Initiating the Project – Problem Set 2
Business Case/Elevator Pitch Exercise
Using exactlyone hundred (100) words you will provide an elevator pitch/business case for one of the Projects you selected to review for Week 1. Instructions are provided within the template.Type your assignment into this template and submit.
Exercise will be completed using the attached template.
ELEVATOR PITCH
Select one of the projects you analyzed in the Problem Set #1 assignment. Complete additional research on this project to ensure that you have a good understanding of the scope of the project. Using
exactly
one hundred (100) words you will provide an elevator pitch/business case for the Project you selected.
This pitch/case should cover the important elements of the project: who, what, where, when, and why? Also, it needs to provide specific scope elements to allow the reader to picture the project in their head. This includes items such as budget, size, time frame, and other specific and measurable elements of the project.
This assignment should be single-spaced so do not change any of the formatting for this document.
News source (APA reference):
Web address:
City:
Elevator Pitch (100 words exactly): PROJECT VS. OPERATIONS EXERCISE
Title Project Article #1: US $54bn Sound Transit 3 (ST3) construction project
City: Seattle
News source (APA reference): Ilolo,P. (2020, March 2). US $54bn sound transit 3 (ST3) construction project. Retrieved from https://constructionreviewonline.com/2020/03/us-54bn-sound-transit-3-st3-construction-project/
Web address: https://constructionreviewonline.com/2020/03/us-54bn-sound-transit-3-st3-construction-project/
Brief Description:
Why is this a Project?
The activity is a project because it aims to develop a service, that is rail transport that will connect the Seattle with neighboring cities. Also, the project has a time at which it expected to have completed, which 2041. The project has well-laid down plan and set milestone and deliverables that must be delivered in the process of implementing it. Also, it will be implemented in phases that will see some parts functions while other is being constructed.
The project company that was awarded with the contract has selected the best mangers will soft and hard skills required for the implementation. Also, the project life-cycle has been drafted which the team is expected to follow from the beginning to the end of the project.
Title Project Article #2: Second Avenue Subway, New York
City: Manhattan, New York, USA
News source (APA reference): Second Avenue subway, New York. (2017, January 19). Retrieved from https://www.railway-technology.com/projects/second-avenue-subway-new-york
Web address: www.railway-technology.com/projects/second-avenue-subway-new-york
Brief Description:
Why is this a Project?
The second avenue construction is a government project that has time-bound estimated to be completed in 2029; the first phase began in 2007. The project has its primary goal of reducing traffics in to reduce passenger traffic in Lexington avenue. These is one characteristic that make this construction to be categorized as a project. It is having a time -bound which is estimated to be about 22 years. During this time project activities shall be initiated at different phase where the completion of each phase will be assessed to find out if the it meets the specified requirements. The activities that are being undertaken in this project are unique and leads to the construction of a unique rail system that meets the standard requirements.
Title Operations Article #1: Tesla Model 3 Production Lags as Gigafactory Hits Delays
City: Fremont, California
News source (APA reference): HUll,D. (2018, February 15). Tesla Model 3 production lags as Gigafactory hits delays. Retrieved from https://www.industryweek.com/supply-chain/article/22024472/tesla-model-3-production-lags-as-gigafactory-hits-delays
Web address: www.tesla.com
Brief description:
Why is this Operations?
Since the launch of the electric vehicle, tesla has dedicated most of the efforts to mass production. This is an ongoing operation to produce enough products that will meet the global demand for the products. According to Hull, the company is striving to meet the demand. If the organization achieve the its goals, the it will get profits from the sales. Therefore, it engages the same methods, activities to produce the model. The model is one of the revolutionary vehicles in the industry and what the world is currently heading. As one of it is ongoing operations Tesla has hired the high-skilled operation manager that will work to in the manufacturing operation that will ensure that the company meets that target number of vehicles per year.
Operations Article #2: Newmont CEO says Goldcorp mines need about three years of development, exploration work
City: Toronto
News source (APA reference): Saminather 3 MIN READ,N. (2019, July 25). Newmont CEO says Goldcorp mines need about three years of development, exploration work. Retrieved from https://www.reuters.com/article/us-newmont-goldcorp-results/newmont-ceo-says-goldcorp-mines-need-about-three-years-of-development-exploration-work-idUSKCN1UK1II
Web address: www.reuters.com/article/us-newmont-goldcorp-results/newmont-ceo-says-goldcorp-mines-need-about-three-years-of-development-exploration-work-idUSKCN1UK1II
Brief description:
Why is this Operations?
