Fill This Form To Receive Instant Help
Fill This Form To Receive Instant Help
Homework answers / question archive / 1) What project management concepts does the video illustrate? Be clear and support your statements with an article from a project management related journal
1) What project management concepts does the video illustrate? Be clear and support your statements with an article from a project management related journal. Do NOT use Wikkipedia! You should access the UHD library databases (ABI Informs, Business Source Complete and/or Google Scholar); do not just Google for a URL. This must be scholarly peer-reviewed in content.
2) What does your textbook state regarding this concept? Be specific! Cite the textbook correctly.
3) How good do you think this video is in relationship to PM concepts and theory?
Include a References page and use APA for citations. (See APA guidelines at this website and/or the library.
Appendix D Project Management YouTube video clips11 Below is a list of YouTube video clips that correspond to subject matter in the Fifth Edition. YouTube (www.youtube.com) is a popular video sharing website on which users can upload and share videos. We have used many of these clips to embellish class lectures, compliment assigned readings, and support online instruction. Quality of the video clips vary and we encourage you to review them before using. NOTE: Video clips come and go on YouTube. All of these clips were accessible as of 1-28-2010. Before using any one clip you should check and make sure that they are still accessible. Check the author’s website http://www.bus.oregonstate.edu/faculty/bio.htm?UserName=Larson for new additions, and please forward suggestions to larson@bus.oregonstate.edu . Chapter 1 Modern Project Management Snapshot from Practice: The Project Management Institute Project Management Training (2:36m) http://www.youtube.com/watch?v=vxIDX6ZrOw0 Good commercial introduction to the Project Management Institute. Snapshot from Practice: Project Management in Action: 2009 02/10/2009 KTVU2 News - 500+ Fremont Residents Protest A's Stadium (2:56m) http://www.youtube.com/watch?v=AtMLI99mDS0 News story about Fremont residents protesting A's Stadium. Overview: 2011 Chevrolet Volt (2:28m) http://www.youtube.com/watch?v=dVk_j7dqcCY Myride.com preview of the Chevrolet Volt to come. Motorola Cliq Android (3:25m) http://www.youtube.com/watch?v=W6azo7QWOBE A first look of Motorola's first Android-based smartphone - the Cliq 1 The Authors are indebted to the work of Tiffani Smith who assembled this list. Appendix D: YouTube Project Management Videos 1 Can Android Save Motorola - Exclusive Look at DEXT (3:14m) http://www.youtube.com/watch?v=SvxrNBvqtKc A good UK news story about the DEXT (Cliq in the US) Google Android phone. You will need to adjust volume up. Snapshot from Practice: Dell Children’s becomes world’s first “Green” Hospital* Building Green - A Discussion of LEED Certified Buildings (9:59m) http://www.youtube.com/watch?v=M8SDyPg-M6U Real Estate Broker talks with LEED AP about what it means to build green and what it can mean to your business. Plugged In - Episode Nine: Taking the LEED (7:45m) http://www.youtube.com/watch?v=QmQXDqDYHyg Student interviews professionals about the meaning of LEED, and the 4 different levels of certification. The clip is not rated, but it is very straightforward and informational. Key Terms: Project Life Cycle The project wizards guide (2:36m) http://www.youtube.com/watch?v=Q4SD2m4NOVg A cute cartoon guide for project management – shows project lifecycle. Monkeys 01 0002 (1:33m) http://www.youtube.com/watch?v=HDu5Wo8Yh1k Hilarious clip of monkeys engaging in bad project management. Chapter 2 Organizational Strategy and Project Selection Snapshot from Practice: Move beyond Computers 40 Years of Changing the World (9:37m) http://www.youtube.com/watch?v=nCpFYXRHhFw Bill Gates, Michael Dell, and Gianfranco Lanci (CEO of Acer) share their thoughts on how Intel people and technology have changed the world – short historical documentary. Intel Embedded Everywhere Demo (1:31m) http://www.youtube.com/watch?v=7RXpbvSsbXg Computer generated demo of Intel’s vision: applications that are driving the embedded internet. Snapshot from Practice: Apple’s Strategy Jerry McGuire Mission Statement Clip (6:05m) http://www.youtube.com/watch?v=fSi4HHNOnd0 Jerry McGuire has a moral epiphany that drives him to write a mission statement about the sports agency company he works – inspirational/comical clip. Appendix D: YouTube Project Management Videos 2 How to Write a Mission Statement (4:05m) http://www.youtube.com/watch?v=XtyCt83JLNY VP of Marketing for M3 Planning, details what your mission statement is supposed to do and how to build one that'll inspire and guide your organization. Microsoft - Build a Mission Statement (2:05m) http://www.youtube.com/watch?v=CZFv82VsLxE Guy Kawasaki and other well-known entrepreneurs give advice on how to build a successful mission statement for your small business – Microsoft 2007 promo. Steve Jobs On 60 Minutes (1:05m) http://www.youtube.com/watch?v=6ktVUPuplUw Steve Jobs talks on 60 Minutes about innovation, and the importance of managing the “top line” (strategy, people, products). Snapshot from Practice: A Derailed Vision maglev train shanghai complete video presentation (5:34m) http://www.youtube.com/watch?v=IT-mVT-ORww Professional, 5 minute informative clip that really glorifies the Shanghai Transrapid. Key Terms: Strategy Implementation The Secret to Strategic Implementation (3:33) http://www.youtube.com/watch?v=ndCexCPLNdA Author of Strategic Planning for Dummies holds a whiteboard session on how to turn your organization's strategic plan into a reality. Key Terms Net Present Value Get the Net Present Value of a Project Calculation - Finance in Excel – NPV (4:10m) http://www.youtube.com/watch?v=JOqEpxNGQjk&feature=related Simple demonstration on how to calculate NPV in EXCEL Key Terms: NPV and Internal Rate of Return Budgeting & Internal Rate of Return(9:45m) http://www.youtube.com/watch?v=B89vwItBFfk&feature=related A lecture on alternative methods for assessing IRR. Fairly sophisticated financial calculations. Key term: Organizational Politics Overcoming Organizational Politics (5:27m) http://www.youtube.com/watch?v=ojJAI8GhiHs Fairly dry lecture that focuses on the need to master politics to sell projects. Office Politics Offers Ways to Get Ahead (2:01m) http://www.youtube.com/watch?v=_OYi3dvL4Ws&feature=related Appendix D: YouTube Project Management Videos 3 Straight forward advice on organizational politics. Key term: Project Portfolio Why Do You Need To Invest In Project Portfolio Management (4:11m) http://www.youtube.com/watch?v=N2qm3ZMEn_s Witty commercial advocating the need for project portfolio management. Chapter 3 Organization: Structure and Culture Snapshot from Practice: Skunk Works at Lockheed Martin Skunk Works http://www.youtube.com/watch?v=9IsQQCChq00 Good historical review of the evolution of Skunk Works at Lockheed Martin. The Lockheed martin –Skunk Works! http://www.digitalnpq.org/global_services/global_ec_viewpoint/05-15-01.html Lockheed Martin promotional video. Snapshot from Practice: Projectitis: The Dark Side to Project Teams 1984 Apple's Macintosh Commercial http://www.youtube.com/watch?v=OYecfV3ubP8 Apple 1984 Super bowl commercial Apple without Steve Jobs http://www.youtube.com/watch?v=27MVvBPDKu8 Segment from a documentary which focuses on the impact Steve Jobs has on the culture at Apple. Snapshot from Practice: Project Offices The Project Management Office (PMO) http://www.youtube.com/watch?v=nhYorQjX7YA High energy training lecture directed towards a professional audience. Snapshot from Practice: Software Development Teams at Microsoft Microsoft It’s Everybody’s Business Method 60s tvc http://www.youtube.com/watch?v=uTRbgk8E_Js A short animated commercial that champions Microsoft’s culture of sharing ideas. Appendix D: YouTube Project Management Videos 4 Roundtable: Work Life Balance at Microsoft http://www.youtube.com/watch?v=XckRq4Km2uM&feature=PlayList&p=51A684DFB9A3ED7 7&index=4 Microsoft employees discuss balancing personal life and work at Microsoft. Key Terms: Organizational Culture Corporate culture, meetings and unwritten ground rules, or