Calleam Consulting Case Study on Denver Int’l Airport Baggage Handling will be used to complete module 6 case study analysis. Refer also to PMBOK Chapters 10, 11, & 12: Risk & Procurement.One of the best ways to learn is to analyze a case, a particular situation that exemplifies the issues, strengths, and weaknesses that are faced when actually managing a project. This is a proven learning tool shown to reinforce knowledge and understanding of material. The case studies focus on two important aspects of project management, aspects that are used to judge the success of projects. The second case is Communications, Risk and Procurement. These are important because a project cannot be managed successfully without effective communications, risk management and mitigation, and timely purchasing of necessary supplies.Framework:
- Introduce the case and offer a summary of the issues and the main concerns in the case.
- Explain how the issues and concerns could impact the success of the project.
- Drawing from the PMBOK Guide and other course material, and most importantly your knowledge and expertise of project management, critique how the case was handled. What was done right, what went wrong, what could have been done differently, why, and how?
- Explain what you learned about project management from the case.
- Must reference theory, concepts, material covered in the course, and Project Material in general.
- Must be in APSA, APA, MLA, or in approved stated citation/reference format with in-text citations and a bibliography/work cited page.
- Must be at least 3 pages in length (not including the title page or reference page) , double-spaced, 1 inch margins, with 12 point fonts, Times New Roman.
Fundamentals of Project Management
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Fundamentals of Project Management
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Library of Congress Cataloging-in-Publication Data
Heagney, Joseph. Fundamentals of project management / Joseph Heagney.—4th ed.
p. cm. Includes bibliographical references and index. ISBN-13: 978-0-8144-1748-5 ISBN-10: 0-8144-1748-5 1. Project management. I. Title.
HD69.P75L488 2011 658.4’04—dc22
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To the memory of Mackenzie Joseph Heagney, sleeping with the angels.
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Figure List ix Preface to the Fourth Edition xi Acknowledgments xv
Chapter 1 An Overview of Project Management 1
Chapter 2 The Role of the Project Manager 24
Chapter 3 Planning the Project 32
Chapter 4 Developing a Mission, Vision, Goals, and Objectives for the Project 45
Chapter 5 Creating the Project Risk Plan 55
Chapter 6 Using the Work Breakdown Structure to Plan a Project 68
Chapter 7 Scheduling Project Work 81
Chapter 8 Producing a Workable Schedule 93
Chapter 9 Project Control and Evaluation 112
Chapter 10 The Change Control Process 125
Chapter 11 Project Control Using Earned Value Analysis 141
Chapter 12 Managing the Project Team 156
Chapter 13 The Project Manager as Leader 168
Chapter 14 How to Make Project Management Work in Your Company 180
Answers to Chapter Questions 185 Index 189 About the Authors 201
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1–1. Triangles showing the relationship between P, C, T, and S. 1–2. Life cycle of a troubled project. 1–3. Appropriate project life cycle. 1–4. The steps in managing a project.
3–1. Two pain curves in a project over time. 3–2. Planning is answering questions.
4–1. Chevron showing mission, vision, and problem statement. 4–2. Risk analysis example.
5–1. Risk matrix. 5–2. Risk register.
6–1. WBS diagram to clean a room. 6–2. WBS level names. 6–3. Partial WBS. 6–4. Responsibility chart.
7–1. Bar chart. 7–2. Arrow diagrams. 7–3. WBS to do yard project. 7–4. CPM diagram for yard project. 7–5. WBS to clean room.
8–1. Network to illustrate computation methods. 8–2. Diagram with EF times filled in. 8–3. Diagram showing critical path.
FIGURE LISTFIGURE LIST
8–4. Bar chart schedule for yard project. 8–5. Schedule with resources overloaded. 8–6. Schedule using float to level resources. 8–7. Schedule with inadequate float on C to permit leveling. 8–8. Schedule under resource-critical conditions. 8–9. Network for exercise.
10–1. Triple constraints triangle. 10–2. Project change control form. 10–3. Project change control log.
11–1. BCWS curve. 11–2. Bar chart schedule illustrating cumulative spending. 11–3. Cumulative spending for the sample bar chart. 11–4. Plot showing project behind schedule and overspent. 11–5. Project ahead of schedule, spending correctly. 11–6. Project is behind schedule but spending correctly 11–7. Project is ahead of schedule and underspent. 11–8. Percentage complete curve. 11–9. Earned value report.
13–1. Leadership style and alignment.
A-1. WBS for the camping trip. A-2. Solution to the WBS exercise. A-3. Solution to the scheduling exercise.
x Figure List
Sending a satellite to Mars? Planning a conference or implement- ing new software? You have chosen the right book. The great value of project management is that it can be applied across in- dustries and situations alike, on multiple levels. It would be diffi- cult to find a more nimble organizational discipline. Whether or not your title says project manager, you can benefit from the prac- tical applications presented in this book, which is intended as a brief overview of the tools, techniques, and discipline of project management as a whole. Three notable topics have been ex- panded for this edition, with new chapters on the project man- ager as leader, managing project risk, and the change control process. Although each topic is important individually, together they can establish the basis for project success or failure.
Projects are often accomplished by teams, teams are made up of people, and people are driven by . . . project leaders. Conspic- uously absent from the preceding is the term “manager,” as in “project manager.” If project managers manage projects, what do they do with the people who make up their teams or support net- works in the absence of a formal team? Successful project leaders lead the people on their teams to consistent goal attainment and
Preface to the Fourth Edition
enhanced performance. They combine a command of project tools and technical savvy with a real understanding of leadership and team performance. Consistently successful projects depend on both. It is a balancing act of execution and skilled people man- agement. Ignoring one or the other is inviting project failure and organizational inconsistency regarding project performance.
Risk is an element inherent in every project. The project manager must consider several variables when determining how much to invest in the mitigation and management of that risk. How experienced is my team or support personnel? Do I have the appropriate skill sets available? Can I count on reliable data from previous projects, or am I wandering in the wilderness? Whatever the assessment, project risk is something that needs to be addressed early in the life of the project. As with any other process you will be introduced to in this book, risk must be man- aged formally, with little deviation from the template, while al- lowing for some flexibility. Project managers cannot afford to wait for bad things to happen and then fix them. Reactive man- agement is too costly. The practical Six-Step process presented on pages 57–62 can and should be applied to any project. How it is applied directly depends on the variables that confront that project.
Death, taxes, and change. Project managers need to expand the list of certainties in life. To paraphrase James P. Lewis, author of the first three editions of this book, in Chapter 3, project failures are caused primarily by the failure to plan properly. I often tell my seminar attendees that planning is everything and that most proj – ects succeed or fail up front. This is not an overstatement. But what often gets lost in project execution is the absolute necessity to keep the plan current based on the changes that have affected the project from day one. Have the changes affected the scope of the project? Has the schedule or budget been impacted in any sig- nificant way? These are the questions that must be asked and an- swered when applying effective change control to the project. Failure to manage and communicate change results in serious mis- alignment and probably failure. Chapter 10 presents the reader
xii Preface to the Fourth Edition