EP WK6
Q1,Q2, Q3 – 450 words ($7.5)
Q1. Reflect on Chapter 6:Project Team Building, Conflict, and Negotiation Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.
Also, provide a graduate-level response to each of the following questions
Q2. Trust can actually encourage disagreement and conflict among team members. Explain why this could be the case.
Q3. Identify the five major methods for resolving conflict. Give an example of how each might be applied in a hypothetical project team conflict episode.
——————————————————————————————————————————————-
Q4. Case Study in Separate document – 3 full pages(excluding references) ($15)
Columbus Instruments
This case is based on a true story of a once-successful organization that had allowed its project management practices to degenerate to the point where assignment to a project team was often a mark of disfavor and a sign of pending termination. The case involves issues of motivation, structural effects on projects, and project team staffing. It offers students an opportunity to see how, if left unchecked, certain behaviors by department heads and others in the organization can work counter to the desires to use project teams to improve organizational profitability and instead make them a dumping ground for malcontents and poor performers.
Questions
What are the implications of CICs approach to staffing project teams? Is the company using project teams as training grounds for talented fast-trackers, or as dumping grounds for poor performers?
How would you advise the CEO to correct the problem? Where would you start?
Discuss how issues of organizational structure and power played a role in the manner in which project management declined in effectiveness at CIC.
List of Cases by Chapter
Chapter 1
Development Projects that are Transforming Africa 1
President Obama Signs the Program Management
Improvement and Accountability Act 8
Londons Crossrail: Europes Largest Construction Project 10
MegaTech, Inc. 30
The IT Department at Hamelin Hospital 30
Disneys Expedition Everest 31
Throwing Good Money after Bad: the BBCs Digital
Media Initiative 32
Chapter 2
The Airbus A 380: A Failure of Strategy? 38
Electronic Arts and the Power of Strong Culture in Design
Teams 67
Rolls-Royce Corporation 71
Classic Case: Paradise LostThe Xerox Alto 72
Project Task Estimation and the Culture of Gotcha! 73
Widgets R Us 73
Chapter 3
Project Selection Procedures: A Cross-Industry Sampler 80
Project Selection and Screening at GE: The Tollgate Process 100
Keflavik Paper Company 115
Project Selection at Nova Western, Inc. 116
Chapter 4
NASA Taps a Leader with the Right Stuff to Run Their Mars
2020 Project 120
Leading by Example for the London OlympicsSir John
Armitt 131
The Challenge of Managing Internationally 138
Brazilian Construction Giant Caught in Wide-Spread
Corruption Scandal 143
In Search of Effective Project Managers 146
Finding the Emotional Intelligence to Be a Real Leader 147
Volkswagen and Its Project to Cheat Emissions Tests 147
Problems with John 149
Chapter 5
Berlins Brandenburg Willy Brandt International Airport 156
Statements of Work: Then and Now 164
Defining a Project Work Package 174
Nicaraguas Canal and Sustainability Challenges 185
Boeings Virtual Fence 188
Californias High-Speed Rail Project 190
Project Management at Dotcom.com 192
The Expeditionary Fighting Vehicle 193
Chapter 6
Team-Building Events Heli-skiing and Zombie
Apocalypses 203
Tele-Immersion Technology Eases the Use of Virtual
Teams 220
Engineers Without Borders: Project Teams Impacting
Lives 225
Columbus Instruments 232
The Bean Counter and the Cowboy 233
Johnson & Rogers Software Engineering, Inc. 234
Chapter 7
Samsungs Galaxy Note 7 Failure to Manage a New
Product for Risk 241
Japan Decommissions a $9 Billion Nuclear Reactor That was
Hardly Used 248
Collapse of Shanghai Apartment Building 257
Classic Case: de Havillands Falling Comet 263
