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Project Management, 2nd Edition
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You can preview this product in two ways: View online at VitalSource.View larger. Chapter 1. Introduction: Why Project Management? Chapter 2. Project Closeout and Termination. Important: To use the test banks below, you must download the TestGen software from the TestGen website. If you need help getting started, read the tutorials on the TestGen site. Pearson offers special pricing when you package your text with other student resources. If you're interested in creating a cost-saving package for your students, contact your Pearson rep.
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You have successfully signed out and will be required to sign back in should you need to download more resources. This title is out of print. Project Management, 2nd Edition.
Jeffrey K. Pinto, Pennsylvania State University - Erie. Availability This title is out of print. Description For courses in project management. The fundamentals of project management with a wide assortment of business applications. Project Management takes a decision-making, business-oriented approach to the management of projects, which is reinforced throughout the text with current examples of project management in action.
For courses in project management. Updated Project Profiles. Each chapter contains one or more Project Profiles that highlight current examples of project management in action.Companies have procedures and guidelines for all activities. However, no system of management information can be so all-inclusive that it provides automatic solutions to every business problem.
One group of decisions which continually challenges managers is that of alternative capital investments. Investment selection alternatives center around make or buy decisions, replacement or repair of equipment, addition or divestiture of business units or product linesand alternative co-mixture of products. Evaluation of capital investments has as its foundation, the principle that capital productivity can be measured by the return on investment which arise in future periods.
As is commonly accepted, a dollar received today is worth more than the same dollar received at a future date. Thus, the manager is faced with two alternatives: 1 he can spend now and receive something back immediately, or 2 he can spend now but not receive anything until later. Therefore, a problem arises centering around measurement and comparison of costs spread over time.
This is complicated by the fact that alternative investments are not identical in size, nature, scope, length of time or benefits. Too many firms use imprecise methods to estimate if capital expenditures are necessary and if the benefits are realistically attainable. Therefore, the purpose of this paper is three-fold. During the decade of the sixties, a new attitude toward forecasting the future became more apparent in public and private planning as well as in the research community.
Project Management: Processes, Methodologies, and Economics, 3rd Edition
This new pragmatic attitude arose due to the fact that not only was technology changing, but the environment in which technology operated altered the way business had been transacted. In response to the changing environment, a new method was developed. That method — the Delphi technique — can be of assistance when assessing the future. In forecasting the future, and in the absence of a proper theoretical foundation, to some extent, one must always rely on intuitive expertise.
It must be remembered that when one seeks data from which expert judgments have to be relied upon, the following primary considerations must be considered:. The traditional, and in many ways, the simplest method of achieving a consensus of experts, is to sit them in one room and have a roundtable discussion followed by a position paper.
However, this modus operandi does not always present a clear view of all the opinions. For example, the outcome is apt to be a compromise, thereby moderating all sets of opinion.In this single-player asynchronous simulation, the participants learn how to successfully complete a project initiative, while managing cost, time, and realistic challenges often faced by project managers in a highly competitive industry.
As the project manager at Delphi Printers and Peripherals, each of the participants is tasked with managing a product design team to develop a new and innovative consumer printer. The learners must staff the project team, manage team process, and execute a project plan. Then, the participants analyze information on team size, task completion, cost, team productivity, schedule, and team morale. Unanticipated events and challenges threaten the success of the project and force learners to consider possible tradeoffs among project resources in order to bring the new product to market on time, on budget, and ahead of the competition.
Each simulation comes with a Teaching Guidebook for the facilitator along with facilitator training and free trials. Transform your leaders by creating an environment that embraces change to drive positive business outcomes. Build foundational and managerial leadership skills in first-time managers. Understand how to see the big picture of strategy implementation.
Simulation Overview In this single-player asynchronous simulation, the participants learn how to successfully complete a project initiative, while managing cost, time, and realistic challenges often faced by project managers in a highly competitive industry. The Story As the project manager at Delphi Printers and Peripherals, each of the participants is tasked with managing a product design team to develop a new and innovative consumer printer.
Learning Focus Understand the relationship between project scope, resources, and schedule Experiment with how team skill level, team morale, deadlines, and work quality are related both to each other and to project management decisions Determine realistic project objectives in the face of uncertainty. See How the Simulation is Played. Request a Demo! Leading People Through Change: Leadership Scenario Simulation Transform your leaders by creating an environment that embraces change to drive positive business outcomes.