UGRs(R) (3:38m) http://www.youtube.com/watch?v=TXi4DMZPusk Lecture on how to indentify unwritten ground rules in meetings. An Inside Look at Google - Working at Google (2:16m) http://www.youtube.com/watch?v=aOZhbOhEunY&feature=related A Google sanctioned infomercial about working at Google Chapter 4 Defining the Project Snapshot from Practice: Big Bertha II versus the USGA’s COR Requirements Amazing Glass Fibers (3:22m) http://www.youtube.com/watch?v=E8vCqkyEUDs The world's biggest airliner is light but tough thanks to incredible glass fibers (Airbus A380). Question: what types of technical requirements would there be for building an airplane? Pro's Get Groovy - Major Moments - PGA Championship http://www.youtube.com/watch?v=-okpTsglNmA Interview at the 2008 PGA championship with Geoff Ogilvy, Chris DiMarco and Tom Pernice Jr. concerning the new USGA rule concerning grooves on the club. Shows how technical requirements have an impact on the game. Xaver™400 Video Presentación (2:38m) http://www.youtube.com/watch?v=0-EhJGehuCA This through-wall radar used for military purposes has many technical requirements. What are they? Snapshot from Practice: Scope Statement Defining Project Objectives and Deliverables - Part 2 (8:25m) http://www.youtube.com/watch?v=MhZo-hJyO4s Students work with businesses on the project planning process: defining scope, deliverables – conversation about downsizing the scope. milestones, and Snapshot from Practice: London 2012 Olympic Games The 10 milestones for construction - London 2012 (1:44m) http://www.youtube.com/watch?v=WxlMgOXdd4Y Appendix D: YouTube Project Management Videos 5 David Higgins from the ODA explains the milestones for construction which are set every year. This is a great clip for explaining milestones, and it could be used for this snapshot from practice or for “milestone” in the key terms section. Olympic Park fly-through 2009 - London 2012 (2:40m) http://www.youtube.com/watch?v=nVWtT_nN93o A fly-through tour of the Olympic Park in London for 2012. It highlights construction of buildings from aerial view and discusses what they will be used for – really shows how the project is coming along so far. Snapshot from Practice: Creating a WBS Project Planning with Sticky Notes (5:44m) http://www.youtube.com/watch?v=80c-LRRJ0W8 In this video, you will learn what a Work Breakdown Structure is and how to create it using sticky notes – fantastic video, very straightforward and professional. Key Terms: Milestone Creating Milestones in Microsoft Project (3:15m) http://www.youtube.com/watch?v=eUlH_8C2raI This lesson explains what a milestone is and how to create milestones in Microsoft Project. Major milestone in Project Open Market (1:58m) http://www.youtube.com/watch?v=xPHi6_8qkWY News story about a major milestone in Project Open Market is met. Key Terms: Scope creep scope creep trailer 3 (1:42m) http://www.youtube.com/watch?v=U_LeC5m_Tto Be very afraid of scope creep. A creepy little satirical clip on scope creep – not too informational, but it’s silly. R-Heroes Episode 6: Scope Creep... Not Required (5:47m) http://www.youtube.com/watch?v=Z7bPndGyOkI A creepy, comic book style cartoon about the horrors of scope creep. Key Terms: Work breakdown structure Getting Started in Project Management – WBS (7:38m) http://www.youtube.com/watch?v=bdlYTwDhqYE Rita Mulcahy, PMP - An expert in advanced project management, the PMP® Exam and risk management gives a short lecture on the importance and purpose of a WBS. However, not as good as the clip “Snapshot from Practice: Creating a WBS” because it doesn’t show you how to make one. Chapter 5 Estimating Project Times and Costs Appendix D: YouTube Project Management Videos 6 Snapshot from Practice: Council Fumes as Tram Tail Unfolds Grand Opening of Portland Aerial Tram (1:39) http://www.youtube.com/watch?v=H0EjoxR9rPg Short, informational overview of the Portland OHSU tram including, final costs, benefits, viewpoints of residents, etc. Portland Aerial Tram (in HD) (1:15m) http://www.youtube.com/watch?v=eCQIWxJDxgE Unnarrated HD clip of the OHSU Tram on a ride. Snapshot from Practice: The Delphi Method T2+2™: Expert Panels and Delphi Methods (2:06m) http://www.youtube.com/watch?v=4J-S9ANlQhQ Expert panels and Delphi studies for decision making – a short, to the point, conversational explanation of each method. Delphi Technique and PERT Estimate (6:20m) http://www.youtube.com/watch?v=UoaScwV0Zoc A classroom session introducing two PMP "Best Practice" estimating techniques, The Delphi Technique and the P.E.R.T. Formula ("3-Point Estimate). Takes viewers through a real-world example. Snapshot from Practice: Estimate Accuracy Software Development Life Cycle [SDLC] (1:24m) http://www.youtube.com/watch?v=OfgfnZZdMlI Comical little clip about the problems with software development. The lack of clarity is what causes IT projects to be so inaccurate. A typical day in an IT company (7:22m) http://www.youtube.com/watch?v=6f73o3iGwv8 Could this be why IT projects are so hard to estimate? (Joking). Snapshot from Practice: Level of Detail – Rule of Thumb Managing projects: time management for projects (3:08m) http://www.youtube.com/watch?v=a9gagiLz7k0 Basic tips on PM from faculty member at Univ. of Phoenix. Explains the importance of taking control of a project – by breaking it up into manageable pieces, prioritizing, etc. 8 - Activity Resource Estimating Process (.40m) http://www.youtube.com/watch?v=41vzkq-W37M Very short clip on estimating physical resources in a project – explains that they’re determined at the lowest level of the WBS. Snapshot from Practice: How Do You Estimate the Cost of a Nuclear Power Plant? Construction Estimating for Contractors (1:43m) http://www.youtube.com/watch?v=1hwrurQbWH8 Appendix D: YouTube Project Management Videos 7 Tips on project estimating – creating accurate, measurable estimations. Cost Behavior- 3 Estimating Costs (5:17m) http://www.youtube.com/watch?v=pmerrF0bTMM Different methods of estimating the cost of tasks. 11 - Cost Estimating (3:35m) http://www.youtube.com/watch?v=dCxhSu5vO5c A short clip explaining direct and indirect project costs. Key Terms: Delphi method T. Guasch: Focus group? Delphi method? (2:06m) http://www.youtube.com/watch?v=bXtZ2PbNL2E Woman explains how she will use a focus group and the Delphi method to reach a consensus about what qualifications/competencies teachers should have. Her English is somewhat hard to understand so might take a couple times. The Snapshots from Practice: The Delphi Method clips might be more useful. Chapter 6 Developing a Project Plan Snapshot from Practice: The Yellow Sticky Approach (for Constructing a Project Network) PMP - Calculating Critical Path (5:42m) http://www.youtube.com/watch?v=5bmTd010fik This video demonstrates how to draw a network diagram and calculate critical path as part of PMP Time Management process. It is a good demonstration – but thick (Indian) accent may be hard to understand for some students. NETWORK DIAGRAMS AND CRITICAL PATH - PMP Exam Prep (7:28m) http://www.youtube.com/watch?v=WZ3RV-LdN78 Shows how to create a network diagram and locate critical path. Very clear – a little dry. Snapshot from Practice: The Critical Path Critical Path Method Illustrated (.56m) http://www.youtube.com/watch?v=mQ9tQMUTvCk A short, unnarrated, graphic illustration of a house being constructed – illustrating the critical path. As you watch, think about the logic behind the critical path (i.e. before C takes place, B must take place). Monte Carlo Simulation of a Critical Path (4:22m) http://www.youtube.com/watch?v=cRWCwRn8m2k The problem is clear. We make plans and then slip. In other words, we arrive late. We make plans thinking we are going to get lucky. This shows how projects can get way off schedule by being too optimistic. Snapshot from Practice: Concurrent Engineering Sun Microsystems - UltraComputing - Concurrent Engineering (1:37m) Appendix D: YouTube Project Management Videos 8 http://www.youtube.com/watch?v=qTCzUZaeZ5w Land Rover discusses how Sun Microsystems servers and workstations were used to implement a concurrent engineering environment to build, test, and analyze their new vehicle, bringing product to market very quickly. Key Terms: Gantt chart Gantt Charts - Project Management Task Ordering (1:42m) http://www.youtube.com/watch?v=_39-fi4Jf-c Cartoon