The Building that Melted Cars 266
Classic Case: Tacoma Narrows Suspension Bridge 267
Chapter 8
New York Citys Second Avenue SubwayTwo Miles
Completed for Only $5 Billion Spent 274
The Hidden Costs of Infrastructure ProjectsThe Case of
Building Dams 303
Sochi OlympicsWhats the Cost of National Prestige? 305
Chapter 9
Preparing for a Major Golf TournamentIts a Long Road to
the First Tee 313
Moving the Historic Capen House 345
Chapter 10
Kiruna, SwedenA Town on the Move! 350
Project Scheduling at Blanque Cheque Construction (A) 379
Project Scheduling at Blanque Cheque Construction (B) 380
Chapter 11
General ElectricUsing Agile Methods to Speed New
Product Delivery 387
Eli Lilly Pharmaceuticals and Its Commitment to Critical
Chain Project Management 405
Its an Agile World 416
Ramstein Products, Inc. 417
Chapter 12
Environmental Concerns and Political Leadership Impact
Fossil Fuel Project Cancellations 420
The Problems of Multitasking 446
First Come, First Served: Resource Challenges For Sunrise
Restoration 447
Chapter 13
U.S. Army Cant Track Spending on its Spending Tracker
Project 452
Earned Value at Northrop Grumman 471
The IT Department at Kimble College 483
The Superconducting Supercollider 484
Dear Mr. PresidentPlease Cancel our Project!: The
Honolulu Elevated Rail Project 485
Chapter 14
Amazons Golden Touch Fails with a High-Tech Gadget 496
Aftermath of a Feeding Frenzy: Dubai and Cancelled
Construction Projects 508
New Jersey Kills Hudson River Tunnel Project 516
The Project That Wouldnt Die 517
The Navy Struggles to Avoid Cancellation of its Littoral
Combat Ship Program 518
CVR_PINT0332_06_SE_IFC copy.indd 1 11/15/17 8:38 PM
Project ManageMent
achieving coMPetitive advantage
Jeffrey K. Pinto
Pennsylvania State University
New York, NY
F i f t h E d i t i o n
A01_PINT0332_06_SE_FM.indd 1 11/15/17 2:47 PM
To Mary Beth, my wife and best friend, with the most profound thanks and love for her
unwavering support. And, to our children, Emily, AJ, and Josephthree projects that are
definitely over budget but that are performing far better than I could have hoped!
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A01_PINT0332_06_SE_FM.indd 2 11/15/17 2:47 PM
http://www.pearsoned.com/permissions/
iii
BRIEF CONTENTS
Preface xiii
Chapter 1 Introduction: Why Project Management? 1
Chapter 2 The Organizational Context: Strategy, Structure, and Culture 38
Chapter 3 Project Selection and Portfolio Management 80
Chapter 4 Leadership and the Project Manager 120
Chapter 5 Scope Management 156
Chapter 6 Project Team Building, Conflict, and Negotiation 203
Chapter 7 Risk Management 241
Chapter 8 Cost Estimation and Budgeting 274
Chapter 9 Project Scheduling: Networks, Duration Estimation, and Critical
Path 313
Chapter 10 Project Scheduling: Lagging, Crashing, and Activity Networks 350
Chapter 11 Advanced Topics in Planning and Scheduling: Agile and Critical
Chain 386
Chapter 12 Resource Management 420
Chapter 13 Project Evaluation and Control 452
Chapter 14 Project Closeout and Termination 496
Appendix A The Cumulative Standard Normal Distribution 528
Appendix B Tutorial for MS Project 2016 529
Appendix C Project Plan Template 539
Glossary 543
Company Index 553
Name Index 555
Subject Index 559
A01_PINT0332_06_SE_FM.indd 3 11/15/17 2:47 PM
iv
CONTENTS
Preface xiii
Chapter 1 INTRODUCTION: WHY PROJECT MANAGEMENT? 1
PROJECT PROFILE: Development Projects that are Transforming Africa 1
The Need for Projects 3
What is a Project? 3
General Project Characteristics 5
PROJECT PROFILE: President Obama Signs the Program Management Improvement
andAccountability Act 8
Why are Projects Important? 9
PROJECT PROFILE: Londons Crossrail: Europes Largest Construction Project 10
Project Life Cycles 12
BOX 1.1: Project Managers in Practice 14
Determinants of Project Success 15
BOX 1.2: Project Management Research in Brief 18
Developing Project Management Maturity 19