View this Simulation. Fundamentals of Business Leadership: Leadership Scenario Simulation Build foundational and managerial leadership skills in first-time managers.
Leading Strategic Execution: Business Scenario Simulation Understand how to see the big picture of strategy implementation. Operations Management: Benihana Use queuing and batching to manage operations and demand for a typical night at a Benihana restaurant.
Connect with a Specialist! First Name. Last Name. I am interested inLearn more. Recall that PMI defines a total of 44 project processes that describe activities throughout a project's life cycle. These processes are organized into nine knowledge areas and represent five process groups. One of the most prominent of the process groups is project planning, evident in that nearly half of the processes occur in this group.
This process group contains 21 of the 44 processes.Windows 10 Simulation Training - MyITLab
In case you might think that planning processes are localized to a particular area of your project, note that processes in the planning group span all nine knowledge areas.
Let's look at project planning in more detail. After you are ready to plan your project, you have passed through the initiation processes. Remember what that means? It means that you possess formal authorization to conduct the work of the project.
But what work will you do? What exactly are you trying to accomplish? To answer these questions, start from what you know. There are two outputs from the initiation process group.
Always start with the information necessary to proceed. So, start with the project charter and preliminary scope statement and refine the project documents from there. Figure 3. Think of the project initiation progress group as the processes that answer the what and why questions. The project planning processes answer the how questions. The planning processes result in outputs that explain how the project will progress toward reaching its goals.
Because planning includes so many processes, be prepared to answer many questions in this area on the exam. As with all other process groups, make sure you know the inputs, tools, techniques, and outputs of each process. It helps to draw your own process flow. Just the act of physically drawing the process flow in each process group helps you remember how the processes relate to one another.
PMI is very explicit in stressing the importance of planning. Far too many projects suffer from the poor practice of starting work before anyone really knows what needs to be done. This almost always results in wasted effort and lost time. Proper planning requires good communication among the team and sound leadership from the project manager.
You should expect to see several questions on the exam that require you to understand the importance of fully planning before starting work. Because planning is such a large process group, the material is divided into two separate chapters. This chapter covers the general concepts of planning and the processes that relate to the development of project baselines, including the following topics:. Chapter 4, "Elements of Project Planning," covers the remaining project planning processes that support project planning by applying more details to the baselines.
Topics covered in Chapter 4 include these topics:. See All Related Store Items. All rights reserved. This chapter is from the book.Lori Cook has been teaching for 24 years, including 19 years at DePaul, where she has been offering Operations Management to approximately students each quarter.
This one-quarter, four-credit course is a required core course for business majors. Operations Management focuses on the effective application of managerial techniques and concepts related to the delivery of services, manufacturing, and supply chain processes.
Topics include operations strategy, forecasting, project management, quality management, supply chain management, facility location and layout, productivity, inventory management, and scheduling. Cook was looking for a digital course companion that would require students to work through homework problems individually. At the time, students were working together on problems in small teams which she hand-graded, but the workload was uneven, with stronger students taking the lead on most assignments.
Weaker students were then unable to replicate the work on exams. With an average of 48 students per section, hand-grading individual assignments in a timely manner was not possible, so she sought a system that allowed for automated grading and also offered student feedback during assignment completion.
Additionally, the MyLab tools paired well with her recorded lectures, making it possible to offer the course online in MyLab Operations Management is required; the program is used primarily by students working at home on a personal computer. As the course instructor, her role is to assign content and homework in MyLab and provide remote support to students using the program at home.
Cook anticipates that students will spend at least two hours per week working in MyLab, which may include reading the eText and completing assignments.
Based on results of a voluntary, end-of-quarter survey, 48 percent of students said they spent 2—3 hours using MyLab while an additional 26 percent of students indicated they spent more than three hours working in the program. This results in a clear-cut way for students to start their MyLab assignments, ensuring that they are ready to work from the first day of class, as indicated on the student survey:.
