Description RISK MANAGEMENT PLANNING EXERCISE Read the following scenario: Dr. Bili Mattes, the ...
Description RISK MANAGEMENT PLANNING EXERCISE Read the following scenario: Dr. Bili Mattes, the Provost for Harrisburg University (HU), is hosting a campus event and she wants to ensure it is a complete success. Your group has been asked to manage risks associated with the planning for the event. The project team leader, Virat Kohli, is new to project management and has about 6 months to plan and execute the project. The budget for the entire project is $20,000. An outdoor site venue will be used for the event, which includes a live band for the entertainment. The finance department has allocated funds, additional funding is needed (through sponsorship of the event and by selling tickets) to meet the total cost burden of the event. Promoting the event will be important to raising funds. The outdoor event site used must be returned in the condition it was found. Security is also important as alcohol will be served. Neighbors are already concerned about noise and vandalism. Dr. Mattes has a risk neutral personality. She is the project sponsor and has asked that $500 be used from the project budget to manage risks. The university has a culture of risk seeking (as evidenced by their recent decision to pursue e-Sports). For this event, the senior management at HU has no tolerance (or appetite) for risks that can impact the project schedule. "The schedule must be protected", Dr. Mattes stated, "because we can't hold an event any later than the planned weekend." Senior management has high tolerance for risks that can impact the project budget. "We've come through the challenging times of the early years and are now in great shape, particularly with the high enrollment numbers of foreign students", said Joe Dokes, Chief Financial Officer at HU. For this 6-month long project, Dr. Mattes has asked for risk and other project status reports each month. These are low-key meetings using the relevant elements of the risk register. Dr. Mattes is not familiar with the risk register, so it will be important for your group to spend some time explaining in the RMP how to use it, and to provide examples of how to write a proper risk statement. Task- Using the risk register template provided in this unit, document the 10 risks. Complete the register in its entirety including using properly formatted risk statements (risk descriptions), determining the appropriate response strategy/technique, writing a risk response description that is consistent with the chosen response strategy/technique, identifying the risk trigger(s) and assigning a risk owner. Risks should be sorted & presented in priority order. Other tasks that are already completed - 1. Part 1 - Write a Risk Management Plan (RMP) using the content found in the PMBOK 6e (Section 11.1.3.1). At a minimum, the plan should address all elements of a RMP found in the PMBOK. The plan should include the following figures and tables: Risk breakdown structure (RBS) to level 2. Probability and Impact scale definitions for time, cost and quality. Probability-Impact matrix with scoring scheme The scale definitions and scoring scheme should be based upon 5 levels for probability (very low, low, medium, high and very high) and 5 levels for impact. The methodology must also include a sample risk statement for threat and opportunity that demonstrates an understanding of how to capture the necessary information for each type of risk. The risk register provided in this unit will be an attachment to your plan. Your group can create additional characters in the scenario in order to fulfill roles needed to manage risk. 2. Part 2 - Using the techniques described in Chapter 11, CPM 4e and Chapter 11, PMBOK 6e, identify five threats and five opportunities (a total of 10 risks), one each for the different types of risk responses (e.g., accept, enhance, mitigate, share, transfer, exploit, avoid escalate). 3. Part 3 - Prepare a paper discussing the process used to identify threats and opportunities, why it was chosen, and how it worked for your group. Hint: Risk Identification is addressed in the PMBOK and CPM texts. At a minimum, groups should discuss and amplify upon the tools and techniques included in Figure 11-6.https://myharrisburgu-my.sharepoint.com/:w:/g/pers... UNFORMATTED ATTACHMENT PREVIEW Contemporary Project Management FOURTH EDITION Timothy J. Kloppenborg • Vittal Anantatmula • Kathryn N. Wells 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 organization’s 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. 