Employability Skills 23
Communication 23
Critical Thinking 23
Collaboration 23
Knowledge Application And Analysis 23
Business Ethics And Social Responsibility 23
Information Technology Application And Computing Skills 24
Data Literacy 24
Project Elements and Text Organization 24
Summary 28 Key Terms 29 Discussion Questions 29
Case Study 1.1 MegaTech, Inc. 30 Case Study 1.2 The IT Department at
Hamelin Hospital 30 Case Study 1.3 Disneys Expedition Everest 31
Case Study 1.4 Throwing Good Money after Bad: the BBCs Digital
Media Initiative 32 Internet Exercises 35 PMP Certification Sample
Questions 35 Answers 35 Notes 35
Chapter 2 THE ORGANIZATIONAL CONTEXT: STRATEGY, STRUCTURE,
ANDCULTURE 38
PROJECT PROFILE: The Airbus A 380: A Failure of Strategy? 38
Implementing Strategy Through Projects 40
Projects and Organizational Strategy 41
Stakeholder Management 43
Identifying Project Stakeholders 44
Managing Stakeholders 47
Organizational Structure 49
Forms of Organizational Structure 50
Functional Organizations 50
Project Organizations 53
Matrix Organizations 54
Moving to Heavyweight Project Organizations 57
BOX 2.1: Project Management Research in Brief 58
Project Management Offices 59
A01_PINT0332_06_SE_FM.indd 4 11/15/17 2:47 PM
Contents v
Organizational Culture 62
How Do Cultures Form? 64
Organizational Culture and Project Management 66
PROJECT PROFILE: Electronic Arts and the Power of Strong Culture in Design Teams 67
Summary 68 Key Terms 70 Discussion Questions 70
Case Study 2.1 Rolls-Royce Corporation 71 Case Study 2.2 Classic
Case: Paradise LostThe Xerox Alto 72 Case Study 2.3 Project Task Esti-
mation and the Culture of Gotcha! 73 Case Study 2.4 Widgets
R Us 73 Internet Exercises 74 PMP Certification Sample
Questions 74 Answers 75 Integrated ProjectBuilding Your
Project Plan 76 Notes 78
Chapter3 PROJECTSELECTIONANDPORTFOLIOMANAGEMENT 80
PROJECT PROFILE: Project Selection Procedures: A Cross-Industry Sampler 80
Introduction: Project Selection 81
Approaches to Project Screening and Selection 84
Method One: Checklist Model 84
Method Two: Simplified Scoring Models 85
Limitations of Scoring Models 87
Method Three: The Analytical Hierarchy Process 88
Method Four: Profile Models 91
Financial Models 93
Payback Period 94
Net Present Value 95
Discounted Payback 97
Internal Rate of Return 97
Choosing a Project Selection Approach 99
PROJECT PROFILE: Project Selection and Screening at GE: The Tollgate Process 100
Project Portfolio Management 101
Objectives and Initiatives 102
The Portfolio Selection Process 103
Developing a Proactive Portfolio 105
Keys to Successful Project Portfolio Management 108
Problems in Implementing Portfolio Management 108
Summary 110 Key Terms 111 Solved Problems 111
Discussion Questions 112 Problems 112 Case Study 3.1 Keflavik
Paper Company 115 Case Study 3.2 Project Selection at Nova Western,
Inc. 116 Internet Exercises 118 Notes 118
Chapter4 LEADERSHIPANDTHEPROJECTMANAGER 120
PROJECT PROFILE: NASA Taps a Leader with the Right Stuff to Run Their Mars
2020Project 120
Introduction: Successful Projects Need Leaders 122
Leaders Versus Managers 122
How the Project Manager Leads 124
Acquiring Project Resources 124
Motivating and Building Teams 125
Having a Vision and Fighting Fires 125
Communicating 126
BOX 4.1: Project Management Research in Brief 129
Traits of Effective Project Leaders 129
Conclusions about Project Leaders 130
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vi Contents
PROJECT PROFILE: Leading by Example for the London OlympicsSir John Armitt 131
Project Champions 132
ChampionsWho Are They? 133
What Do Champions Do? 134
How to Make a Champion 135
The New Project Leadership 136
BOX 4.2: Project Managers in Practice 137
PROJECT PROFILE: The Challenge of Managing Internationally 138
Project Management Professionalism 138
Project Management and Ethics 140
Unethical Behaviors in Project Management 142
