www.acetxt.com
, www.acetxt.com
List of Cases by Chapter
Chapter 1 Chapter 7
Development Projects that are Transforming Africa 1 Samsung’s Galaxy Note 7 – Failure to Manage a New
President Obama Signs the Program Management Product for Risk 241
Improvement and Accountability Act 8 Japan Decommissions a $9 Billion Nuclear Reactor That was
London’s Crossrail: Europe’s Largest Construction Project 10 Hardly Used 248
MegaTech, Inc. 30 Collapse of Shanghai Apartment Building 257
The IT Department at Hamelin Hospital 30 Classic Case: de Havilland’s Falling Comet 263
Disney’s Expedition Everest 31 The Building that Melted Cars 266
“Throwing Good Money after Bad”: the BBC’s Digital Classic Case: Tacoma Narrows Suspension Bridge 267
Media Initiative 32
Chapter 8
Chapter 2 New York City’s Second Avenue Subway—Two Miles
The Airbus A 380: A Failure of Strategy? 38 Completed for Only $5 Billion Spent 274
Electronic Arts and the Power of Strong Culture in Design The Hidden Costs of Infrastructure Projects—The Case of
Teams 67 Building Dams 303
Rolls-Royce Corporation 71 Sochi Olympics—What’s the Cost of National Prestige? 305
Classic Case: Paradise Lost—The Xerox Alto 72
Project Task Estimation and the Culture of “Gotcha!” 73 Chapter 9
Widgets ’R Us 73 Preparing for a Major Golf Tournament—It’s a Long Road to
the First Tee 313
Chapter 3 Moving the Historic Capen House 345
Project Selection Procedures: A Cross-Industry Sampler 80
Project Selection and Screening at GE: The Tollgate Process 100 Chapter 10
Keflavik Paper Company 115 Kiruna, Sweden—A Town on the Move! 350
Project Selection at Nova Western, Inc. 116 Project Scheduling at Blanque Cheque Construction (A) 379
Project Scheduling at Blanque Cheque Construction (B) 380
Chapter 4
NASA Taps a Leader with the Right Stuff to Run Their Mars Chapter 11
2020 Project 120 General Electric—Using Agile Methods to Speed New
Leading by Example for the London Olympics—Sir John Product Delivery 387
Armitt 131 Eli Lilly Pharmaceuticals and Its Commitment to Critical
The Challenge of Managing Internationally 138 Chain Project Management 405
Brazilian Construction Giant Caught in Wide-Spread It’s an Agile World 416
Corruption Scandal 143 Ramstein Products, Inc. 417
In Search of Effective Project Managers 146
Finding the Emotional Intelligence to Be a Real Leader 147 Chapter 12
Volkswagen and It’s Project to Cheat Emissions Tests 147 Environmental Concerns and Political Leadership Impact
Problems with John 149 Fossil Fuel Project Cancellations 420
The Problems of Multitasking 446
Chapter 5 “First Come, First Served”: Resource Challenges For Sunrise
Berlin’s Brandenburg Willy Brandt International Airport 156 Restoration 447
Statements of Work: Then and Now 164
Defining a Project Work Package 174 Chapter 13
Nicaragua’s Canal and Sustainability Challenges 185 U.S. Army Can’t Track Spending on its Spending Tracker
Boeing’s Virtual Fence 188 Project 452
California’s High-Speed Rail Project 190 Earned Value at Northrop Grumman 471
Project Management at Dotcom.com 192 The IT Department at Kimble College 483
The Expeditionary Fighting Vehicle 193 The Superconducting Supercollider 484
“Dear Mr. President—Please Cancel our Project!”: The
Chapter 6 Honolulu Elevated Rail Project 485
Team-Building Events – Heli-skiing and Zombie
Apocalypses 203 Chapter 14
Tele-Immersion Technology Eases the Use of Virtual Amazon’s Golden Touch Fails with a High-Tech Gadget 496
Teams 220 Aftermath of a “Feeding Frenzy”: Dubai and Cancelled
Engineers Without Borders: Project Teams Impacting Construction Projects 508
Lives 225 New Jersey Kills Hudson River Tunnel Project 516
Columbus Instruments 232 The Project That Wouldn’t Die 517
The Bean Counter and the Cowboy 233 The Navy Struggles to Avoid Cancellation of its Littoral
Johnson & Rogers Software Engineering, Inc. 234 Combat Ship Program 518
, www.acetxt.com
Fifth Edition
Project Management
Achieving Competitive Advantage
Jeffrey K. Pinto
Pennsylvania State University
New York, NY
, www.acetxt.com
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 Joseph—three “projects” that are
definitely over budget but that are performing far better than I could have hoped!
