress and Results 456
15 Finishing the Project and Realizing the Benefits 498

Appendix A PMP and CAPM Exam Prep Suggestions 522

Appendix B Agile Differences Covered 527
Appendix C Answers to Selected Exercises 532
Appendix D Project Deliverables 537
Appendix E Strengths Themes As Used in Project Management [Available Online]
Index 539

v
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 1.2 Foundational Elements Project Customer Tradeoff Matrix

Life Cycle and Development Approach

Elevator Pitch
2.4 Organizational Systems

3.4 Project Manager Competencies Leader Roles and Responsibilities

Selecting Projects Project Selection and Prioritization Matrix
Project Resource Assignment Matrix

Charter
4.1 Develop
Integration Project Charter
Assumptions Log 4.2 Develop Project Management Plan

5.1 Plan
5.2 Collect Requirements 5.4 Create
Scope Scope
Requirements Documents WBS
Management

Scope Scope
Statement
Network
6.1 Plan Activity List 6.3 Sequence
Schedule Schedule
Activities Milestone List Activities
Management

6.4 Estimate Duration 6.5 Develop

activity Estimates Schedule
Durations Schedule Baseline
7.1 Plan
Cost Cost 7.2 Estimate 7.3 Determine
Management Costs Budget
Cost Baseline

8.1 Plan
Quality Quality
Management Quality
Mgt.
Plan
9.1 Plan 9.2 Estimate Resource Requirements
Resources Resource Activity
Management RACI Resources
Team
Charter

10.1 Plan
Communication Communications
Management Communications
Matrix 11.2 Identify
Risks
Risk Register
11.1 Plan
11.3 Perform
Risk Risk
Qualitative
11.5 Plan
Management Risk
Risk Analysis Responses
Bid
Documents 11.4 Perform
12.1 Plan Make or Buy Quantitative
Procurement Procurement Analysis Risk Analysis
Management

13.1 Identify Stakeholder 13.2 Plan Stakeholder

Stakeholders Stakeholders Register Stakeholders Engagement
Engagement Assessment Matrix

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Realizing s
s Analysis

4.5 Monitor and

4.3 Direct and Manage Control
PM Plan Baselines Life Cycle Project Work Project Work
and Development Approach 4.7 Close Project Closure
or Phase Documents
Customer
4.4 Manage Project Lessons 4.6 Perform Feedback
Knowledge Learned Integrated Transition Plan
Register Change Control

Retrospectives
Scope
Baseline with WBS 5.5 Validate
Scope

Scope
5.6 Control Backlog
Scope

6.6 Control
Resource Histogram Schedule Burn
Project Crashing Down/Up
Charts

7.4 Control
Costs Earned Value
Analysis

Quality Quality
8.2 Manage Reports 8.3 Control Measurements
Quality Quality

9.3 Acquire
Resources
Team
9.4 Develop Assignments 9.6 Control
Team Resources
Team
Assessments 9.5 Manage
Team

10.2 Manage 10.3 Monitor

Communications Communications Change
Agendas Requests
Minutes
Issues Log
Meeting Evaluation
Progress Report
11.6 Implement 11.7 Monitor
Risk Responses Risks

12.2 Conduct 12.3 Control

Procurements Procurements
Source
Selection
Matrix

13.3 Manage 13.4 Monitor

Stakeholder Stakeholder
Engagement Engagement

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xx
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix

PART 1 Organizing Projects

CHAPTER 1
Introduction to Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.1 What Is a Project? 3
1.2 History of Project Management 5
1.3 How Can Project Work Be Described? 6
1.3a Projects versus Operations 6 / 1.3b Soft Skills and Hard Skills 7 / 1.3c Authority
and Responsibility 7 / 1.3d Project Life Cycle 7
1.4 Understanding Projects 10
1.4a Project Management Institute 10 / 1.4b Project Management Body of Knowledge
®
(PMBOK ) 10 / 1.4c The PMI Talent Triangle 11 / 1.4d Selecting and Prioritizing
Projects 14 / 1.4e Project Goals and Constraints 14 / 1.4f Defining Project Success
and Failure 15 / 1.4g Using Microsoft Project to Help Plan and Measure
Projects 16 / 1.4h Types of Projects 16 / 1.4i Scalability of Project Tools 17
1.5 Project Roles 17
1.5a Project Executive-Level Roles 18 / 1.5b Project Management-Level Roles 19 /
1.5c Project Associate-Level Roles 20
1.6 Overview of the Book 20
1.6a Part 1: Organizing and Initiating Projects 20 / 1.6b Part 2: Leading Projects 21 /
1.6c Part 3: Planning Projects 21 / 1.6d Part 4: Performing Projects 23
PMP/CAPM Study Ideas 23
Summary 24
Key Terms Consistent with PMI Standards and Guides 24
Chapter Review Questions 25
Discussion Questions 25
®
PMBOK Guide Questions 26
Integrated Example Projects 27
Suburban Homes Construction Project 27
Casa DE PAZ Development Project 28
Semester Project Instructions 28
Project Management in Action 29
References 30
Endnotes 31