about getting project back on track. Key Terms: Lag relationship BSBPMG402A 03 Timeline Task Relationships (7:49m) http://www.youtube.com/watch?v=V32fusHJe7M An 8 minute lecture discussing F:S, S:S, F:F and S:F relationships. Not very exciting. Key Terms: Slack/float – total and free Construction Netcast: Common Scheduling Terms (15:03m) http://www.youtube.com/watch?v=wqjWRGJIKN4 This video explains common terms in creating a project schedule. Discusses different types of relationships (S:S, S:F, etc.), early start and finish dates, late start and finish dates, critical path, float time, etc. Critical Path Method - Part 1 (2:25m) http://www.youtube.com/watch?v=UHkBZt8oEOU Short lesson that explains total, free, and project “float” well. Chapter 7 Managing Risk Seinfeld Risk Management (4:17m) http://www.youtube.com/watch?v=laKprX-HP94 Seinfeld episode where George fails to speak on risk management – funny. Snapshot from Practice: From Dome to Dust Seattle Kingdome demolition (.56m) http://www.youtube.com/watch?v=y6wpU6OGM68 TV footage of Seattle Kingdom being successfully demolished. Kingdome Implosion - LIVE COVERAGE (2:30m) http://www.youtube.com/watch?v=Zn0qqc3EWhE TV footage of Seattle Kingdom being successfully demolished – a little lengthier. And here are some examples of failed projects…. Demolition Goes Wrong (.48m) Appendix D: YouTube Project Management Videos 9 http://www.youtube.com/watch?v=UsePUn5-88c Demolition doesn’t quite happen – woops! Idiots Demolish The Wrong Building (2:04m) http://www.youtube.com/watch?v=C7hw4rL-Nso Here’s a demolition that didn’t go so well – wrong building. The Exploding Whale (2:35m) http://www.youtube.com/watch?v=1_t44siFyb4 Removal of a dead whale gone awry- funny Snapshot from Practice: WAP or JAVA? ZIMS Podcast 4: Risk (7:29m) http://www.youtube.com/watch?v=fli9tZ0Aw_c An overview of how ISIS manages risk in the Zoological Information Management Systems (ZIMS) project in an interview with the chief technical architect of ZIMS. He explains how building software needs consistency and clear communication – two ways to mitigate project risk. The project uses Scrum methodology (i.e. Sprint) NASA Project Management Challenge 2008 (8:58m) http://www.youtube.com/watch?v=3yERUM9k7aE A short, interview style documentary highlighting the challenges with project management of NASA. It’s a broad view of all that is PM at NASA – could possibly be used for other chapters. One section (at time 3:50) discusses the importance of RISK MANAGEMENT – identification and mitigation. Snapshot from Practice: Risk Management at the Top of the World Mt Everest (6:01m) http://www.youtube.com/watch?v=STFb-aPYYM8 A 21 year old becomes the youngest Australian to climb Mt. Everest. This brief clip highlights his training, preparation and climbing experience. Key Terms: Mitigating risk Getting Started in Project Management – Risk (4:00m) http://www.youtube.com/watch?v=732rmkuFC7o Rita Mulcahy, PMP - An expert in advanced project management, the PMP® Exam and risk management – explains “risk management” in simple terms. Key Terms: Risk severity matrix Risk Management Quick Tip: An Overview (3:39m) http://www.youtube.com/watch?v=FRvsa-yNZk8 Brief presentation on project risk management using a “Risk Type Quadrant” – similar to a Risk Severity Matrix. Discusses different types of risk: disasters, institutional, project specific, and low impact – low probability. Chapter 8 Scheduling Resources Appendix D: YouTube Project Management Videos 10 Snapshot from Practice: Working in Tight Places Take A Ride Into A Mine (CBS News) (4:07m) http://www.youtube.com/watch?v=Bk-jrbCi7Sc A report for "60 Minutes" inside a mine. Takes you through a tour 1,400 ft underground and shows men working underground. Converting sailboat Tranquility to electric propulsion using ElectricYacht.com system (2:38m) http://www.youtube.com/watch?v=_sxx_OwhCCc A boat owner explains the work he did to remodel his boat by swapping in an electric engine Some inside shots of the boat show how it is a cramped space to work in. Snapshot from Practice: Assessing Resource Allocation Project Tutorial Monitoring Resource Allocation Microsoft Training Lesson 10.1 (2:30m) http://www.youtube.com/watch?v=U36dG68NnuE Learn how to monitor resource allocation in Microsoft Project at www.teachUcomp.com. The lesson shows you how to locate over allocated resources but doesn’t get into leveling or splitting. IT Project Management - The Trade off triangle - Allocating Resources and Schedule (2:10m) http://www.youtube.com/watch?v=vZvCym86EYo An Australian-based IT company’s manager explains the “project tradeoff triangle.” He stresses a project should be formed around resources (internal and external) and not the other way around. Snapshot from Practice: U.S. Forest Service Resource Shortage Forest Service Will Not 'Simply Let Land Burn' (2:00m) http://www.youtube.com/watch?v=JiroD9U_Bkg The U.S. Forest Service says it has the ability to draw resources from around the country to battle California wildfires. This is an example of how outside resources must be utilized in emergency “projects.” Lecture - 15 Limited Resource Allocation (51.04m) http://www.youtube.com/watch?v=xZjTSd-OZL8 A 50 min video from the Indian Institute of Technology (IIT) that focuses on limited resource allocation. Probably too long to watch the entire thing but it has some very useful information. From Kampala to the Districts: Linking Data, Saving Lives (8:36m) http://www.youtube.com/watch?v=dLazXsda1Fo A video of a nursing program in Uganda which faces challenges due to resource shortages including electricity, water, facilities and staff. Snapshot from Practice: Managing Geeks Dilbert - The Knack full (1:45m) http://www.youtube.com/watch?v=FlJsPa6UwcM Dilbert "The Knack" Cartoon- Engineers. A funny little cartoon clip about engi-“nerds.” Appendix D: YouTube Project Management Videos 11 "Weird Al" Yankovic - White & Nerdy (4:50m) http://www.youtube.com/watch?v=-xEzGIuY7kw Music video by "Weird Al" Yankovic. Just to make you laugh ? Snapshot from Practice: Multiple Project Resource Scheduling Lecture - 14 Resource Profiles and Leveling (55:14m) http://www.youtube.com/watch?v=MkxWCSAR4uQ This talks about “man power, machines, equipment” and other types of resources in a project. This is from the IIT series that have been cited for other Snapshots. The only problem with this series is that it’s too long. I would recommend watching it and choosing certain segments to have your students view. There might also be segments in these that you could use for other chapters. Key Terms: Splitting tasks Project 2007 Splitting a Task (3:30m) http://www.youtube.com/watch?v=uL8trei3PDE This short tutorial shows how to split a task in MS Project 2007. Chapter 9 Reducing Project Duration Snapshot from Practice: Cell-Phone Wars Palm Pre vs. iPhone 3G vs. Blackberry Storm (3:21m) http://www.youtube.com/watch?v=pIzr2cdQywk A short blog post comparing the browser speeds of the Palm Pre, Apple iPhone 3G, and Blackberry Storm, side by side. Cell Phones of the Future (2:27m) http://www.youtube.com/watch?v=gwTALySOy9Y Some thoughts on the cell phones of the future – some very futuristic ideas! Snapshot from Practice: Responding to the Northridge Earthquake Repairing the Santa Monica Freeway after the 1994 Earthquake (2:18m) http://www.youtube.com/watch?v=d5petm88AC4 The 1994 Northridge earthquake caused collapse of part of the Santa Monica freeway in Los Angeles. The repair time was shortened by the use of an incentive system for the contractor. This perfectly explains the Snapshot from Practice. A must-use clip. Caltrans, Contractor Discuss I-5 Project (4:00m) http://www.youtube.com/watch?v=kHi2Zqp8Ah4 News story/speech discussing the completion of major work on the so-called boat section of Interstate 5 in Sacramento. Not the same project in the book but it involves Caltrans and C.C. Meyers getting work done efficiently. Snapshot from Practice: Outsourcing in Bio-Tech Picks Up Speed Appendix D: YouTube Project Management Videos 12 France a Hub for Emerging Biotech Outsourcing Field (4:51m) http://www.youtube.com/watch?v=dW2D3WvOA20 Interview about how Contract Research Organizations are often being hired by larger pharmaceutical companies to perform critical tasks in developing any new