Vice President, Business, Economics, Design Lead: Kathryn Foot
and UK Courseware: Donna Battista Manager, Learning Tools: Brian Surette
Director of Portfolio Management: Stephanie Wall Content Developer, Learning Tools: Lindsey Sloan
Director, Courseware Portfolio Management: Managing Producer, Digital Studio and GLP,
Ashley Dodge Media Production and Development: Ashley Santora
Senior Sponsoring Editor: Neeraj Bhalla Managing Producer, Digital Studio and GLP:
Editorial Assistant: Linda Albeli James Bateman
Vice President, Product Marketing: Roxanne McCarley Managing Producer, Digital Studio: Diane Lombardo
Product Marketer: Kaylee McCarley Digital Studio Producer: Regina DaSilva
Product Marketing Assistant: Marianela Silvestri Digital Studio Producer: Alana Coles
Manager of Field Marketing, Business Publishing: Digital Content Project Lead: Courtney Kamauf
Adam Goldstein Project Managers: Tierra Ross Elcano and Sasibalan C.,
Field Marketing Manager: Nicole Price SPi Global
Vice President, Production and Digital Studio, Interior Design: SPi Global
Arts and Business: Etain O’Dea Cover Design: SPi Global
Director of Production, Business: Jeff Holcomb Cover Art: Benedek/E+/Getty Images
Managing Producer, Business: Melissa Feimer Printer/Binder: LSC Communications, Inc./Kendallville
Content Producer: Sugandh Juneja Cover Printer: Phoenix Color/Hagerstown
Operations Specialist: Carol Melville
Microsoft and/or its respective suppliers make no representations about the suitability of the information contained
in the documents and related graphics published as part of the services for any purpose. All such documents and
related graphics are provided “as is” without warranty of any kind. Microsoft and/or its respective suppliers hereby
disclaim all warranties and conditions with regard to this information, including all warranties and conditions of
merchantability, whether express, implied or statutory, fitness for a particular purpose, title and non-infringement.
In no event shall Microsoft and/or its respective suppliers be liable for any special, indirect or consequential damages
or any damages whatsoever resulting from loss of use, data or profits, whether in an action of contract, negligence or
other tortious action, arising out of or in connection with the use or performance of information available from the
services. The documents and related graphics contained herein could include technical inaccuracies or typographical
errors. Changes are periodically added to the information herein. Microsoft and/or its respective suppliers may make
improvements and/or changes in the product(s) and/or the program(s) described herein at any time. Partial screen
shots may be viewed in full within the software version specified.
Microsoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries.
This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation.
Copyright © 2019, 2016, 2013 by Pearson Education, Inc. or its affiliates. All Rights Reserved. Manufactured in the
United States of America. This publication is protected by copyright, and permission should be obtained from the
publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise. For information regarding permissions, request
forms, and the appropriate contacts within the Pearson Education Global Rights and Permissions department, please
visit www.pearsoned.com/permissions/.
Acknowledgments of third-party content appear on the appropriate page within the text.
PEARSON and ALWAYS LEARNING are exclusive trademarks owned by Pearson Education, Inc. or its affiliates in
the U.S. and/or other countries.
Unless otherwise indicated herein, any third-party trademarks, logos, or icons that may appear in this work are the
property of their respective owners, and any references to third-party trademarks, logos, icons, or other trade dress are
for demonstrative or descriptive purposes only. Such references are not intended to imply any sponsorship, endorse-
ment, authorization, or promotion of Pearson’s products by the owners of such marks, or any relationship between the
owner and Pearson Education, Inc., or its affiliates, authors, licensees, or distributors.