viii
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Contents ix

CHAPTER 2
Project Selection and Prioritization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
2.1 Strategic Planning Process 33
2.1a Strategic Analysis 33 / 2.1b Guiding Principles 34 / 2.1c Strategic
Objectives 36 / 2.1d Flow-Down Objectives 37
2.2 Portfolio Management 37
2.2a Portfolios 38 / 2.2b Programs 39 / 2.2c Projects and Subprojects 39 /
2.2d Assessing an Organization’s Ability to Perform Projects 42 / 2.2e Identifying
Potential Projects 42 / 2.2f Using a Cost-Benefit Analysis Model to Select
Projects 43 / 2.2g Using a Scoring Model to Select Projects 45 / 2.2h Prioritizing
Projects 48 / 2.2i Resourcing Projects 48
2.3 Securing Projects 49
2.3a Identify Potential Project Opportunities 50 / 2.3b Determine Which Opportunities to
Pursue 50 / 2.3c Prepare and Submit a Project Proposal 51 / 2.3d Negotiate to
Secure the Project 51
PMP/CAPM Study Ideas 52
Summary 52
Key Terms Consistent with PMI Standards and Guides 52
Chapter Review Questions 53
Discussion Questions 53
®
PMBOK Guide Questions 53
Exercises 54
Integrated Example Projects 55
Casa DE PAZ Development Project 56
Semester Project Instructions 56
Project Management in Action 57
References 58
Endnotes 59

CHAPTER 3
Chartering Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
3.1 What Is a Project Charter? 62
3.2 Why Is a Project Charter Used? 63
3.3 When Is a Charter Needed? 64
3.4 Typical Elements in a Project Charter 65
3.4a Title 65 / 3.4b Scope Overview 65 / 3.4c Business Case 66 /
3.4d Background 66 / 3.4e Milestone Schedule with Acceptance Criteria 66 /
3.4f Risks, Assumptions, and Constraints 67 / 3.4g Resource Estimates 69 /
3.4h Stakeholder List 69 / 3.4i Team Operating Principles 69 / 3.4j Lessons
Learned 70 / 3.4k Signatures and Commitment 70
3.5 Constructing a Project Charter 70
3.5a Scope Overview and Business Case Instructions 70 / 3.5b Background
Instructions 71 / 3.5c Milestone Schedule with Acceptance Criteria
Instructions 72 / 3.5d Risks, Assumptions, and Constraints Instructions 75 /
3.5e Resources Needed Instructions 75 / 3.5f Stakeholder List Instructions 75 /

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
x Contents

3.5g Team Operating Principles Instructions 77 / 3.5h Lessons Learned

Instructions 77 / 3.5i Signatures and Commitment Instructions 78
3.6 Ratifying the Project Charter 79
3.7 Starting a Project Using Microsoft Project 79
3.7a MS Project 2016 Introduction 80 / 3.7b Setting up Your First Project 81 /
3.7c Define Your Project 82 / 3.7d Create a Milestone Schedule 83
PMP/CAPM Study Ideas 88
Summary 88
Key Terms Consistent with PMI Standards and Guides 88
Chapter Review Questions 89
Discussion Questions 89
®
PMBOK Guide Questions 89
Exercises 90
Integrated Example Projects 91
Casa DE PAZ Development Project 93
Semester Project Instructions 93
Project Management in Action 93
References 96
Endnotes 97