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 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42 ® PMBOK Guide, 6th ed. Coverage Knowledge Areas Project Integration Management Initiating Process Group Develop Project Charter 60–79 Planning Process Group Develop Project Management Plan 409–410 Executing Process Group Monitoring & Controlling Process Group Closing Process Group Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508 Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463 Close Project or Phase 503, 508–511 Project Scope Management Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229 Validate Scope 500–501 Control Scope 475–476 Project Schedule Management Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267 Control Schedule 476–480 Project Cost Management Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344 Control Costs 345, 476–480 Project Quality Management Plan Quality Management 401–404 Manage Quality 404–406, 469–474 Control Quality 406–409, 469–474 Project Resources Management Plan Resource Management 290–295 Estimate Activity Resources 290 Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161 Control Resources 476 Project Communications Management Plan Communications Management 188–192 Manage Communications 193–199, 465–467 Monitor Communications 467–468 Project Risk Management Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377 Implement Risk Responses 464–465 Monitor Risks 463–464 Project Procurement Management Plan Procurement Management 431–433, 438–441 Conduct Procurements 434–438 Control Procurments 441 Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188 Monitor Stakeholder Engagement 188 Project Stakeholder Management Identify Stakeholders 75–77, 178–184 ® Guide), 6th ed. (Newtown Square, PA: Project Management Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK 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. 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. 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. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 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. Contemporary Project Management, Fourth Edition 2019 2015 Timothy J. Kloppenborg Cengage Learning Customer & Sales Support, 1-800-354-9706 www.cengage.com/permissions permissionrequest@cengage.com 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. 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 organization’s 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. 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 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42 ® PMBOK Guide, 6th ed. Coverage Knowledge Areas Project Integration Management Initiating Process Group Develop Project Charter 60–79 Planning Process Group Develop Project Management Plan 409–410 Executing Process Group Monitoring & Controlling Process Group Closing Process Group Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508 Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463 Close Project or Phase 503, 508–511 Project Scope Management Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229 Validate Scope 500–501 Control Scope 475–476 Project Schedule Management Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267 Control Schedule 476–480 Project Cost Management Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344 Control Costs 345, 476–480 Project Quality Management Plan Quality Management 401–404 Manage Quality 404–406, 469–474 Control Quality 406–409, 469–474 Project Resources Management Plan Resource Management 290–295 Estimate Activity Resources 290 Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161 Control Resources 476 Project Communications Management Plan Communications Management 188–192 Manage Communications 193–199, 465–467 Monitor Communications 467–468 Project Risk Management Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377 Implement Risk Responses 464–465 Monitor Risks 463–464 Project Procurement Management Plan Procurement Management 431–433, 438–441 Conduct Procurements 434–438 Control Procurments 441 Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188 Monitor Stakeholder Engagement 188 Project Stakeholder Management Identify Stakeholders 75–77, 178–184 ® Guide), 6th ed. (Newtown Square, PA: Project Management Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK 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. Brief