drug or medication. Outsourcing worries haunt pharma firms (7:18m) http://www.youtube.com/watch?v=8-2nGatEtnk Recent news story - Pharma companies can no longer place their bets on outsourcing, as cost cutting measures are forcing contract research and manufacturing players to take a closer look at their foreign operations. Supply Chain Planet Dec. 14, 2007 (7:18m) http://www.youtube.com/watch?v=PZCX2PDvevs Now even pharmaceutical companies are outsourcing manufacturing to China - SCDigest Editor Dan Gilmore and Gene Tyndall discuss the trend. Gives information on other industries outsourcing too. Snapshot from Practice: The Fastest House in the World World Record for House Speed Building http://www.youtube.com/watch?v=O0ph0rA-A9U Habitat for Humanity sets the world record for the fastest house built, clocking in at just under 3 and a half hours. Snapshot from Practice: I’ll Bet You… Business Incentive Video http://www.youtube.com/watch?v=s7qmw29aIFs Video from group MBA project on incentives and rewards in the work place – a silly spoof. Key Terms: Crashing Projects Lecture - 13 Project Crashing with Multiple Objectives (56m) http://www.youtube.com/watch?v=UbdkAGqY670 The video talks about project crashing. It is part of an Indian video series on project management. All of these videos are 50+m. Not recommended unless show a brief segment. Chapter 10 Leadership: Being an Effective Project Manager Snapshot from Practice: The Project Manager as Conductor Raleigh project manager, Borneo (1:23m) http://www.youtube.com/watch?v=7CFlY-zUayU Project manager explains that it’s her job to make sure the group can look after themselves. EA Project Management Career Paths (13:05m) http://www.youtube.com/watch?v=UQhONedQFmE Appendix D: YouTube Project Management Videos 13 This is a basic overview of the role of project managers aka “Development Directors,” and their career paths, as described by the company EA. Emphasizes need for motivational and leadership skills, as well as project methodology skills. Snapshot from Practice: Managing Expectations Getting Started in Project Management – Communication (5:19m) http://www.youtube.com/watch?v=xrj4zYv4-Og Rita Mulcahy, PMP - An expert in advanced project management, the PMP® Exam and risk management stresses the importance of communication in project management. Dilbert: Make Up a Number and Honesty Parameter (1:02m) http://www.youtube.com/watch?v=z37lQsjMeXg “Dilbert gets lost in an endless circle of logic and being at work triggers Dilbert’s gag reflex.” A funny spoof on poor/careless project estimation. PMP EXAM: STAKEHOLDERS (8:28m) http://www.youtube.com/watch?v=R_7_nyj0ZQQ Who are these stakeholders? Why should PMs be aware of them and manage them. It stresses the importance of identifying stakeholders, and rating them in terms of how important they are to the project’s success. Snapshot from Practice: Leading at the Edge (4 of 11) Endurance, Shackleton and the Antarctic. (9:49m) http://www.youtube.com/watch?v=rqpITVsy2cU Clip of the Endurance crashing in the ice, and Shakelton exerting leadership. (5 of 11) Endurance, Shackleton and the Antarctic. (10:00m) http://www.youtube.com/watch?v=MiFIymkmBbA Continuation from previous clip – Shackleton improves morale by personal example. Shackleton (2:42m) http://www.youtube.com/watch?v=qj0fAYiY09A Ernest Shackleton's Adventure Trailer – short overview of entire story. Snapshot from Practice: The Collapse of Arthur Andersen The Effects of Enron Fraud (2:38m) http://www.youtube.com/watch?v=Uxd9AeXft64 A short clip about the Enron scandal – Take away message: “ask why more often.” Arthur Andersen LLP evening news (4:11m) http://www.youtube.com/watch?v=GwUKeSizb94 A news story covering Andersen’s guilty verdict – what will happen to the company. Key Terms: Management by wandering around (MBWA) Management by Walking Around, and other healthy practices (4:57m) http://www.youtube.com/watch?v=bkkIqkGE7Gc Appendix D: YouTube Project Management Videos 14 Interview with Srini Nageshwar of HP about management practices – personal examples. Involving people (in this case, his driver) will help accomplish more. Talks about how MBWA helps gather information. Key Terms: Project sponsor (champion) Project from hell (2:41m) http://www.youtube.com/watch?v=7bP4NmW4cxc Looks like a class project – example of a horrible project sponsor. Key Terms: Social network building How To Network (1:50m) http://www.youtube.com/watch?v=Y9VUqB7wQpY Best clip on social networking tools – very useful and straightforward. Seth Godin on social networking. (2:12m) http://www.youtube.com/watch?v=r0h0LlCu8Ks Networking is beneficial when it’s real and useless when it’s fake. Business Networking for 21st century (4:43m) http://www.youtube.com/watch?v=jJyQ45scFlU Clip from the fastest growing business networking group in the UK on how to network successfully in today’s world – 50% social/50% business. Chapter 11 Managing Project Teams Snapshot from Practice: The 2008 Olympic Redeem Team Olympics '08: Redeem Team Celebrates Victory (2:32m) http://www.youtube.com/watch?v=nhmZNPED5AY Great clip of the Redeem Team feeling good about their win LeBron James: Leader of the Redeem Team (6:08m) http://www.youtube.com/watch?v=-6IdxBj49So Great clip on LeBron James talking about how the team plans to redeem themselves in the 2008 Olympics by uniting, and respecting the game and the team. Snapshot from Practice: Managing Martians "Tribute to the Mars Pathfinder Team" (2:22m) http://www.youtube.com/watch?v=6jspO2CsFNA Celebratory highlights of the 1997 Mars Pathfinder team. NASA's Mars Pathfinder Ten-Year Anniversary (2:43m) http://www.youtube.com/watch?v=Q8uhzlJ5tws A short documentary style clip on the 1997 Mars Pathfinder team. Headline News - on Mars Pathfinder - July, 1997!! (10:20m) http://www.youtube.com/watch?v=ovwg2iaSQ4w Appendix D: YouTube Project Management Videos 15 From July 4, 1997, here are a couple of headline news clips on the success of the Mars pathfinder mission and the photos it sent back from the Red Planet. Snapshot from Practice: Mattel’s Project Platypus 2008 NYC Toy Fair - World of Mattel (3:48m) http://www.youtube.com/watch?v=ldFlMhidMpA At the 2008 Toy Fair in New York City, Mattel presented a wide array of playthings for children based on their "toy trends" for 2008 – the net, women in workforce, etc. Snapshot from Practice: A Good Man in a Storm Motivation at Work - how to increase workplace motivation (5:32) http://www.youtube.com/watch?v=lA-ifiDuvls Speaker talking about motivation at work. Explains how people don't get passionate about shareholder value or business profits or excel spreadsheets. They get passionate and motivated about challenge. The Most Inspiring thing ever said... (0:13m) http://www.youtube.com/watch?v=bVVsDIv98TA Very short clip from “The Office” of Dwight saying that his boss – Michael Scott – motivated him by saying “Don’t be an idiot.” This is the most inspiring thing Michael has ever said. Your Employees Are Not Mules (2:17m) http://www.youtube.com/watch?v=gSaDQHI_5Q0 Silly video about how employees like to be challenged, not loaded up with mindless tasks. Step 1 in Implementing Enterprise Software - Define the Project Vision (7:43m) http://www.youtube.com/watch?v=2HWY_wTdk0E Two men from company, Waggware, explain steps to project success – emphasize project vision. Conversational, “blog” style clip. Appendix D: YouTube Project Management Videos 16 Snapshot from Practice: Managing Low-Priority Projects Inside Zynga (3:32m( http://www.youtube.com/watch?v=MeRfnXbKbko This is an innovative company that likes to keep things fun. The company culture at Zynga allows for creativity, keeps people focused and motivated, and cohesive as a team. It doesn’t mention “low-priority projects” specifically, however. Changing the Culture at Google (2:54m) http://www.youtube.com/watch?v=q6_xNC8NA2g Two software engineers from Google, tell us how they changed the culture of testing in their growing company. Snapshot from Practice: Managing Virtual Global Teams Dr. Jaclyn Kostner - Virtual leadership, Virtual Teamwork (8:15m) http://www.youtube.com/watch?v=vbpUUFHoUYc A good public speaker on virtual teams. Where in the World is My Team? - Making a Success of Your Virtual Global Workplace (2:36m) http://www.youtube.com/watch?v=PtIYcbzvXXY