Library of Congress Cataloging-in-Publication Data on File
1 18 ISBN 10: 0-134-73033-X
ISBN 13: 978-0-134-73033-2
, www.acetxt.com
List of Cases by Chapter
Chapter 1 Chapter 7
Development Projects that are Transforming Africa 1 Samsung’s Galaxy Note 7 – Failure to Manage a New
President Obama Signs the Program Management Product for Risk 241
Improvement and Accountability Act 8 Japan Decommissions a $9 Billion Nuclear Reactor That was
London’s Crossrail: Europe’s Largest Construction Project 10 Hardly Used 248
MegaTech, Inc. 30 Collapse of Shanghai Apartment Building 257
The IT Department at Hamelin Hospital 30 Classic Case: de Havilland’s Falling Comet 263
Disney’s Expedition Everest 31 The Building that Melted Cars 266
“Throwing Good Money after Bad”: the BBC’s Digital Classic Case: Tacoma Narrows Suspension Bridge 267
Media Initiative 32
Chapter 8
Chapter 2 New York City’s Second Avenue Subway—Two Miles
The Airbus A 380: A Failure of Strategy? 38 Completed for Only $5 Billion Spent 274
Electronic Arts and the Power of Strong Culture in Design The Hidden Costs of Infrastructure Projects—The Case of
Teams 67 Building Dams 303
Rolls-Royce Corporation 71 Sochi Olympics—What’s the Cost of National Prestige? 305
Classic Case: Paradise Lost—The Xerox Alto 72
Project Task Estimation and the Culture of “Gotcha!” 73 Chapter 9
Widgets ’R Us 73 Preparing for a Major Golf Tournament—It’s a Long Road to
the First Tee 313
Chapter 3 Moving the Historic Capen House 345
Project Selection Procedures: A Cross-Industry Sampler 80
Project Selection and Screening at GE: The Tollgate Process 100 Chapter 10
Keflavik Paper Company 115 Kiruna, Sweden—A Town on the Move! 350
Project Selection at Nova Western, Inc. 116 Project Scheduling at Blanque Cheque Construction (A) 379
Project Scheduling at Blanque Cheque Construction (B) 380
Chapter 4
NASA Taps a Leader with the Right Stuff to Run Their Mars Chapter 11
2020 Project 120 General Electric—Using Agile Methods to Speed New
Leading by Example for the London Olympics—Sir John Product Delivery 387
Armitt 131 Eli Lilly Pharmaceuticals and Its Commitment to Critical
The Challenge of Managing Internationally 138 Chain Project Management 405
Brazilian Construction Giant Caught in Wide-Spread It’s an Agile World 416
Corruption Scandal 143 Ramstein Products, Inc. 417
In Search of Effective Project Managers 146
Finding the Emotional Intelligence to Be a Real Leader 147 Chapter 12
Volkswagen and It’s Project to Cheat Emissions Tests 147 Environmental Concerns and Political Leadership Impact
Problems with John 149 Fossil Fuel Project Cancellations 420
The Problems of Multitasking 446
Chapter 5 “First Come, First Served”: Resource Challenges For Sunrise
Berlin’s Brandenburg Willy Brandt International Airport 156 Restoration 447
Statements of Work: Then and Now 164
Defining a Project Work Package 174 Chapter 13
Nicaragua’s Canal and Sustainability Challenges 185 U.S. Army Can’t Track Spending on its Spending Tracker
Boeing’s Virtual Fence 188 Project 452
California’s High-Speed Rail Project 190 Earned Value at Northrop Grumman 471
Project Management at Dotcom.com 192 The IT Department at Kimble College 483
The Expeditionary Fighting Vehicle 193 The Superconducting Supercollider 484
“Dear Mr. President—Please Cancel our Project!”: The
Chapter 6 Honolulu Elevated Rail Project 485
Team-Building Events – Heli-skiing and Zombie
Apocalypses 203 Chapter 14
Tele-Immersion Technology Eases the Use of Virtual Amazon’s Golden Touch Fails with a High-Tech Gadget 496
Teams 220 Aftermath of a “Feeding Frenzy”: Dubai and Cancelled
Engineers Without Borders: Project Teams Impacting Construction Projects 508
Lives 225 New Jersey Kills Hudson River Tunnel Project 516
Columbus Instruments 232 The Project That Wouldn’t Die 517
The Bean Counter and the Cowboy 233 The Navy Struggles to Avoid Cancellation of its Littoral
Johnson & Rogers Software Engineering, Inc. 234 Combat Ship Program 518
, www.acetxt.com
Fifth Edition
Project Management
Achieving Competitive Advantage
Jeffrey K. Pinto
Pennsylvania State University
New York, NY
, www.acetxt.com
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 Joseph—three “projects” that are
definitely over budget but that are performing far better than I could have hoped!
