Preface Chapter 1: Overview 1.0 Introduction 1.1 Understanding Project Management 1.2 Defining Project Success 1.3 Trade-Offs and Competing Constraints 1.4 The Entry-Level Project Manager 1.5 The Talent Triangle 1.6 Technology-Based Projects 1.

7 The Project Manager-Line Manager Interface 1.8 Defining the Project Manager''s Role 1.9 Defining the Functional Manager''s Role 1.10 Defining the Functional Employee''s Role 1.11 Defining the Executive''s Role 1.12 Working with Executives 1.13 Committee Sponsorship/Governance 1.14 The Project Manager as the Planning Agent 1.

15 Project Champions 1.16 Project-Driven Versus Non-Project-Driven Organizations 1.17 Marketing in the Project-Driven Organization 1.18 Classification of Projects 1.19 Location of the Project Manager 1.20 Differing Views of Project Management 1.21 Public-Sector Project Management 1.22 International Project Management 1.

23 Concurrent Engineering: A Project Management Approach 1.24 Added Value 1.25 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Williams Machine Tool Company Chapter 2: Project Management Growth: Concepts and Definitions 2.0 Introduction 2.1 The Evolution of Project Management: 1945-2021 2.2 Resistance to Change 2.3 Systems, Programs, and Projects: A Definition 2.4 Projects versus Operations 2.

5 Product versus Project Management: A Definition 2.6 Maturity and Excellence: A Definition 2.7 Informal Project Management: A Definition 2.8 The Many Faces of Success 2.9 The Many Faces of Failure 2.10 Causes of Project Failure 2.11 Degrees of Success and Failure 2.12 Project Health Checks 2.

13 The Stage-Gate Process 2.14 Project Life Cycles 2.15 Gate Review Meetings (Project Closure) 2.16 Engagement Project Management 2.17 Project Management Methodologies: A Definition 2.18 From Enterprise Project Management Methodologies to Frameworks 2.19 Growth of Strategic Project Management 2.20 Business Models 2.

21 Methodologies Can Fail 2.22 Lean Project Management 2.23 Organizational Change Management and Corporate Cultures 2.24 Benefits Harvesting and Cultural Change 2.25 Agile and Adaptive Project Management Cultures 2.26 Project Management Intellectual Property 2.27 Systems Thinking 2.28 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Creating a Methodology Chapter 3: Organizational Structures 3.

0 Introduction 3.1 Organizational Work Flow 3.2 Traditional (Classical) Organization 3.3 Pure Product (Projectized) Organization 3.4 Matrix Organizational Form 3.5 Modification of Matrix Structures 3.6 The Strong, Weak, or Balanced Matrix 3.7 Project Management Offices 3.

8 Selecting the Organizational Form 3.9 Strategic Business Unit (SBU) Project Management 3.10 Transitional Management 3.11 Seven Fallacies That Delay Project Management Maturity 3.12 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 4: Organizing and Staffing the Project Office and Team 4.0 Introduction 4.1 The Staffing Environment 4.2 Selecting the Project Manager: An Executive Decision 4.

3 Skill Requirements for Project and Program Managers 4.4 Special Cases in Project Manager Selection 4.5 Today''s Project Managers 4.6 Duties and Job Descriptions 4.7 The Organizational Staffing Process 4.8 The Project Office 4.9 The Functional Team 4.10 The Project Organizational Chart 4.

11 Selecting the Project Management Implementation Team 4.12 Mistakes Made by Inexperienced Project Managers 4.13 Studying Tips for the PMI®Project Management Certification Exam Answers Problems Chapter 5: Management Functions 5.0 Introduction 5.1 Controlling 5.2 Directing 5.3 Project Authority 5.4 Interpersonal Influences 5.

5 Barriers to Project Team Development 5.6 Suggestions for Handling the Newly Formed Team 5.7 Team Building as an Ongoing Process 5.8 Leadership in a Project Environment 5.9 Value-Based Project Leadership 5.10 Transformational Project Management Leadership 5.11 Organizational Impact 5.12 Employee-Manager Problems 5.