PART 2 Leading Projects

CHAPTER 4
Organizational Capability: Structure, Culture, and Roles . . . . . . . . . . . . . . . . . . . . . 100
4.1 Types of Organizational Structures 103
4.1a Functional 103 / 4.1b Projectized 104 / 4.1c Matrix 105
4.2 Organizational Culture and Its Impact on Projects 109
4.2a Culture of the Parent Organization 110 / 4.2b Project Cultural Norms 111
4.3 Project Life Cycles 111
4.3a Define-Measure-Analyze-Improve-Control (DMAIC) Model 112 / 4.3b Research and
Development (R&D) Project Life Cycle Model 113 / 4.3c Construction Project Life
Cycle Model 113 / 4.3d Agile Project Life Cycle Model 113
4.4 Agile Project Management 114
4.4a What Is Agile? 114 / 4.4b Why Use Agile? 114 / 4.4c What Is an Agile
Mindset? 114 / 4.4d What Are the Key Roles in Agile Projects? 115 / 4.4e How Do
You Start an Agile Project? 115 / 4.4f How Do You Continue an Agile Project?
115 / 4.4g What Is Needed for Agile to Be Successful? 116
4.5 Traditional Project Executive Roles 116
4.5a Steering Team 116 / 4.5b Sponsor 117 / 4.5c Customer 119 / 4.5d Chief
Projects Officer/Project Management Office 121
4.6 Traditional Project Management Roles 121
4.6a Functional Manager 121 / 4.6b Project Manager 122 / 4.6c Facilitator 124
4.7 Traditional Project Team Roles 126
4.7a Core Team Members 126 / 4.7b Subject Matter Experts 126

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Contents xi

4.8 Role Differences on Agile Projects 126

PMP/CAPM Study Ideas 128
Summary 128
Key Terms Consistent with PMI Standards and Guides 128
Chapter Review Questions 129
Discussion Questions 129
®
PMBOK Guide Questions 129
Exercises 130
Integrated Example Projects 130
Casa DE PAZ Development Project 131
Semester Project Instructions 131
Project Management in Action 132
References 134
Endnotes 135

CHAPTER 5
Leading and Managing Project Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
5.1 Acquire Project Team 138
5.1a Preassignment of Project Team Members 139 / 5.1b Negotiation for Project Team
Members 139 / 5.1c On-Boarding Project Team Members 140
5.2 Develop Project Team 141
5.2a Stages of Project Team Development 142 / 5.2b Characteristics of High-Performing
Project Teams 144 / 5.2c Assessing Individual Member Capability 147 /
5.2d Assessing Project Team Capability 148 / 5.2e Building Individual and Project
Team Capability 150 / 5.2f Establishing Project Team Ground Rules 153
5.3 Manage Project Team 157
5.3a Project Manager Power and Leadership 157 / 5.3b Assessing Performance of
Individuals and Project Teams 159 / 5.3c Project Team Management Outcomes 159
5.4 Relationship Building Within the Core Team 160
5.5 Managing Project Conflicts 161
5.5a Sources of Project Conflict 162 / 5.5b Conflict-Resolution Process and
Styles 163 / 5.5c Negotiation 164
5.6 Communication Needs of Global and Virtual Teams 166
5.6a Virtual Teams 166 / 5.6b Cultural Differences 166 / 5.6c Countries and Project
Communication Preferences 167
PMP/CAPM Study Ideas 167
Summary 168
Key Terms Consistent with PMI Standards and Guides 168
Chapter Review Questions 168
Discussion Questions 169
®
PMBOK Guide Questions 170
Integrated Example Projects 170
Casa DE PAZ Development Project 171
Semester Project Instructions 171

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
xii Contents

Project Management in Action 172

References 174
Endnotes 175

CHAPTER 6
Stakeholder Analysis and Communication Planning . . . . . . . . . . . . . . . . . . . . . . . . . 176
6.1 Identify Stakeholders 178
6.1a Find Stakeholders 179 / 6.1b Analyze Stakeholders 180 / 6.1c Document
Stakeholders 183
6.2 Plan Stakeholder Engagement 184
6.2a Creating a Stakeholder Engagement Assessment Matrix 184 / 6.2b Planning to Build
Relationships with Stakeholders 185
6.3 Manage Stakeholder Engagement 187
6.4 Monitor Stakeholder Engagement 188
6.5 Plan Communications Management 188
6.5a Purposes of a Project Communications Plan 188 / 6.5b Communications Plan
Considerations 189 / 6.5c Communications Matrix 191 / 6.5d Manage Project
Knowledge 192
6.6 Manage Communications 193
6.6a Determine Project Information Needs 193 / 6.6b Establish Information Retrieval and
Distribution System 193 / 6.6c Project Meeting Management 194 / 6.6d Issues
Management 197
PMP/CAPM Study Ideas 199
Summary 199
Key Terms Consistent with PMI Standards and Guides 200
Chapter Review Questions 200
Discussion Questions 200
®
PMBOK Guide Questions 201
Integrated Example Projects 202
Casa DE PAZ Development Project 202
Semester Project Instructions 203
Project Management in Action 204
References 206
Endnotes 207