Vice President, Business, Economics, Design Lead: Kathryn Foot
and UK Courseware: Donna Battista Manager, Learning Tools: Brian Surette
Director of Portfolio Management: Stephanie Wall Content Developer, Learning Tools: Lindsey Sloan
Director, Courseware Portfolio Management: Managing Producer, Digital Studio and GLP,
Ashley Dodge Media Production and Development: Ashley Santora
Senior Sponsoring Editor: Neeraj Bhalla Managing Producer, Digital Studio and GLP:
Editorial Assistant: Linda Albeli James Bateman
Vice President, Product Marketing: Roxanne McCarley Managing Producer, Digital Studio: Diane Lombardo
Product Marketer: Kaylee McCarley Digital Studio Producer: Regina DaSilva
Product Marketing Assistant: Marianela Silvestri Digital Studio Producer: Alana Coles
Manager of Field Marketing, Business Publishing: Digital Content Project Lead: Courtney Kamauf
Adam Goldstein Project Managers: Tierra Ross Elcano and Sasibalan C.,
Field Marketing Manager: Nicole Price SPi Global
Vice President, Production and Digital Studio, Interior Design: SPi Global
Arts and Business: Etain O’Dea Cover Design: SPi Global
Director of Production, Business: Jeff Holcomb Cover Art: Benedek/E+/Getty Images
Managing Producer, Business: Melissa Feimer Printer/Binder: LSC Communications, Inc./Kendallville
Content Producer: Sugandh Juneja Cover Printer: Phoenix Color/Hagerstown
Operations Specialist: Carol Melville
Microsoft and/or its respective suppliers make no representations about the suitability of the information contained
in the documents and related graphics published as part of the services for any purpose. All such documents and
related graphics are provided “as is” without warranty of any kind. Microsoft and/or its respective suppliers hereby
disclaim all warranties and conditions with regard to this information, including all warranties and conditions of
merchantability, whether express, implied or statutory, fitness for a particular purpose, title and non-infringement.
In no event shall Microsoft and/or its respective suppliers be liable for any special, indirect or consequential damages
or any damages whatsoever resulting from loss of use, data or profits, whether in an action of contract, negligence or
other tortious action, arising out of or in connection with the use or performance of information available from the
services. The documents and related graphics contained herein could include technical inaccuracies or typographical
errors. Changes are periodically added to the information herein. Microsoft and/or its respective suppliers may make
improvements and/or changes in the product(s) and/or the program(s) described herein at any time. Partial screen
shots may be viewed in full within the software version specified.
Microsoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries.
This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation.
Copyright © 2019, 2016, 2013 by Pearson Education, Inc. or its affiliates. All Rights Reserved. Manufactured in the
United States of America. This publication is protected by copyright, and permission should be obtained from the
publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise. For information regarding permissions, request
forms, and the appropriate contacts within the Pearson Education Global Rights and Permissions department, please
visit www.pearsoned.com/permissions/.
Acknowledgments of third-party content appear on the appropriate page within the text.
PEARSON and ALWAYS LEARNING are exclusive trademarks owned by Pearson Education, Inc. or its affiliates in
the U.S. and/or other countries.
Unless otherwise indicated herein, any third-party trademarks, logos, or icons that may appear in this work are the
property of their respective owners, and any references to third-party trademarks, logos, icons, or other trade dress are
for demonstrative or descriptive purposes only. Such references are not intended to imply any sponsorship, endorse-
ment, authorization, or promotion of Pearson’s products by the owners of such marks, or any relationship between the
owner and Pearson Education, Inc., or its affiliates, authors, licensees, or distributors.
Library of Congress Cataloging-in-Publication Data on File
1 18 ISBN 10: 0-134-73033-X
ISBN 13: 978-0-134-73033-2