Highlights the topics of a new book on virtual teams. Although it’s a promo for the new book, it does a good job hitting the key success points of virtual teams. Snapshot from Practice: Nominal Group Technique Effective Teamwork: Lessons Learned 2 (6:42m) http://www.youtube.com/watch?v=5NGd6VyEdME Slideshow on NGT and other methods. Key Terms: Brainstorming Working at Google NYC - Brainstorming @ Google (2:13m) http://www.youtube.com/watch?v=VzMPV3YEI_8 Clip of employees brainstorming at Google. It shows how ideas are just thrown around, no inhibitions at first. Key Terms: Groupthink Groupthink (3:02m) http://www.youtube.com/watch?v=qYpbStMyz_I Using the example of the space shuttle “Challenger,” groupthink is explained. Team Related Videos: Cat Herders(1:00m) http://www.youtube.com/watch?v=1SmgLtg1Izw Appendix D: YouTube Project Management Videos 17 Project Management Training Course Reveals How to Lead a Project Team (5:08m) http://www.youtube.com/watch?v=4wGkEUKC4Kw Chapter 12 Outsourcing: Managing Interorganizational Relations Snapshot from Practice: Competing Against the Giants Informatics: Design, Build & Secure a Future in Technology (4:55m) http://www.youtube.com/watch?v=egx-apGdJEo This school seems like it has a similar philosophy as the company in this Snapshot. Snapshot from Practice: Four Strategies for Communicating with Outsourcers Outsourcing communication (2:46m) http://www.youtube.com/watch?v=adNvI-8wM3Q Buffalo Communications Managing Director, Kerry Hallard, discusses the importance of communicating during outsourcing transactions – an interview style clip. Outsourcing (funny) (2:31m) http://www.youtube.com/watch?v=fSjjHpsaRKw A spoof on outsourcing. Key Terms: Best alternative to a negotiated agreement (BATNA) Negotiation 'IQ' (1:08m) http://www.youtube.com/watch?v=-ARcEWiBF-o What's your "Negotiation IQ"? Allan finds you need a different kind of IQ for negotiations—an "I Quit" position. This is the BATNA or walk-away notion under new terminology. Negotiation Skills - Communication Training -Speak First (3:33m) http://www.youtube.com/watch?v=yK5fi8qQC6g A good clip on negotiation techniques. Key Terms: Principled negotiation Secrets of Negotiating - Roger Dawson (4:41m) http://www.youtube.com/watch?v=E7pNOzQadE8 Roger Dawson lectures on negotiation. fifth element-negotiation (1:15m) http://www.youtube.com/watch?v=3oKwg6W05MU Negotiation scene on the movie fifth element – funny. Chapter 13 Progress and Performance Measurement and Evaluation Snapshot from Practice: Status Reports at Microsoft Appendix D: YouTube Project Management Videos 18 Dilbert: Migration Patterns and Attractive People Video (1:11m) http://www.youtube.com/watch?v=ppFAl-cKqZc In the second clip, Dilbert explains how his status reports all say “Dude, I can’t concentrate now” because there are too many attractive people in the group causing a loss of productivity. Snapshot from Practice: Trojan Decommissioning Project Nuclear Tower IMPLOSION (2:24m) http://www.youtube.com/watch?v=CShjKQsxJYQ Shows many views of the nuclear cooling tower implosion – good footage. Snapshot from Practice: A Pseudo-Earned Value Percent Complete Approach Earned Value Management (1:40m) http://www.youtube.com/watch?v=NRV9EzPqtXc CEO of the Earned Value Group discusses the basic concept of EV management. He parallels the lack of EV approach to driving a car with no gauges. Key Terms: Baseline budget Project Tutorial Using Earned Value Analysis Microsoft Training Lesson 12.1 (8:40m) http://www.youtube.com/watch?v=871qQks08fg This is a good tutorial on using Microsoft Project 2007 for Earned Value Management. It discusses the need to set a baseline which progress will be compared to. Key Terms: Earned value (EV) PMP Exam: Earned Value Management - Part 1, Basic Concepts (9:27m) http://www.youtube.com/watch?v=UggTFk2EiUg This is a lesson to help students study for the PMP exam. A detailed lesson on EV management, discussing PV, EV and AC – very informative, not very exciting. Project Management 5 (4:06m) http://www.youtube.com/watch?v=bSYJNnsrsww Short whiteboard style lecture on the EV curve. Earned Value with MS Project 2007 (Pt. 1 of 2) (9:10m) http://www.youtube.com/watch?v=GJGc8MAewLY A clear tutorial on using EV in MS Project 2007. Chapter 14 Project Closure Snapshot from Practice: New Ball goes flat in the NBA Bodog.com New NBA Basketball CNBC (2:17m) http://www.youtube.com/watch?v=7KDSIwHw-oE News story about new NBA ball – players don’t like it. Appendix D: YouTube Project Management Videos 19 NBA's New Ball (2:16m) http://www.youtube.com/watch?v=uEHeHhGYWvI The NBA has a new ball, but not everyone likes it. CNN's Andy Serwer is 'Minding Your Business. (November 1, 2006) Snapshot from Practice: Lessons Learned from Katrina Hurricane Katrina : Acadian Ambulance (6:49m) http://www.youtube.com/watch?v=JPtV6lIV6rI Discusses the success of Acadian Ambulance in the midst of the communication breakdown with Katrina. Simpson Strong-Tie: Lessons Learned from Katrina (7:10m) http://www.youtube.com/watch?v=NgTHVjypZWk Simspon Strong-Tie (company) explains that we need stronger houses. Snapshot from Practice: The 360-Degree Feedback Couraud 360 degree feedback - for Sainsbury's (3:25m) http://www.youtube.com/watch?v=EVObh9SQ4zY A case study of a company using 360-degree feedback to retain employees – this firm uses 360-feedback software. What are 360 degree feedback surveys and how do they work? (0:57m) http://www.youtube.com/watch?v=OXJkP13xACg Short, cartoon clip about what 360-degree feedback is. Use 360-degree Feedback to Give Your Employees a Voice (4:42m) http://www.youtube.com/watch?v=h1XN9nZFJWk “Tip of the week” – Mike Beek says give your employees a voice. Key Terms: Performance review The Office - S2E08 - "Performance Review" - Deleted Scene - Dwight's Acrostic (1:28m) http://www.youtube.com/watch?v=SCAAqWxctaA Clip from “The Office.” Dwight makes a visual aid for his performance review. Performance Review: net_work (5:24m) http://www.youtube.com/watch?v=FrWDxOz6z0U Mike and Mike are asked to give performance reviews on the staff of black20 news – a spoof. Key Terms: Project closure Business Management Tips : Project Management Methodologies (2:20m) http://www.youtube.com/watch?v=Fc5zuGVoIjk Project management methodologies should focus on three key areas: initiation of the project, delegation of tasks and closing of the project. Short, sweet and to the point. Parenting Project Closure (9:58m) http://www.youtube.com/watch?v=01HRzbfhCUM Appendix D: YouTube Project Management Videos 20 Shows clips from the final meeting of a project called “parenting project” which has been going on for 3 years. An example of a normal project closure – maybe a little long and drawn out. Key Terms: Retrospective Rocky Mountain News Parity Project Retrospective (6:01m) http://www.youtube.com/watch?v=2exltJMCKCU The Rocky Mountain News was the first partner in the Parity Project. This video represents a retrospective of this 5-year relationship. Key Terms: 360-degree feedback Integral Leadership Development Profile - 360 feedback (2:50m) http://www.youtube.com/watch?v=4WHHKgNUjqo This clip emphasizes the point that 360-degree feedback results should be open, and shared with all participants for maximum effectiveness. The 3 Don'ts of 360 Feedback (4:37m) http://www.youtube.com/watch?v=ZsSnhicpVgA 360 Feedback is a popular tool in today's developmental arsenal - but it can easily do more harm than good if not deployed correctly. Chapter 15 International Projects Snapshot from Practice: The Filming of Apocalypse Now Apocalypse Now Original Trailer (RARE) HQ (3:44m) http://www.youtube.com/watch?v=Tt0xxAMTp8M Trailer for Francis Ford Coppola's film Apocalypse Now. Money, Method & Madness - Making "Apocalypse Now" (5:25m) http://www.youtube.com/watch?v=DQ672prcUNM Francis Ford Coppola, Martin Sheen and Dennis Hopper recall working with Marlon Brando and the chaos behind the scenes of the classic, epic war movie. This clip goes well with the snapshot. Snapshot from Practice: Project Management X-Files Feng Shui Principles : Feng Shui History (1:03m) http://www.youtube.com/watch?v=p2Cj1zVEfhI Woman talks about the history of Feng Shui – meaning wind and water. Feng Shui Design Tips : How to Arrange Furniture for Feng Shui (2:37m) http://www.youtube.com/watch?v=ZmvsJcJForc Lesson on feng shui – always be facing the door. Snapshot from Practice: Dealing with Customers First Business as an Importer/Exporter - Part ¾ (9:36m) http://www.youtube.com/watch?v=2or39ZV58QE\ Appendix D: YouTube Project Management Videos 21 Young woman talks about her experience as an importer/exporter. She explains her difficulties working with India getting supplies for her entrepreneurial start-up. bribe skill (0:53m) http://www.youtube.com/watch?v=uDK2iLQMZlg I think this clip is from “The Naked Gun” – funny clip on bribes. Billions lost in Kenya bribes - 01 Jul 09 (3:17m) http://www.youtube.com/watch?v=J21jQVYxsKE In Kenya, bribes are a way of life. This is a news story about the problems of government corruption. Key Terms: Cross-cultural orientations Culturally Speaking: Individualism-Collectivism (3:31m) http://www.youtube.com/watch?v=4uFa0hBPqOY This clip explains the difference between individualism and collectivism in various cultures. Global Skills - Building Relationships : China & GUANXI -level of relationships (8:18m) http://www.youtube.com/watch?v=Qj_18XEHeMI Interview- style clip on Chinese relationships. Seinfeld Cross Cultural Differences (2:42m) http://www.youtube.com/watch?v=ZlcFB0NZHLo Funny clip from Seinfeld about a killed business deal after the boss cannot shake hands. Key Terms: Culture Specials / The Future of Communication (16:49m) http://www.youtube.com/user/NationalGeographic?blend=2&ob=1#p/search Mike Wesch, a 2009 National Geographic Emerging Explorer, talks about the future of communication and education. It is about how relationships are affected by media. Got Guanxi? (3:30m) http://www.youtube.com/watch?v=JKKsRc5O5eo This interview-style clip is about the Chinese traditional Guanxi – history, meaning, and relevance today. Key Terms: Culture shock Inter Cultural Effectivness - Culture Shock Video (6:36m) http://www.youtube.com/watch?v=SFbPCj_cajY A little collection of clips on culture shock – funny. Cultural Differences (1:46m) http://www.youtube.com/watch?v=0j7Xixe11U4 African refugee explains his frustrations merging into American culture. Culture Shock - International Students in the United States (1:57m) http://www.youtube.com/watch?v=FQtzQn1Rvc8 This short clip is on international students who have experienced culture shock. Appendix D: YouTube Project Management Videos 22 Cultural misunderstandings (1:13m) http://www.youtube.com/watch?v=F_N1Cmt_QB0 This is really funny – maybe inappropriate, but you might get a laugh ? Chapter 17 An Introduction to Agile Project Management Snapshot from Practice: IDEO: Masters of Design IDEO - Tom Kelley (6:38m) http://www.youtube.com/watch?v=XQaGH85KwJU IDEO general manager, Tom Kelley, discusses how IDEO uses radical collaboration- working closely with the client early on to get the project right, and other topics. IDEO on Prototyping (0:52m) http://www.youtube.com/watch?v=tkqqPGXMXRc IDEO employee discusses why prototyping early is essential. David Kelley: The future of design is human-centered (18:57m) http://www.youtube.com/watch?v=eXndL3TNCmo IDEOs David Kelley says that product design has become much less about the hardware and more about the user experience. This clip takes you through a few of IDEO’s project prototypes – very interesting clip, I recommend watching it. Snapshot from Practice: Agile Alliance (agile manifesto?) Chalk Talk: Agile Manifesto (2:19m) http://www.youtube.com/watch?v=3FZpamA-_hI Jean Tabaka of Rally Software, gives a short presentation on the Agile Manifesto’s 4 core values. Key Terms: Iterative incremental development (IID) Agile Software Development (9:18m) http://www.youtube.com/watch?v=1Qg6sgS8QIE Interview-style clip about how agile PM promotes development iterations, open collaboration, and adaptability throughout the life-cycle of the project. Design as an Iterative Process (1:34m) http://www.youtube.com/watch?v=9NxWW4poljU IDEO's David Kelley talks about the importance of iteration in creating something useful. Key Terms: Scrum meeting High Moon Studios: A Portrait – Scrum (1:30m) http://www.youtube.com/watch?v=UT4giM9mxHk This is the 6th video in a series of sarcastic webisodes created to show you a little bit about the wacky life we live here at High Moon – funny. It's SCRUM time with Brighter Minds! (4:10m) http://www.youtube.com/watch?v=A4IeNtXzp7A Appendix D: YouTube Project Management Videos 23 A home-movie style clip of a company’s scrum meeting. A Day in the Life of a Scrum Team (6:27m) http://www.youtube.com/watch?v=q1RqhRcPJZ0 A one-day time lapse of a scrum team at work. Shows the relaxed nature of the team. I wouldn’t recommend showing the entire clip because it gets a bit redundant. Scrum Haka (0:21m) http://www.youtube.com/watch?v=Qvqq97unS2w Silly scrum “HAKA” at a company like football teams do. A very short clip, showing the fun nature of scrum. Key Terms: Scrum master SCRUM in Under 10 Minutes (HD) by @hamids (7:59m) http://www.youtube.com/watch?v=Q5k7a9YEoUI Fast paced lecture on the basics of SCRUM. Identifies key players (including scrum master). This is a great breakdown of what scrum really is – packed with info. I would recommend showing this. Scrum Basics (5:50m) http://www.youtube.com/watch?v=vmGMpME_phg Scrum in 5 minutes. This film gives an introduction to the concept of Scrum, its roles and its terminology. Key Terms: Agile PM Agile Development Teams: Scope and Scale with Mike Cohn (10:53m) http://www.youtube.com/watch?v=FkWglejhJZM Agile Estimating and Planning" author, and Agile Alliance co-founder, Mike Cohn, provides detailed, proven techniques for estimating and planning any Agile project. The Road from Project Manager to Agile Coach - 1 of 2 (9:52m) http://www.youtube.com/watch?v=TvYqhYEaqMs Recording of a workshop given at the Scrum Gathering in Chicago, Spring 2008. This two-part workshop talks about breaking mindsets with some radical thoughts, what it is to be an agile coach The Road from Project Manager to Agile Coach - 2 of 2 (9:06m) http://www.youtube.com/watch?v=L9tSjpqeBa4 Continuation from last clip. Starts out by talking about agile teams. Maybe you could use this for key terms: self organization teams, next. Key Terms: Self Organizing Team Self-Organization: The Secret Sauce for Improving your Scrum team (1:33:20m) http://www.youtube.com/watch?v=M1q6b9JI2Wc Google Tech Talks September 4, 2008 ABSTRACT High performance depends on the selforganizing capability of teams. This is long, and I didn’t watch most of it, but you may find parts of it useful. Appendix D: YouTube Project Management Videos 24 Self Organization And Management In Teams (9:56m) http://www.youtube.com/watch?v=HwtA2WzK3E4 An informational, interview-style clip on what self organization in agile teams is and isn’t. Self-managing teams: debunking the leadership paradox (8:10m) http://www.youtube.com/watch?v=GBnR00qgGgM An interview-style clip on self managing teams, about how leadership is still needed in self managing teams, etc. Chapter 18 Project Management Career Paths Key Terms: Mentor How to Find a Good Mentor at Work (3:14m) http://www.youtube.com/watch?v=P9O3YkYAq4A Short skit on how to find a mentor to teach you the ropes at work. Maybe corny, but probably useful for students who are looking for a workplace mentor. Business Education & Mentoring - Mentors or Coaching (4:09m) http://www.youtube.com/watch?v=1QG-Rr6_RjA Business mentor Ross Vickery, from Education explains what to look for when selecting a business coach or business mentor. the importance of having good (Coaching and Mentoring) as a student (5:41m) http://www.youtube.com/watch?v=2w1oe7kjEIc Lecture-style clip on the important qualifiers of good mentors. Targeted more towards mentors, than the students who need them. Key Terms: Careers in PM EA Project Management Career Paths (13:05m) http://www.youtube.com/watch?v=UQhONedQFmE Lecture-style, basic overview on career paths in PM. Business Management Tips : Project Management Jobs (2:09m) http://www.youtube.com/watch?v=876surXfYgA Brief overview of what PM jobs entail. Gives a few tips on job searching. ACPM Rooftop Series Career Physics Trailer (9:21m) http://www.youtube.com/watch?v=XUX6TN-jqTU A lecture designed to help PM’s accelerate their careers. Appendix D: YouTube Project Management Videos 25 Appendix D: YouTube Project Management Videos 26 List of Cases by Chapter Chapter 1 Chapter 7 Development Projects that are Transforming Africa 1 President Obama Signs the Program Management Improvement and Accountability Act 8 London’s Crossrail: Europe’s Largest Construction Project MegaTech, Inc. 30 The IT Department at Hamelin Hospital 30 Disney’s Expedition Everest 31 “Throwing Good Money after Bad”: the BBC’s Digital Media Initiative 32 10 Chapter 8 Chapter 2 The Airbus A 380: A Failure of Strategy? 