PART 3 Planning Projects

CHAPTER 7
Scope Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210
7.1 Plan Scope Management 211
7.2 Collect Requirements 212
7.2a Gather Stakeholder Input and Needs 213
7.3 Define Scope 217
7.3a Reasons to Define Scope 217 / 7.3b How to Define Scope 217 / 7.3c Defining
Scope in Agile Projects 218

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Contents xiii

7.4 Work Breakdown Structure (WBS) 220

7.4a What Is the WBS? 220 / 7.4b Why Use a WBS? 221 / 7.4c WBS
Formats 222 / 7.4d Work Packages 224 / 7.4e How to Construct a WBS 226
7.5 Establish Change Control 229
7.6 Using MS Project for Work Breakdown Structures (WBS) 232
7.6a Set Up a WBS in MS Project 232
PMP/CAPM Study Ideas 237
Summary 239
Key Terms Consistent with PMI Standards and Guides 239
Chapter Review Questions 239
Discussion Questions 239
®
PMBOK Guide Questions 240
Exercises 241
Integrated Example Projects 241
Casa DE PAZ Development Project 242
Semester Project Instructions 242
Project Management in Action 242
References 243

CHAPTER 8
Scheduling Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244
8.1 Plan Schedule Management 246
8.2 Purposes of a Project Schedule 247
8.3 Historical Development of Project Schedules 247
8.4 How Project Schedules Are Limited and Created 248
8.5 Define Activities 249
8.6 Sequence Activities 253
8.6a Leads and Lags 254 / 8.6b Alternative Dependencies 255
8.7 Estimate Activity Duration 255
8.7a Problems and Remedies in Duration Estimating 256 / 8.7b Learning Curves 258
8.8 Develop Project Schedules 259
8.8a Two-Pass Method 259 / 8.8b Enumeration Method 263
8.9 Uncertainty in Project Schedules 264
8.9a Program Evaluation and Review Technique 265 / 8.9b Monte Carlo Simulation 266
8.10 Show the Project Schedule on a Gantt Chart 268
8.11 Using Microsoft Project for Critical Path Schedules 268
8.11a Set up the Project Schedule 269 / 8.11b Build the Network Diagram and Identify
the Critical Path 270
PMP/CAPM Study Ideas 275
Summary 276
Key Terms Consistent with PMI Standards and Guides 276
Chapter Review Questions 277
Discussion Questions 277

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
xiv Contents

Exercises 278
®
PMBOK Guide Questions 280
Integrated Example Projects 281
Casa DE PAZ Development Project 281
Semester Project Instructions 283
Project Management in Action 283
References 284
Endnotes 285

CHAPTER 9
Resourcing Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286
9.1 Abilities Needed When Resourcing Projects 288
9.1a The Science and Art of Resourcing Projects 288 / 9.1b Considerations When
Resourcing Projects 288 / 9.1c Activity- versus Resource-Dominated Schedules 289
9.2 Estimate Resource Needs 290
9.3 Plan Resource Management 290
9.3a Identify Potential Resources 291 / 9.3b Determine Resource Availability 293 /
9.3c Decide Timing Issues When Resourcing Projects 294
9.4 Project Team Composition Issues 295
9.4a Cross-Functional Teams 295 / 9.4b Co-Located Teams 295 / 9.4c Virtual
Teams 295 / 9.4d Outsourcing 295
9.5 Assign a Resource to Each Activity 296
9.5a Show Resource Responsibilities on RACI Chart 297 / 9.5b Show Resource
Assignments on Gantt Chart 297 / 9.5c Summarize Resource Responsibilities by Time
Period with Histogram 297
9.6 Dealing with Resource Overloads 300
9.6a Methods of Resolving Resource Overloads 300
9.7 Compress the Project Schedule 303
9.7a Actions to Reduce the Critical Path 303 / 9.7b Crashing 304 / 9.7c Fast
Tracking 307
9.8 Alternative Scheduling Methods 309
9.8a Critical Chain Project Management (CCPM) 309 / 9.8b Reverse Phase
Schedules 310 / 9.8c Rolling Wave Planning 310 / 9.8d Agile Project
Planning 310 / 9.8e Auto/Manual Scheduling 310
9.9 Using MS Project for Resource Allocation 311
9.9a Step 1: Defining Resources 311 / 9.9b Step 2: Set Up a Resource Calendar 312 /
9.9c Step 3: Assigning Resources 312 / 9.9d Step 4: Finding Overallocated
Resources 315 / 9.9e Step 5: Dealing with Overallocations 316 / 9.9f Crashing a
Critical Path Activity 317
PMP/CAPM Study Ideas 319
Summary 319
Key Terms Consistent with PMI Standards and Guides 320
Chapter Review Questions 320
Discussion Questions 320
®
PMBOK Guide Questions 321
Exercises 322