The gold mining operation which Newmont is undertaking in Toronto is one of its ongoing gold mining operations in the world. The operation of extracting gold from soil deposit and sold them to the companies that refine them to produce a different product. The activities are an example ongoing operation because the firm continues to extract the gold from the mines with no defined time the gold will get exhausted. The extraction of gold from the deposits call for the use of similar methods and processes which are repetitive in nature. The process starts from the time the gold is extracted to the time it is refined to fine pieces without any impurities. The ongoing operation of the company has no finite date that it will end as far as the gold is still in the deposit the extraction will continue.
References
Bottom of Form
Top of Form
Timothy, K. J., Vittal, A., & Kathryn, W. N. (2016). Contemporary Project Mangement. Cengage Learning: Boston. Contemporary
Project Management
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells
F O U R T H E D I T I O N
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 organizations 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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
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 1011 Project life cycle 710, 6264
Projects and strategic planning 3337 Organizational influences 102110
Portfolio and program management 3742
PMBOK Guide, 6th ed. Coverage
Knowledge
Areas
Initiating
Process
Group Planning Process Group
Executing Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
Project
Integration
Management
Develop
Project
Charter
6079
Develop Project Management Plan
409410
Direct and Manage
Project Work 459460
Manage Project
Knowledge 192193,
504508
Monitor and Control
Project Work 460462
Perform Integrated
Change Control
229232, 462463
Close
Project
or Phase
503,
508511
Project Scope
Management
Plan Scope Management 211212
Collect Requirements 212216
Define Scope 216220
Create WBS 220229
Validate Scope
500501
Control Scope
475476
Project
Schedule
Management
Plan Schedule Management 246
Define Activities 249253
Sequence Activities 253255
Estimate Activity Durations 255258
Develop Schedule 259267
Control Schedule
476480
Project Cost
Management
Plan Cost Management 329330
Estimate Costs 330341
Determine Budget 342344
Control Costs 345,
476480
Project Quality
Management
Plan Quality Management 401404 Manage Quality
404406, 469474
Control Quality
406409, 469474
Project
Resources
Management
Plan Resource Management 290295
Estimate Activity Resources 290
Aquire Resources
138141
Develop Team 141157
Manage Team 157161
Control Resources 476
Project Com-
munications
Management
Plan Communications Management
188192
Manage
Communications
193199, 465467
Monitor
Communications
467468
Project Risk
Management
Plan Risk Management 360366
Identify Risks 75, 366368
Perform Qualitative Risk Analysis 75,
368372
Perform Quantitative Risk Analysis
372373
Plan Risk Responses 75, 373377
Implement Risk
Responses 464465
Monitor Risks
463464
Project
Procurement
Management
Plan Procurement Management
431433, 438441
Conduct
Procurements
434438
Control Procurments
441
Project Stake-
holder
Management
Identify
Stakehold-
ers 7577,
178184
Plan Stakeholder Engagement 184186 Manage Stakeholder
Engagement 187188
Monitor Stakeholder
Engagement 188
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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
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).
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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
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
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
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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.
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Contemporary Project Management,
Fourth Edition
Timothy J. Kloppenborg
2019 2015
Cengage Learning Customer & Sales Support, 1-800-354-9706
www.cengage.com/permissions
[emailprotected]
2017947974
978 1 337 40645 1
Cengage Learning
20
02210
40
125
www.cengage.com.
www.cengage.com
www.cengagebrain.com
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.