PROJECT PROFILE: Brazilian Construction Giant Caught in Wide-Spread
CorruptionScandal 143
Summary 144 Key Terms 145 Discussion Questions 146
Case Study 4.1 In Search of Effective Project Managers 146
Case Study 4.2 Finding the Emotional Intelligence to Be a Real
Leader 147 Case Study 4.3 Volkswagen and Its Project to Cheat
Emissions Tests 147 Case Study 4.4 Problems with John 149
Internet Exercises 152 PMP Certification Sample Questions 152
Answers 153 Notes 153
Chapter 5 SCOPE MANAGEMENT 156
PROJECT PROFILE: Berlins Brandenburg Willy Brandt International Airport 156
Introduction: The Importance of Scope Management 158
Conceptual Development 158
The Statement of Work 161
The Project Charter 164
PROJECT PROFILE: Statements of Work: Then and Now 164
The Scope Statement 164
The Work Breakdown Structure 165
Purposes of the Work Breakdown Structure 165
The Organization Breakdown Structure 170
The Responsibility Assignment Matrix 173
PROJECT PROFILE: Defining a Project Work Package 174
Work Authorization 175
Scope Reporting 176
BOX 5.1: Project Management Research in Brief 177
Control Systems 178
Configuration Management 179
Project Closeout 180
Project Management and Sustainability 181
Managing Projects for Sustainability 183
PROJECT PROFILE: Nicaraguas Canal and Sustainability Challenges 185
Summary 186 Key Terms 187 Discussion Questions 188
Problems 188 Case Study 5.1 Boeings Virtual Fence 188
Case Study 5.2 Californias High-Speed Rail Project 190 Case
Study 5.3 Project Management at Dotcom.com 192 Case Study 5.4 The
Expeditionary Fighting Vehicle 193 Internet Exercises 195
PMP Certification Sample Questions 195 Answers 196
MS Project Exercises 196 Appendix 5.1: Sample Project Charter 196
Integrated ProjectDeveloping the Work Breakdown
Structure 199 Notes 200
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Contents vii
Chapter6 PROJECTTEAMBUILDING,CONFLICT,ANDNEGOTIATION 203
PROJECT PROFILE: Team-Building Events Heli-skiing and Zombie Apocalypses 203
Introduction 205
Building the Project Team 205
Identify Necessary Skill Sets 205
Identify People Who have the required Skills 206
Talk to Potential Team Members and Negotiate with Functional
Heads 207
Build in Fallback Positions 207
Assemble the Team 208
Characteristics of Effective Project Teams 208
A Clear Sense of Mission 208
A Productive Interdependency 209
Cohesiveness 209
Trust 209
Enthusiasm 210
Results Orientation 210
Reasons Why Teams Fail 210
Poorly Developed or Unclear Goals 211
Poorly Defined Project Team Roles and Interdependencies 211
Lack of Project Team Motivation 211
Poor Communication 212
Poor Leadership 212
Turnover Among Project Team Members 212
Dysfunctional Behavior 212
Stages in Group Development 213
Stage One: Forming 213
Stage Two: Storming 214
Stage Three: Norming 214
Stage Four: Performing 214
Stage Five: Adjourning 214
Punctuated Equilibrium 215
Achieving Cross-Functional Cooperation 216
Superordinate Goals 216
Rules and Procedures 217
Physical Proximity 217
Accessibility 217
Outcomes of Cooperation: Task and Psychosocial Results 218
Virtual Project Teams 218
PROJECT PROFILE: Tele-Immersion Technology Eases the Use of Virtual Teams 220
Conflict Management 221
What Is Conflict? 221
Sources of Conflict 222
Methods for Resolving Conflict 224
PROJECT PROFILE: Engineers Without Borders: Project Teams Impacting Lives 225
Negotiation 226
Questions to Ask Prior to the Negotiation 226
Principled Negotiation 227
Invent Options for Mutual Gain 229
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viii Contents
Insist on Using Objective Criteria 230
Summary 231 Key Terms 232 Discussion Questions 232
Case Study 6.1 Columbus Instruments 232 Case Study 6.2 TheBean
Counter and the Cowboy 233 Case Study 6.3 Johnson & Rogers
Software Engineering, Inc. 234 Exercise in Negotiation 236
Internet Exercises 237 PMP Certification Sample Questions 237
Answers 238 Notes 238
Chapter 7 RISK MANAGEMENT 241