This quick quiz familiarizes students with how to enter answers in the system, the type of questions they will encounter, and the various learning aids. This assignment also ensures all students are registered in the MyLab and puts them on the path to success immediately. Cook reports that an unintended benefit of assigning chapter 0 is that she receives very few questions about the functionality of MyLab now, freeing up her time early in the quarter for more important tasks. Additionally, she identifies the day temporary access as providing students with a cushion, in the event they are waiting on financial aid or just unsure if they will remain in the class, allowing for prompt registration into her course.
Students have weekly assignments in MyLab, consisting of approximately 10 quantitative, multi-part problems. Student comments from the survey include:. Cook also assigns four of the five MyLab Operations Management simulations. Using real-life situations, students evaluate information and engage in decision-making and critical analysis, which results in real-time feedback so they can see the impact of their choices and gauge their performance against individual, peer, and system metrics.
Topics integrate with learning objectives and include inventory, quality control, forecasting, and project management. Students have unlimited attempts at completion, allowing them to see the wide-ranging effects of their various decisions.
Two paper-and-pencil, multiple-choice exams are administered, comprised 60 percent of quantitative questions and 40 percent concept-based questions. Students complete at least 30 multiple choice questions and three multi-part problems, and are given 90 minutes to complete the mid-term exam and minutes to complete the final exam.
The problems on exams are similar in format and difficulty to MyLab homework exercises. Cook begins each lecture with 4—5 personal response, polling-type questions, using an application called REEFwhich review previously covered material. When beginning a new chapter, students work in small groups on an experiential activity that introduces the new material. Cook covers the new concepts in a lecture that is followed up by problem-solving both as a class and in small groups.
Students were divided into two groups based on the median MyLab homework score. Students who earned a MyLab score above the median also earned higher exam scores and final course scores than students who scored below the median on MyLab assignments figure 1. Figure 1. Figure 2 is a correlation graph; correlations do not imply causation but instead measure the strength of a relationship between two variables, where r is the correlation coefficient.
The closer the positive r value is to 1.
For students, the formative MyLab homework is intended to help them identify where they are in terms of successfully completing the summative assessments; it appears that performance on these assignments could be a leading indicator of course success additional research is needed to develop and test this concept further.
Cook states that the MyLab assignments encourage students to engage with the course material, and builds their confidence prior to exams. Figure 2. Recognizing that student success is augmented through practice, Cook adopted MyLab to give her students individual assignments with personal feedback.
With grading done in MyLab, Cook knows her students are receiving accurate and timely feedback, enabling them to practice more where they are weak, leading to increased confidence on exams.Learn more.
The new CIO for Mega Hard Drive Corporation, Roger Bigbucks, brings John into his office to discuss a new project that has been approved to improve the security access to their corporate systems worldwide. Roger explains the key objectives of the project, general time frame, and business value. The CIO assigns John to be the project manager and ends the meeting.
What is the first thing John needs to do? Ed is asked to audit a relatively new project that creates a web interface for warranty claims processing at a manufacturing company. The project is already in trouble with a lot of new changes, and business partners are becoming frustrated.
During interviews with the project team, Ed realizes that each individual has a different view of what the project is supposed to accomplish. After reviewing the project charter, he notices that individual assignments are listed, but no objectives or high-level deliverables. What should Ed recommend the project manager do to help save this project? Have the project manager publish a description or explanation of the business need the project is going to address.
Change the project charter to include objectives and high-level deliverables with individuals assigned and time frames. Paul is given a project charter and is assigned to be the project manager. He is ready to begin progressive elaboration of the project scope and tasks.
Which of the following tools and techniques is not appropriate for him to use at this time? You are working on a new project to develop a new wireless product with ease-of-use features recommended by customers.
It is as yet undetermined which features and the extent to which each feature will be incorporated into the product. You have a focus group that will continue to evaluate the features as the project goes forward. The focus group is authorized to suggest changes, as are your engineers and the quality department. As a project manager, what will help you most to minimize the effect of these changes?
Do not continue with the project until all of the features are clearly defined in the scope statement and scope definition. This is an expected part of every project.
A good project manager will have a communications plan in place to be sure everyone knows what is happening on the project. In January, Connie, a marketing manager for a toy manufacturer, is preparing a new red-haired doll for release during the Christmas season. This means it needs to be ready to market by the February Toy Fair, where toy retailers make their choices about what toys to buy for the next year.