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 organizations 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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
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 1011 Project life cycle 710, 6264
Projects and strategic planning 3337 Organizational influences 102110
Portfolio and program management 3742
PMBOK Guide, 6th ed. Coverage
Knowledge
Areas
Initiating
Process
Group Planning Process Group
Executing Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
Project
Integration
Management
Develop
Project
Charter
6079
Develop Project Management Plan
409410
Direct and Manage
Project Work 459460
Manage Project
Knowledge 192193,
504508
Monitor and Control
Project Work 460462
Perform Integrated
Change Control
229232, 462463
Close
Project
or Phase
503,
508511
Project Scope
Management
Plan Scope Management 211212
Collect Requirements 212216
Define Scope 216220
Create WBS 220229
Validate Scope
500501
Control Scope
475476
Project
Schedule
Management
Plan Schedule Management 246
Define Activities 249253
Sequence Activities 253255
Estimate Activity Durations 255258
Develop Schedule 259267
Control Schedule
476480
Project Cost
Management
Plan Cost Management 329330
Estimate Costs 330341
Determine Budget 342344
Control Costs 345,
476480
Project Quality
Management
Plan Quality Management 401404 Manage Quality
404406, 469474
Control Quality
406409, 469474
Project
Resources
Management
Plan Resource Management 290295
Estimate Activity Resources 290
Aquire Resources
138141
Develop Team 141157
Manage Team 157161
Control Resources 476
Project Com-
munications
Management
Plan Communications Management
188192
Manage
Communications
193199, 465467
Monitor
Communications
467468
Project Risk
Management
Plan Risk Management 360366
Identify Risks 75, 366368
Perform Qualitative Risk Analysis 75,
368372
Perform Quantitative Risk Analysis
372373
Plan Risk Responses 75, 373377
Implement Risk
Responses 464465
Monitor Risks
463464
Project
Procurement
Management
Plan Procurement Management
431433, 438441
Conduct
Procurements
434438
Control Procurments
441
Project Stake-
holder
Management
Identify
Stakehold-
ers 7577,
178184
Plan Stakeholder Engagement 184186 Manage Stakeholder
Engagement 187188
Monitor Stakeholder
Engagement 188
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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
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.
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Requirements
Documents
13.1 Identify
Stakeholders
Stakeholder
Register
Stakeholder
Engagement
Assessment Matrix
Integration
Scope
Schedule
Cost
Quality
Resources
Communication
Risk
Procurement
Stakeholders
12.1 Plan
Procurement
Management
11.1 Plan
Risk
Management
10.1 Plan
Communications
Management
9.1 Plan
Resource
Management
8.1 Plan
Quality
Management
7.1 Plan
Cost
Management
6.1 Plan
Schedule
Management
5.1 Plan
Scope
Management
Duration
Estimates
Scope
Statement
Activity List
Milestone List
Network
4.1 Develop
Project Charter
Charter
Assumptions Log
Cost Baseline
Resource Requirements
RACI
Team
Charter
Quality
Mgt.
Plan
Communications
Matrix
Risk Register
Bid
Documents
Make or Buy
Analysis
6.5 Develop
Schedule
Schedule Baseline
5.2 Collect
Requirements
5.4 Create
WBS
Scope
4.2 Develop Project Management Plan
Activities
9.2 Estimate
Activity
Resources
11.2 Identify
Risks
11.3 Perform
Qualitative
Risk Analysis
11.4 Perform
Quantitative
Risk Analysis
11.5 Plan
Risk
Responses
13.2 Plan
Stakeholders
Engagement
6.4 Estimate
activity
Durations
7.3 Determine
Budget
7.2 Estimate
Costs
6.3 Sequence
Activities
1.2 Foundational Elements
2.4 Organizational Systems
3.4 Project Manager Competencies
Selecting Projects
Project Customer Tradeoff Matrix
Life Cycle and Development Approach
Elevator Pitch
Leader Roles and Responsibilities
Project Selection and Prioritization Matrix
Project Resource Assignment 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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
11.6 Implement
Risk Responses
13.3 Manage
Stakeholder
Engagement
13.4 Monitor
Stakeholder
Engagement
4.3 Direct and Manage
Project Work
4.4 Manage Project
Knowledge
Scope
Baseline with WBS
Resource Histogram
Project Crashing
Retrospectives
Closure
Documents
Customer
Feedback
Transition Plan
Scope
Backlog
Burn
Down/Up
Charts
Quality
Reports
s
Analysis
Realizing
s
PM Plan Baselines Life Cycle
and Development Approach 4.7 Close Project
or Phase
6.6 Control
Schedule
Earned Value
Analysis
7.4 Control
Costs
5.6 Control
Scope
5.5 Validate
Scope
8.2 Manage
Quality
9.3 Acquire
Resources
9.4 Develop
Team
9.6 Control
Resources
9.5 Manage
Team
8.3 Control
Quality
Change
Requests
10.2 Manage
Communications
11.7 Monitor
Risks
10.3 Monitor
Communications
Team
Assignments
Team
Assessments
Agendas
Minutes
Issues Log
Meeting Evaluation
Progress Report
12.2 Conduct
Procurements
12.3 Control
Procurements
Source
Selection
Matrix
Lessons
Learned
Register
Quality
Measurements
4.6 Perform
Integrated
Change Control
4.5 Monitor and
Control
Project Work
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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
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 Organizations 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 /
Contents ix
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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 Exampl