PROJECT PROFILE: Samsungs Galaxy Note 7Failure to Manage a New Product for Risk 241
Introduction: What is Project Risk? 243
BOX 7.1: Project Managers in Practice 245
Risk Management: A Four-Stage Process 246
Risk Identification 246
PROJECT PROFILE: Japan Decommissions a $9 Billion Nuclear Reactor that
wasHardlyUsed 248
Risk Breakdown Structures 249
Analysis of Probability and Consequences 249
Risk Mitigation Strategies 252
Use of Contingency Reserves 254
Other Mitigation Strategies 255
Control and Documentation 255
PROJECT PROFILE: Collapse of Shanghai Apartment Building 257
Project Risk Management: An Integrated Approach 259
Summary 261 Key Terms 262 Solved Problem 262 Discussion
Questions 262 Problems 262 Case Study 7.1 Classic Case: de
Havillands Falling Comet 263 Case Study 7.2 The Building that Melted
Cars 266 Case Study 7.3 Classic Case: Tacoma Narrows Suspension
Bridge 267 Internet Exercises 269 PMP Certification Sample
Questions 269 Answers 270 Integrated ProjectProject Risk
Assessment 271 Notes 273
Chapter8 COSTESTIMATIONANDBUDGETING 274
PROJECT PROFILE: New York Citys Second Avenue Subway Two Miles Completed for
Only $5 Billion Spent 274
Cost Management 276
Direct Versus Indirect Costs 277
Recurring Versus Nonrecurring Costs 278
Fixed Versus Variable Costs 279
Normal Versus Expedited Costs 279
Cost Estimation 279
Learning Curves in Cost Estimation 283
Software Project EstimationFunction Points 286
BOX 8.1: Project Management Research in Brief 287
Problems with Cost Estimation 289
BOX 8.2: Project Management Research in Brief 290
Creating a Project Budget 291
Top-Down Budgeting 292
Bottom-Up Budgeting 293
Activity-Based Costing 293
Developing Budget Contingencies 295
Summary 297 Key Terms 298 Solved Problems 298 Discussion
Questions 299 Problems 300 Case Study 8.1 The Hidden Costs of
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Infrastructure ProjectsThe Case of Building Dams 303
Case Study 8.2 Sochi OlympicsWhats the Cost of National Prestige? 305
Internet Exercises 307 PMP Certification Sample
Questions 307 Answers 308 Integrated ProjectDeveloping the Cost
Estimates and Budget 309 Notes 311
Chapter 9 PROJECT SCHEDULING: NETWORKS, DURATION ESTIMATION,
ANDCRITICALPATH 313
PROJECT PROFILE: Preparing for a Major Golf Tournament Its a Long Road to the
FirstTee 313
Introduction 315
Project Scheduling 315
Key Scheduling Terminology 317
Developing A Network 319
Labeling Nodes 319
Serial Activities 320
Concurrent Activities 320
Merge Activities 321
Burst Activities 321
Duration Estimation 324
Constructing the Critical Path 328
Calculating the Network 328
The Forward Pass 329
The Backward Pass 331
Probability of Project Completion 333
Laddering Activities 335
Hammock Activities 336
Options for Reducing the Critical Path 337
BOX 9.1: Project Management Research in Brief 338
Summary 339 Key Terms 340 Solved Problems 340
Discussion Questions 342 Problems 342 Case Study 9.1 Moving
the Historic Capen House 345 Internet Exercises 347
MS Project Exercises 347 Answers 348 PMP Certification Sample
Questions 348 Notes 349
Chapter10 PROJECTSCHEDULING:LAGGING,CRASHING,ANDACTIVITY
NETWORKS 350
PROJECT PROFILE: Kiruna, Sweden A Town on the Move! 350
Introduction 352
Lags in Precedence Relationships 352
Finish to Start 352
Finish to Finish 353
Start to Start 353
Start to Finish 354
Gantt Charts 355
Adding Resources to Gantt Charts 356
Incorporating Lags in Gantt Charts 357
BOX 10.1: Project Managers in Practice 357
Crashing Projects 359
Options for Accelerating Projects 359
Crashing the Project: Budget Effects 364
Contents ix
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Activity-On-Arrow Networks 367
How Are They Different? 367
AOA Versus AON 372
Controversies in the Use of Networks 373
Conclusions 374
Summary 375 Key Terms 375 Solved Problems 376 Discussion
Questions 377 Problems 377 Case Study 10.1 Project Scheduling