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
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 Contents xv

Integrated Example Projects 324

Casa DE PAZ Development Project 324
Semester Project Instructions 325
Project Management in Action 325
References 327
Endnote 327

CHAPTER 10
Budgeting Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328
10.1 Plan Cost Management 329
10.2 Estimate Cost 330
10.2a Types of Cost 331 / 10.2b Accuracy and Timing of Cost Estimates 334 /
10.2c Methods of Estimating Costs 335 / 10.2d Project Cost Estimating Issues 338
10.3 Determine Budget 342
10.3a Aggregating Costs 342 / 10.3b Analyzing Reserve Needs 342 /
10.3c Determining Cash Flow 344
10.4 Establishing Cost Control 345
10.5 Using MS Project for Project Budgets 345
10.5a Developing a Bottom-Up Project Budget Estimate 345 / 10.5b Develop Summary
Project Budget 347
PMP/CAPM Study Ideas 349
Summary 349
Key Terms Consistent with PMI Standards and Guides 350
Chapter Review Questions 350
Discussion Questions 350
®
PMBOK Guide Questions 351
Exercises 352
Integrated Example Projects 353
Casa DE PAZ Development Project 354
Semester Project Instructions 354
Project Management in Action 354
References 356
Endnotes 356

CHAPTER 11
Project Risk Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358
11.1 Plan Risk Management 360
11.1a Roles and Responsibilities 362 / 11.1b Categories and Definitions 362
11.2 Identify Risks 366
11.2a Information Gathering 366 / 11.2b Reviews 367 / 11.2c Understanding
Relationships 368 / 11.2d Risk Register 368
11.3 Risk Analysis 368
11.3a Perform Qualitative Risk Analysis 368 / 11.3b Perform Quantitative Risk
Analysis 372 / 11.3c Risk Register Updates 373

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
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xvi Contents

11.4 Plan Risk Responses 373

11.4a Strategies for Responding to Risks 373 / 11.4b Risk Register Updates 377
PMP/CAPM Study Ideas 377
Summary 378
Key Terms Consistent with PMI Standards and Guides 378
Chapter Review Questions 379
Discussion Questions 379
®
PMBOK Guide Questions 379
Exercises 380
Integrated Example Projects 381
Casa DE PAZ Development Project 381
Semester Project Instructions 382
Project Management in Action 382
References 384
Endnotes 384

CHAPTER 12
Project Quality Planning and Project Kickoff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 386
12.1 Development of Contemporary Quality Concepts 388
12.1a Quality Gurus 388 / 12.1b Total Quality Management/Malcolm Baldrige 389 /
12.1c ISO 9001:2008 390 / 12.1d Lean Six Sigma 390
12.2 Core Project Quality Concepts 392
12.2a Stakeholder Satisfaction 393 / 12.2b Process Management 394 / 12.2c Fact-
Based Management 396 / 12.2d Fact-Based Project Management Example 398 /
12.2e Empowered Performance 399 / 12.2f Summary of Core Concepts 400
12.3 Plan Quality Management 401
12.3a Quality Policy 401 / 12.3b Quality Management Plan Contents 403 /
12.3c Quality Baseline 404 / 12.3d Process Improvement Plan 404
12.4 Manage Quality 404
12.5 Control Quality 406
12.6 Cost of Quality 409
12.7 Develop Project Management Plan 409
12.7a Resolve Conflicts 409 / 12.7b Establish Configuration Management 410 /
12.7c Apply Sanity Tests to All Project Plans 410
12.8 Kickoff Project 410
12.8a Preconditions to Meeting Success 411 / 12.8b Meeting Activities 411
12.9 Baseline and Communicate Project Management Plan 413
12.10 Using MS Project for Project Baselines 413
12.10a Baseline the Project Plan 413 / 12.10b Create the First Time Baseline 414 /
12.10c Subsequent Baselines 414 / 12.10d Viewing Baselines and Variances 415
PMP/CAPM Study Ideas 416
Summary 417
Key Terms Consistent with PMI Standards and Guides 417
Chapter Review Questions 418

Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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