38 Electronic Arts and the Power of Strong Culture in Design Teams 67 Rolls-Royce Corporation 71 Classic Case: Paradise Lost—The Xerox Alto 72 Project Task Estimation and the Culture of “Gotcha!” 73 Widgets ’R Us 73 Chapter 3 Project Selection Procedures: A Cross-Industry Sampler Project Selection and Screening at GE: The Tollgate Process Keflavik Paper Company 115 Project Selection at Nova Western, Inc. 116 80 100 Chapter 4 NASA Taps a Leader with the Right Stuff to Run Their Mars 2020 Project 120 Leading by Example for the London Olympics—Sir John Armitt 131 The Challenge of Managing Internationally 138 Brazilian Construction Giant Caught in Wide-Spread Corruption Scandal 143 In Search of Effective Project Managers 146 Finding the Emotional Intelligence to Be a Real Leader 147 Volkswagen and It’s Project to Cheat Emissions Tests 147 Problems with John 149 Chapter 5 Berlin’s Brandenburg Willy Brandt International Airport Statements of Work: Then and Now 164 Defining a Project Work Package 174 Nicaragua’s Canal and Sustainability Challenges 185 Boeing’s Virtual Fence 188 California’s High-Speed Rail Project 190 Project Management at Dotcom.com 192 The Expeditionary Fighting Vehicle 193 Chapter 6 Team-Building Events – Heli-skiing and Zombie Apocalypses 203 Tele-Immersion Technology Eases the Use of Virtual Teams 220 Engineers Without Borders: Project Teams Impacting Lives 225 Columbus Instruments 232 The Bean Counter and the Cowboy 233 Johnson & Rogers Software Engineering, Inc. 234 Samsung’s Galaxy Note 7 – Failure to Manage a New Product for Risk 241 Japan Decommissions a $9 Billion Nuclear Reactor That was Hardly Used 248 Collapse of Shanghai Apartment Building 257 Classic Case: de Havilland’s Falling Comet 263 The Building that Melted Cars 266 Classic Case: Tacoma Narrows Suspension Bridge 267 156 New York City’s Second Avenue Subway—Two Miles Completed for Only $5 Billion Spent 274 The Hidden Costs of Infrastructure Projects—The Case of Building Dams 303 Sochi Olympics—What’s the Cost of National Prestige? 305 Chapter 9 Preparing for a Major Golf Tournament—It’s a Long Road to the First Tee 313 Moving the Historic Capen House 345 Chapter 10 Kiruna, Sweden—A Town on the Move! 350 Project Scheduling at Blanque Cheque Construction (A) Project Scheduling at Blanque Cheque Construction (B) 379 380 Chapter 11 General Electric—Using Agile Methods to Speed New Product Delivery 387 Eli Lilly Pharmaceuticals and Its Commitment to Critical Chain Project Management 405 It’s an Agile World 416 Ramstein Products, Inc. 417 Chapter 12 Environmental Concerns and Political Leadership Impact Fossil Fuel Project Cancellations 420 The Problems of Multitasking 446 “First Come, First Served”: Resource Challenges For Sunrise Restoration 447 Chapter 13 U.S. Army Can’t Track Spending on its Spending Tracker Project 452 Earned Value at Northrop Grumman 471 The IT Department at Kimble College 483 The Superconducting Supercollider 484 “Dear Mr. President—Please Cancel our Project!”: The Honolulu Elevated Rail Project 485 Chapter 14 Amazon’s Golden Touch Fails with a High-Tech Gadget 496 Aftermath of a “Feeding Frenzy”: Dubai and Cancelled Construction Projects 508 New Jersey Kills Hudson River Tunnel Project 516 The Project That Wouldn’t Die 517 The Navy Struggles to Avoid Cancellation of its Littoral Combat Ship Program 518 Fifth Edition Project Management Achieving Competitive Advantage Jeffrey K. Pinto Pennsylvania State University New York, NY ? ? 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, and UK Courseware: Donna Battista Director of Portfolio Management: Stephanie Wall Director, Courseware Portfolio Management: Ashley Dodge Senior Sponsoring Editor: Neeraj Bhalla Editorial Assistant: Linda Albeli Vice President, Product Marketing: Roxanne McCarley Product Marketer: Kaylee McCarley Product Marketing Assistant: Marianela Silvestri Manager of Field Marketing, Business Publishing: Adam Goldstein Field Marketing Manager: Nicole Price Vice President, Production and Digital Studio, Arts and Business: Etain O’Dea Director of Production, Business: Jeff Holcomb Managing Producer, Business: Melissa Feimer Content Producer: Sugandh Juneja Operations Specialist: Carol Melville Design Lead: Kathryn Foot Manager, Learning Tools: Brian Surette Content Developer, Learning Tools: Lindsey Sloan Managing Producer, Digital Studio and GLP, Media Production and Development: Ashley Santora Managing Producer, Digital Studio and GLP: James Bateman Managing Producer, Digital Studio: Diane Lombardo Digital Studio Producer: Regina DaSilva Digital Studio Producer: Alana Coles Digital Content Project Lead: Courtney Kamauf Project Managers: Tierra Ross Elcano and Sasibalan C., SPi Global Interior Design: SPi Global Cover Design: SPi Global Cover Art: Benedek/E+/Getty Images Printer/Binder: LSC Communications, Inc./Kendallville Cover Printer: Phoenix Color/Hagerstown 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, endorsement, 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 BRIEF CONTENTS Preface xiii Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Chapter 13 Chapter 14 Introduction: Why Project Management? 1 The Organizational Context: Strategy, Structure, and Culture 38 Project Selection and Portfolio Management 80 Leadership and the Project Manager 120 Scope Management 156 Project Team Building, Conflict, and Negotiation 203 Risk Management 241 Cost Estimation and Budgeting 274 Project Scheduling: Networks, Duration Estimation, and Critical Path 313 Project Scheduling: Lagging, Crashing, and Activity Networks 350 Advanced Topics in Planning and Scheduling: Agile and Critical Chain 386 Resource Management 420 Project Evaluation and Control 452 Project Closeout and Termination 496 Appendix A The Cumulative Standard Normal Distribution 528 Appendix B Tutorial for MS Project 2016 529 Appendix C Project Plan Template 539 Glossary 543 Company Index 553 Name Index 555 Subject Index 559 iii CONTENTS Preface xiii Chapter 1 INTRODUCTION: WHY PROJECT MANAGEMENT? 1 PROJECT PROFILE: Development Projects that are Transforming Africa 1 The Need for Projects 3 What is a Project? 3 General Project Characteristics 5 PROJECT PROFILE: President Obama Signs the Program Management Improvement and Accountability Act 8 Why are Projects Important? 9 PROJECT PROFILE: London’s Crossrail: Europe’s Largest Construction Project 10 Project Life Cycles 12 ? BOX 1.1: Project Managers in Practice ? Determinants of Project Success 14 15 ? BOX 1.2: Project Management Research in Brief 18 ? Developing Project Management Maturity 19 Employability Skills 23 Communication 23 Critical Thinking 23 Collaboration 23 Knowledge Application And Analysis 23 Business Ethics And Social Responsibility 23 Information Technology Application And Computing Skills Data Literacy 24 Project Elements and Text Organization 24 24 Summary 28 • Key Terms 29 • Discussion Questions 29 Case Study 1.1 MegaTech, Inc. 30 • Case Study 1.2 The IT Department at Hamelin Hospital 30 • Case Study 1.3 Disney’s Expedition Everest 31 • Case Study 1.4 “Throwing Good Money after Bad”: the BBC’s Digital Media Initiative 32 • Internet Exercises 35 • PMP Certification Sample Questions 35 • Answers 35 • Notes 35 Chapter 2 THE ORGANIZATIONAL CONTEXT: STRATEGY, STRUCTURE, AND CULTURE 38 PROJECT PROFILE: The Airbus A 380: A Failure of Strategy? Implementing Strategy Through Projects 40 Projects and Organizational Strategy 41 Stakeholder Management 43 Identifying Project Stakeholders 44 Managing Stakeholders 47 Organizational Structure 49 Forms of Organizational Structure 50 Functional Organizations 50 Project Organizations 53 Matrix Organizations 54 Moving to Heavyweight Project Organizations ? BOX 2.1: Project Management Research in Brief Project Management Offices 59 ? iv 38 57 58 Contents Organizational Culture 62 How Do Cultures Form? 64 Organizational Culture and Project Management 66 PROJECT PROFILE: Electronic Arts and the Power of Strong Culture in Design Teams 67 Summary 68 • Key Terms 70 • Discussion Questions 70 • Case Study 2.1 Rolls-Royce Corporation 71 • Case Study 2.2 Classic Case: Paradise Lost—The Xerox Alto 72 • Case Study 2.3 Project Task Estimation and the Culture of “Gotcha!” 