at Blanque Cheque Construction (A) 379 Case Study 10.2 Project
Scheduling at Blanque Cheque Construction (B) 380 MS Project
Exercises 380 PMP Certification Sample Questions 381
Answers 382 Integrated ProjectDeveloping the Project
Schedule 383 Notes 384
Chapter11 ADVANCEDTOPICSINPLANNINGANDSCHEDULING:
AGILEANDCRITICALCHAIN 386
PROJECT PROFILE: General Electric Using Agile Methods to Speed New Project Delivery 387
Introduction 387
Agile Project Management 388
What Is Unique About Agile PM? 389
Tasks Versus Stories 391
Key Terms in Agile PM 391
Steps in Agile 393
Sprint Planning 393
Daily Scrums 393
The Development Work 394
Sprint Reviews 394
Sprint Retrospective 395
Keys to Success with Agile 395
Problems with Agile 396
BOX 11.1: Project Management Research in Brief 397
Extreme Programming (XP) 397
Theory of Constraints and Critical Chain Project Scheduling 398
Theory of Constraints 398
The Critical Chain Solution to Project Scheduling 399
Developing the Critical Chain Activity Network 402
Critical Chain Solutions Versus Critical Path Solutions 404
PROJECT PROFILE: Eli Lilly Pharmaceuticals and Its Commitment to Critical Chain Project
Management 405
Critical Chain Solutions to Resource Conflicts 406
Critical Chain Project Portfolio Management 407
BOX 11.2: Project Management Research in Brief 410
Critiques of CCPM 411
Summary 411 Key Terms 413 Solved Problem 413 D iscussion
Questions 414 Problems 414 Case Study 11.1 Its an Agile
World 416 Case Study 11.2 Ramstein Products, Inc. 417 Internet
Exercises 418 Notes 418
Chapter12 RESOURCEMANAGEMENT 420
PROJECT PROFILE: Environmental Concerns and Political Leadership Impact Fossil Fuel
Project Cancellations 420
Introduction 422
The Basics of Resource Constraints 422
Time and Resource Scarcity 423
x Contents
A01_PINT0332_06_SE_FM.indd 10 11/15/17 2:47 PM
Resource Loading 425
Resource Leveling 426
Step One: Develop the Resource-Loading Table 430
Step Two: Determine Activity Late Finish Dates 430
Step Three: Identify Resource Overallocation 432
Step Four: Level the Resource-Loading Table 432
Resource-Loading Charts 435
BOX 12.1: Project Managers in Practice 438
Managing Resources in Multiproject Environments 439
Schedule Slippage 439
Resource Utilization 439
In-Process Inventory 440
Resolving Resource Decisions in Multiproject Environments 440
Summary 442 Key Terms 443 Solved Problem 443 Discussion
Questions 444 Problems 444 Case Study 12.1 The Problems of
Multitasking 446 Case Study 12.2 First Come, First Served: Resource
Challenges for Sunrise Restoration 447 Internet Exercises 448
MS Project Exercises 448 PMP Certification Sample Questions 449
Answers 450 Integrated ProjectManaging Your Projects
Resources 451 Notes 451
Chapter13 PROJECTEVALUATIONANDCONTROL 452
PROJECT PROFILE: U.S. Army Cant Track Spending on its Spending Tracker Project 452
Introduction 453
Control CyclesA General Model 454
Monitoring Project Performance 454
The Project S-Curve: A Basic Tool 455
S-Curve Drawbacks 457
Milestone Analysis 457
Problems with Milestones 459
The Tracking Gantt Chart 459
Benefits and Drawbacks of Tracking Gantt Charts 460
Earned Value Management 460
Terminology for Earned Value 461
Creating Project Baselines 462
Why Use Earned Value? 462
Steps in Earned Value Management 464
Assessing a Projects Earned Value 465
Using Earned Value to Manage a Portfolio of Projects 470
Flow of Earned Value System 470
PROJECT PROFILE: Earned Value at Northrop Grumman 471
Issues in the Effective Use of Earned Value Management 472
Human Factors in Project Evaluation and Control 474
Critical Success Factor Definitions 476
Conclusions 477
Summary 478 Key Terms 479 Solved Problem 479 Discussion
Questions 480 Problems 481 Case Study 13.1 The IT Department
at Kimble College 483 Case Study 13.2 The Superconducting
S upercollider 484 Case Study 13.3 Dear Mr. PresidentPlease
cancel our project!: The Honolulu Elevated Rail Project 485 Internet