13 General Management Pitfalls 5.14 Time Management Pitfalls 5.15 Management Policies and Procedures 5.16 Human Behavior Education 5.17 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: The Trophy Project Case Study: McRoy Aerospace Case Study: The Poor Worker Case Study: The Prima Donna Case Study: The Reluctant Workers Case Study: Leadership Effectiveness (A) Case Study: Leadership Effectiveness (B) Chapter 6: Communications Management 6.0 Introduction 6.1 Modeling the Communications Environment 6.2 The Project Manager as a Communicator 6.

3 Project Review Meetings 6.4 Project Management Bottlenecks 6.5 Active Listening 6.6 Communication Traps 6.7 Project Problem Solving 6.8 Using Action Items 6.9 Brainstorming 6.10 Predicting the Outcome of a Decision 6.

11 Facilitation 6.12 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Communication Failures Case Study: The Team Meeting Chapter 7: Conflicts 7.0 Introduction 7.1 The Conflict Environment 7.2 Types of Conflicts 7.3 Conflict Resolution 7.4 The Management of Conflicts 7.5 Conflict Resolution Modes 7.

6 Understanding Superior, Subordinate, and Functional Conflicts 7.7 Studying Tips for the PMI® Project Management Certification Exam Problems Case Study: Facilities Scheduling at Mayer Manufacturing Case Study: Telestar International Case Study: Handling Conflict in Project Management Chapter 8: Special Topics 8.0 Introduction 8.1 Performance Measurement 8.2 Financial Compensation and Rewards 8.3 Effective Project Management in the Small Business Organization 8.4 Mega Projects 8.5 Morality, Ethics, and the Corporate Culture 8.

6 Professional Responsibilities 8.7 Internal and External Partnerships 8.8 Training and Education 8.9 Integrated Product/Project Teams 8.10 Virtual Project Teams 8.11 Managing Innovation Projects 8.12 Agile Project Management 8.13 Artificial Intelligence 8.

14 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Is It Fraud? Chapter 9: The Variables for Success 9.0 Introduction 9.1 Predicting Project Success 9.2 Project Management Effectiveness 9.3 Expectations 9.4 Lessons Learned 9.5 Understanding Best Practices 9.6 Downside Risks of Best Practices 9.

7 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: Radiance International Chapter 10: Working with Executives 10.0 Introduction 10.1 The Project Sponsor 10.2 Handling Disagreements with the Sponsor 10.3 The Collective Belief 10.4 The Exit Champion 10.5 The In-House Representatives 10.6 Stakeholder Relations Management 10.

7 Project Portfolio Management 10.8 Politics 10.9 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Case Study: The Prioritization of Projects Case Study: The Irresponsible Sponsors Case Study: Selling Executives on Project Management Chapter 11: Planning 11.0 Introduction 11.1 Business Case 11.2 Validating the Assumptions 11.3 Validating the Objectives 11.4 General Planning 11.

5 Life-Cycle Phases 11.6 Life-Cycle Milestones 11.7 Kickoff Meetings 11.8 Understanding Participants'' Roles 11.9 Establishing Project Objectives 11.10 The Statement of Work 11.11 Project Specifications 11.12 Data Item Milestone Schedules 11.

13 Work Breakdown Structure 11.14 WBS Decomposition Problems 11.15 Work Breakdown Structure Dictionary 11.16 Project Selection 11.17 Role of the Executive in Planning 11.18 Management Cost and Control System 11.19 Work Planning Authorization 11.20 Why Do Plans Fail? 11.

21 Stopping Projects 11.22 Handling Project Phaseouts and Transfers 11.23 Detailed Schedules and Charts 11.24 Master Production Scheduling 11.25 Project Plan 11.26 The Project Charter 11.27 Project Baselines 11.28 Verification and Validation 11.

29 Management Control 11.30 Configuration Management 11.31 Enterprise Project Management Methodologies 11.32 Project Audits 11.33 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 12: Network Scheduling Techniques 12.0 Introduction 12.1 Network Fundamentals 12.2 Graphical Evaluation and Review Technique (GERT) 12.