Contents
Chapter 1: Introduction ........................................................................................................................... 2
Chapter 2: Organizational Context .......................................................................................................... 4
Chapter 3: Project Selection and Portfolio Management ....................................................................... 8
Chapter 4: Leadership and the Project Manager .................................................................................. 11
Chapter 5: Scope Management............................................................................................................. 13
Chapter 6: Project team Building, Conflict and Negotiation ................................................................. 18
Chapter 7: Risk Management ................................................................................................................ 21
Chapter 8: Cost Estimation and Budgeting ........................................................................................... 24
Chapter 9: Project Scheduling: Networks, Duration estimation and Critical path ................................ 26
Chapter 10: Project Scheduling: Lagging, Crashing, Activity Network .................................................. 33
Chapter 11: Critical Chain Project Scheduling ....................................................................................... 35
Chapter 12: Resource Management ..................................................................................................... 37
Chapter 13: Project Evaluation and Control.......................................................................................... 41
1
, Chapter 1: Introduction
Projects:
• Are undertaken to resolve a clear goal or set of goals.
• Are limited by budget, time, and resources.
• Are limited in scope.
• Are unique and temporary endeavors.
• Have a life-cycle, a defined start and end date.
• When project objectives have been delivered, the project will terminate.
Project Process
New process or product Repeat process or product
One objective Several objects
One shot, it has a limited life Ongoing
More heterogeneous People are homogenous
Systems must be created to integrate efforts Well-established systems to integrate efforts
Greater uncertainty of performance, cost, Greater certainty of performance, cost, schedule
schedule
Outside of line organization Part of line organization
Violates established practice Bastions (stronghold) of established practice
Upsets status quo Supports status quo
Five components of a project’s life cycle
- Client interest: level of enthusiasm
from customers.
- Project stake: the amount of corporate
investment in the project.
- Resources: the commitment of
financial, human and technical
resources.
- Creativity: the degree of innovation required by the project, especially in development phases.
- Uncertainty: the degree of risk associated with the project.
2
Chapter 1: Introduction ........................................................................................................................... 2
Chapter 2: Organizational Context .......................................................................................................... 4
Chapter 3: Project Selection and Portfolio Management ....................................................................... 8
Chapter 4: Leadership and the Project Manager .................................................................................. 11
Chapter 5: Scope Management............................................................................................................. 13
Chapter 6: Project team Building, Conflict and Negotiation ................................................................. 18
Chapter 7: Risk Management ................................................................................................................ 21
Chapter 8: Cost Estimation and Budgeting ........................................................................................... 24
Chapter 9: Project Scheduling: Networks, Duration estimation and Critical path ................................ 26
Chapter 10: Project Scheduling: Lagging, Crashing, Activity Network .................................................. 33
Chapter 11: Critical Chain Project Scheduling ....................................................................................... 35
Chapter 12: Resource Management ..................................................................................................... 37
Chapter 13: Project Evaluation and Control.......................................................................................... 41
1
, Chapter 1: Introduction
Projects:
• Are undertaken to resolve a clear goal or set of goals.
• Are limited by budget, time, and resources.
• Are limited in scope.
• Are unique and temporary endeavors.
• Have a life-cycle, a defined start and end date.
• When project objectives have been delivered, the project will terminate.
Project Process
New process or product Repeat process or product
One objective Several objects
One shot, it has a limited life Ongoing
More heterogeneous People are homogenous
Systems must be created to integrate efforts Well-established systems to integrate efforts
Greater uncertainty of performance, cost, Greater certainty of performance, cost, schedule
schedule
Outside of line organization Part of line organization
Violates established practice Bastions (stronghold) of established practice
Upsets status quo Supports status quo
Five components of a project’s life cycle
- Client interest: level of enthusiasm
from customers.
- Project stake: the amount of corporate
investment in the project.
- Resources: the commitment of
financial, human and technical
resources.
- Creativity: the degree of innovation required by the project, especially in development phases.
- Uncertainty: the degree of risk associated with the project.
2