Exercises 487 MS Project Exercises 487 PMP Certification Sample
Questions 488 Answers 489 Appendix 13.1: Earned
Schedule 489 Notes 494
Contents xi
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Chapter 14 PROJECT CLOSEOUT AND TERMINATION 496
PROJECT PROFILE: Amazons Golden Touch Fails with a High-Tech Gadget 496
Introduction 497
Types of Project Termination 498
BOX 14.1: Project Managers in Practice 498
Natural Terminationthe Closeout Process 500
Finishing the Work 500
Handing Over the Project 500
Gaining Acceptance for the Project 501
Harvesting the Benefits 501
Reviewing How It All Went 502
Putting It All to Bed 504
Disbanding the Team 504
What Prevents Effective Project Closeouts? 505
Early Termination for Projects 505
Making the Early Termination Decision 507
PROJECT PROFILE: Aftermath of a Feeding Frenzy: Dubai and Canceled Construction
Projects 508
Shutting Down the Project 509
Allowing for Claims and Disputes 510
BOX 14.2: Project Management Research in Brief 511
Preparing the Final Project Report 513
Conclusion 514
Summary 514 Key Terms 515 Discussion Questions 515
Case Study 14.1 New Jersey Kills Hudson River Tunnel Project 516
Case Study 14.2 The Project That Wouldnt Die 517
Case Study 14.3 The Navy Struggles to Avoid Cancellation of its Littoral
Combat Ship Program 518 Internet Exercises 519 PMP Certification
Sample Questions 520 Answers 521 Appendix 14.1: Sample Pages
from Project Sign-off Document 522 Notes 526
Appendix A The Cumulative Standard Normal Distribution 528
Appendix B Tutorial for MS Project 2016 529
Appendix C Project Plan Template 539
Glossary 543
Company Index 553
Name Index 555
Subject Index 559
xii Contents
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xiii
PREFACE
Project management has become central to operations in industries as diverse as construction and
information technology, architecture and hospitality, and engineering and new product devel-
opment; therefore, this text simultaneously embraces the general principles of project manage-
ment while addressing specific examples across the wide assortment of its applications. This text
approaches each chapter from the perspective of both the material that is general to all disciplines
and project types and that which is more specific to alternative forms of projects. One way this is
accomplished is through the use of specific, discipline-based examples to illustrate general prin-
ciples as well as the inclusion of cases and Project Profiles that focus on more specific topics, such
as, Chapter 5s treatment of IT death march projects (see Box 5.1 below).
Scope Reporting 177
BOX 5.1
Project Management Research in Brief
Information Technology (IT) Project Death Marches: What Is Happening Here?
Every year, billions of dollars are spent on thousands of information technology (IT) projects worldwide. With the huge emphasis on
IT products and advances in software and hardware systems, it is no surprise that interest in this field is exploding. Under the circum-
stances, we would naturally expect that, given the importance of IT projects in both our corporate and everyday lives, we are doing a
reasonably good job of implementing these critical projects, right? Unfortunately, the answer is a clear no. In fact, IT projects have
a terrible track record for delivery, as numerous studies have shown. How bad? The average IT project is likely to be 6 to 12 months
behind schedule and 50% to 100% over budget. Of course, the numbers vary with the size of the project, but the results still suggest
that companies should expect their IT projects to lead to wasted effort, enormous delays, burnout, and many lost weekends while
laboring for success with the cards stacked the other way.
What we are referring to here are death march projects. The death march project is typically one in which the project is set
up for failure through the demands or expectations that the com