Contents Preface xx About the Authors xxix PART 1 Organizing Projects 1 Introduction to Project Management 2 Project Selection and Prioritization 32 3 Chartering Projects 60 PART 2 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 9 Resourcing Projects 286 10 Budgeting Projects 11 Project Risk Planning 358 12 Project Quality Planning and Project Kickoff 386 PART 4 244 328 Performing Projects 13 Project Supply Chain Management 14 Determining Project Progress and Results 456 15 Finishing the Project and Realizing the Benefits Appendix A Appendix B Appendix C Appendix D Appendix E 426 498 PMP and CAPM Exam Prep Suggestions 522 Agile Differences Covered 527 Answers to Selected Exercises 532 Project Deliverables 537 Strengths Themes As Used in Project Management Index 539 [Available Online] 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. 1.2 Foundational Elements Project Customer Tradeoff Matrix Life Cycle and Development Approach Elevator Pitch 2.4 Organizational Systems Leader Roles and Responsibilities Project Selection and Prioritization Matrix Project Resource Assignment Matrix 3.4 Project Manager Competencies Selecting Projects Integration 4.1 Develop Project Charter Charter Assumptions Log 4.2 Develop Project Management Plan 5.1 Plan Scope Management Scope 5.2 Collect Requirements Requirements Documents Scope 6.1 Plan Schedule Management Schedule Activities 7.1 Plan Cost Management Quality 8.1 Plan Quality Management Resources 9.1 Plan Resource Management Communication 10.1 Plan Communications Management 12.1 Plan Procurement Management Procurement 13.1 Identify Stakeholders Stakeholder Register Duration Estimates 7.3 Determine Budget Network 6.3 Sequence Activities 6.5 Develop Schedule Schedule Baseline Cost Baseline Quality Mgt. Plan RACI Team Charter Communications Matrix 11.1 Plan Risk Management Risk Stakeholders 7.2 Estimate Costs Scope Statement Activity List Milestone List 6.4 Estimate activity Durations Cost 5.4 Create WBS 9.2 Estimate Activity Resources 11.2 Identify Risks Risk Register 11.3 Perform Qualitative Risk Analysis Bid Documents Make or Buy Analysis Resource Requirements 11.5 Plan Risk Responses 11.4 Perform Quantitative Risk Analysis 13.2 Plan Stakeholder Stakeholders Engagement Engagement Assessment 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. Realizing s PM Plan Baselines Life Cycle and Development Approach 4.5 Monitor and Control Project Work 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge s Analysis Lessons Learned Register 4.7 Close Project Closure Documents or Phase Customer Feedback Transition Plan 4.6 Perform Integrated Change Control Retrospectives Scope Baseline with WBS 5.5 Validate Scope 5.6 Control Scope 6.6 Control Schedule Resource Histogram Project Crashing 7.4 Control Costs Quality Reports 8.2 Manage Quality 8.3 Control Quality Scope Backlog Burn Down/Up Charts Earned Value Analysis Quality Measurements 9.3 Acquire Resources 9.4 Develop Team Team Assessments Team Assignments 9.6 Control Resources 9.5 Manage Team 10.2 Manage Communications Agendas Minutes Issues Log Meeting Evaluation 10.3 Monitor Communications Change Requests Progress Report 11.6 Implement Risk Responses 11.7 Monitor Risks 12.2 Conduct Procurements 12.3 Control Procurements 13.3 Manage Stakeholder Engagement Source Selection Matrix 13.4 Monitor Stakeholder Engagement 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. 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 and Responsibility 7 / 1.3d Project Life Cycle 7 7 / 1.3c Authority 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 1.5c Project Associate-Level Roles 20 19 / 1.6 Overview of the Book 20 1.6a Part 1: Organizing and Initiating Projects 20 / 1.6b Part 2: Leading Projects 1.6c Part 3: Planning Projects 21 / 1.6d Part 4: Performing Projects 23 PMP/CAPM Study Ideas Summary 21 / 23 24 Key Terms Consistent with PMI Standards and Guides Chapter Review Questions Discussion Questions ® 25 25 PMBOK Guide Questions 26 Integrated Example Projects 27 Suburban Homes Construction Project Casa DE PAZ Development Project Semester Project Instructions 28 Project Management in Action 29 References 30 Endnotes 31 24 27 28 viii Copyright 2019 Cengage Learning. 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Contents ix CHAPTER 2 Project Selection and Prioritization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 2.1 Strategic Planning Process 33 2.1a Strategic Analysis 33 / 2.1b Guiding Principles Objectives 36 / 2.1d Flow-Down Objectives 37 34 / 2.1c Strategic 2.2 Portfolio Management 37 2.2a Portfolios 38 / 2.2b Programs 39 / 2.2c Projects and Subprojects 39 / 2.2d Assessing an Organization’s 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 Summary 52 52 Key Terms Consistent with PMI Standards and Guides Chapter Review Questions Discussion Questions ® 53 53 PMBOK Guide Questions Exercises 52 53 54 Integrated Example Projects 55 Casa DE PAZ Development Project Semester Project Instructions 56 Project Management in Action 57 References 58 Endnotes 59 56 CHAPTER 3 Chartering Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 3.1 What Is a Project Charter? 62 3.2 Why Is a Project Charter Used? 3.3 When Is a Charter Needed? 63 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 / 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. x Contents 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 3.7c Define Your Project 82 / 3.7d Create a Milestone Schedule 83 PMP/CAPM Study Ideas Summary 88 88 Key Terms Consistent with PMI Standards and Guides Chapter Review Questions Discussion Questions ® 88 89 89 PMBOK Guide Questions Exercises 81 / 89 90 Integrated Example Projects 91 Casa DE PAZ Development Project Semester Project Instructions 93 Project Management in Action 93 References 96 Endnotes 97 PART 2 Leading Projects 93 CHAPTER 4 Organizational Capability: Structure, Culture, and Roles . . . . . . . . . . . . . . . . . . . . . 100 4.1 Types of Organizational Structures 103 4.1a Functional 103 / 4.1b Projectized 104 / 4.1c Matrix 105 4.2 Organizational Culture and Its Impact on Projects 109 4.2a Culture of the Parent Organization 110 / 4.2b Project Cultural Norms 111 4.3 Project Life Cycles 111 4.3a Define-Measure-Analyze-Improve-Control (DMAIC) Model 112 / 4.3b Research and Development (R&D) Project Life Cycle Model 113 / 4.3c Construction Project Life Cycle Model 113 / 4.3d Agile Project Life Cycle Model 113 4.4 Agile Project Management 114 4.4a What Is Agile? 114 / 4.4b Why Use Agile? 114 / 4.4c What Is an Agile Mindset? 114 / 4.4d What Are the Key Roles in Agile Projects? 115 / 4.4e How Do You Start an Agile Project? 115 / 4.4f How Do You Continue an Agile Project? 115 / 4.4g What Is Needed for Agile to Be Successful? 116 4.5 Traditional Project Executive Roles 116 4.5a Steering Team 116 / 4.5b Sponsor 117 / 4.5c Customer Projects Officer/Project Management Office 121 4.6 Traditional Project Management Roles 121 4.6a Functional Manager 121 / 4.6b Project Manager 119 / 4.5d Chief 122 / 4.6c Facilitator 4.7 Traditional Project Team Roles 126 4.7a Core Team Members 126 / 4.7b Subject Matter Experts 124 126 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. Contents 4.8 Role Differences on Agile Projects PMP/CAPM Study Ideas Summary 126 128 128 Key Terms Consistent with PMI Standards and Guides Chapter Review Questions Discussion Questions ® 128 129 129 PMBOK Guide Questions Exercises xi 129 130 Integrated Example Projects 130 Casa DE PAZ Development Project Semester Project Instructions 131 Project Management in Action 132 References 134 Endnotes 135 131 CHAPTER 5 Leading and Managing Project Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 5.1 Acquire Project Team 138 5.1a Preassignment of Project Team Members 139 / 5.1b Negotiation for Project Team Members 139 / 5.1c On-Boarding Project Team Members 140 5.2 Develop Project Team 141 5.2a Stages of Project Team Development 142 / 5.2b Characteristics of High-Performing Project Teams 144 / 5.2c Assessing Individual Member Capability 147 / 5.2d Assessing Project Team Capability 148 / 5.2e Building Individual and Project Team Capability 150 / 5.2f Establishing Project Team Ground Rules 153 5.3 Manage Project Team 157 5.3a Project Manager Power and Leadership 157 / 5.3b Assessing Performance of Individuals and Project Teams 159 / 5.3c Project Team Management Outcomes 5.4 Relationship Building Within the Core Team 159 160 5.5 Managing Project Conflicts 161 5.5a Sources of Project Conflict 162 / 5.5b Conflict-Resolution Process and Styles 163 / 5.5c Negotiation 164 5.6 Communication Needs of Global and Virtual Teams 166 5.6a Virtual Teams 166 / 5.6b Cultural Differences 166 / 5.6c Countries and Project Communication Preferences 167 PMP/CAPM Study Ideas Summary 167 168 Key Terms Consistent with PMI Standards and Guides Chapter Review Questions Discussion Questions ® 168 168 169 PMBOK Guide Questions 170 Integrated Example Projects 170 Casa DE PAZ Development Project Semester Project Instructions