73 • Case Study 2.4 Widgets ’R Us 73 • Internet Exercises 74 • PMP Certification Sample Questions 74 • Answers 75 • Integrated Project—Building Your Project Plan 76 • Notes 78 Chapter 3 PROJECT SELECTION AND PORTFOLIO MANAGEMENT 80 PROJECT PROFILE: Project Selection Procedures: A Cross-Industry Sampler 80 Introduction: Project Selection 81 Approaches to Project Screening and Selection 84 Method One: Checklist Model 84 Method Two: Simplified Scoring Models 85 Limitations of Scoring Models 87 Method Three: The Analytical Hierarchy Process Method Four: Profile Models 91 Financial Models 93 Payback Period 94 Net Present Value 95 Discounted Payback 97 Internal Rate of Return 97 Choosing a Project Selection Approach 99 88 PROJECT PROFILE: Project Selection and Screening at GE: The Tollgate Process Project Portfolio Management 101 Objectives and Initiatives 102 The Portfolio Selection Process 103 Developing a Proactive Portfolio 105 Keys to Successful Project Portfolio Management 108 Problems in Implementing Portfolio Management 108 100 Summary 110 • Key Terms 111 • Solved Problems 111 • Discussion Questions 112 • Problems 112 • Case Study 3.1 Keflavik Paper Company 115 • Case Study 3.2 Project Selection at Nova Western, Inc. 116 • Internet Exercises 118 • Notes 118 Chapter 4 LEADERSHIP AND THE PROJECT MANAGER 120 PROJECT PROFILE: NASA Taps a Leader with the Right Stuff to Run Their Mars 2020 Project 120 Introduction: Successful Projects Need Leaders Leaders Versus Managers 122 How the Project Manager Leads 124 Acquiring Project Resources 124 Motivating and Building Teams 125 Having a Vision and Fighting Fires 125 Communicating 126 122 ? ? BOX 4.1: Project Management Research in Brief Traits of Effective Project Leaders 129 Conclusions about Project Leaders 130 129 v Contents PROJECT PROFILE: Leading by Example for the London Olympics—Sir John Armitt 131 Project Champions 132 Champions—Who Are They? 133 What Do Champions Do? 134 How to Make a Champion 135 The New Project Leadership 136 ? ? BOX 4.2: Project Managers in Practice 137 PROJECT PROFILE: The Challenge of Managing Internationally Project Management Professionalism 138 Project Management and Ethics 140 Unethical Behaviors in Project Management 138 142 PROJECT PROFILE: Brazilian Construction Giant Caught in Wide-Spread Corruption Scandal 143 Summary 144 • Key Terms 145 • Discussion Questions 146 • Case Study 4.1 In Search of Effective Project Managers 146 • Case Study 4.2 Finding the Emotional Intelligence to Be a Real Leader 147 • Case Study 4.3 Volkswagen and Its Project to Cheat Emissions Tests 147 • Case Study 4.4 Problems with John 149 • Internet Exercises 152 • PMP Certification Sample Questions 152 • Answers 153 • Notes 153 Chapter 5 SCOPE MANAGEMENT 156 PROJECT PROFILE: Berlin’s Brandenburg Willy Brandt International Airport Introduction: The Importance of Scope Management Conceptual Development 158 The Statement of Work 161 The Project Charter 164 PROJECT PROFILE: Statements of Work: Then and Now 156 158 164 The Scope Statement 164 The Work Breakdown Structure 165 Purposes of the Work Breakdown Structure 165 The Organization Breakdown Structure 170 The Responsibility Assignment Matrix 173 PROJECT PROFILE: Defining a Project Work Package 174 Work Authorization 175 Scope Reporting 176 ? BOX 5.1: Project Management Research in Brief ? vi 177 Control Systems 178 Configuration Management 179 Project Closeout 180 Project Management and Sustainability 181 Managing Projects for Sustainability 183 PROJECT PROFILE: Nicaragua’s Canal and Sustainability Challenges 185 Summary 186 • Key Terms 187 • Discussion Questions 188 • Problems 188 • Case Study 5.1 Boeing’s Virtual Fence 188 • Case Study 5.2 California’s High-Speed Rail Project 190 • Case Study 5.3 Project Management at Dotcom.com 192 • Case Study 5.4 The Expeditionary Fighting Vehicle 193 • Internet Exercises 195 • PMP Certification Sample Questions 195 • Answers 196 • MS Project Exercises 196 • Appendix 5.1: Sample Project Charter 196 • Integrated Project—Developing the Work Breakdown Structure 199 • Notes 200 Contents Chapter 6 PROJECT TEAM BUILDING, CONFLICT, AND NEGOTIATION PROJECT PROFILE: Team-Building Events – Heli-skiing and Zombie Apocalypses 203 203 Introduction 205 Building the Project Team 205 Identify Necessary Skill Sets 205 Identify People Who have the required Skills 206 Talk to Potential Team Members and Negotiate with Functional Heads 207 Build in Fallback Positions 207 Assemble the Team 208 Characteristics of Effective Project Teams 208 A Clear Sense of Mission 208 A Productive Interdependency 209 Cohesiveness 209 Trust 209 Enthusiasm 210 Results Orientation 210 Reasons Why Teams Fail 210 Poorly Developed or Unclear Goals 211 Poorly Defined Project Team Roles and Interdependencies 211 Lack of Project Team Motivation 211 Poor Communication 212 Poor Leadership 212 Turnover Among Project Team Members 212 Dysfunctional Behavior 212 Stages in Group Development 213 Stage One: Forming 213 Stage Two: Storming 214 Stage Three: Norming 214 Stage Four: Performing 214 Stage Five: Adjourning 214 Punctuated Equilibrium 215 Achieving Cross-Functional Cooperation 216 Superordinate Goals 216 Rules and Procedures 217 Physical Proximity 217 Accessibility 217 Outcomes of Cooperation: Task and Psychosocial Results 218 Virtual Project Teams 218 PROJECT PROFILE: Tele-Immersion Technology Eases the Use of Virtual Teams Conflict Management 221 What Is Conflict? 221 Sources of Conflict 222 Methods for Resolving Conflict 220 224 PROJECT PROFILE: Engineers Without Borders: Project Teams Impacting Lives Negotiation 226 Questions to Ask Prior to the Negotiation Principled Negotiation 227 Invent Options for Mutual Gain 229 226 225 vii Contents Insist on Using Objective Criteria 230 Summary 231 • Key Terms 232 • Discussion Questions 232 Case Study 6.1 Columbus Instruments 232 • Case Study 6.2 The Bean Counter and the Cowboy 233 • Case Study 6.3 Johnson & Rogers Software Engineering, Inc. 234 • Exercise in Negotiation 236 • Internet Exercises 237 • PMP Certification Sample Questions 237 • Answers 238 • Notes 238 Chapter 7 RISK MANAGEMENT 241 PROJECT PROFILE: Samsung’s Galaxy Note 7—Failure to Manage a New Product for Risk 241 Introduction: What is Project Risk? 243 ? ? BOX 7.1: Project Managers in Practice Risk Management: A Four-Stage Process Risk Identification 246 245 246 PROJECT PROFILE: Japan Decommissions a $9 Billion Nuclear Reactor that was Hardly Used 248 Risk Breakdown Structures 249 Analysis of Probability and Consequences Risk Mitigation Strategies 252 Use of Contingency Reserves 254 Other Mitigation Strategies 255 Control and Documentation 255 249 PROJECT PROFILE: Collapse of Shanghai Apartment Building Project Risk Management: An Integrated Approach 257 259 Summary 261 • Key Terms 262 • Solved Problem 262 • Discussion Questions 262 • Problems 262 • Case Study 7.1 Classic Case: de Havilland’s Falling Comet 263 • Case Study 7.2 The Building that Melted Cars 266 • Case Study 7.3 Classic Case: Tacoma Narrows Suspension Bridge 267 • Internet Exercises 269 • PMP Certification Sample Questions 269 • Answers 270 • Integrated Project—Project Risk Assessment 271 • Notes 273 Chapter 8 COST ESTIMATION AND BUDGETING 274 PROJECT PROFILE: New York City’s Second Avenue Subway – Two Miles Completed for Only $5 Billion Spent 274 Cost Management 276 Direct Versus Indirect Costs 277 Recurring Versus Nonrecurring Costs 278 Fixed Versus Variable Costs 279 Normal Versus Expedited Costs 279 Cost Estimation 279 Learning Curves in Cost Estimation 283 Software Project Estimation—Function Points 286 ? ? BOX 8.1: Project Management Research in Brief Problems with Cost Estimation 287 289 ? BOX 8.2: Project Management Research in Brief Creating a Project Budget 291 Top-Down Budgeting 292 Bottom-Up Budgeting 293 Activity-Based Costing 293 Developing Budget Contingencies 295 290 Summary 297 • Key Terms 298 • Solved Problems 298 • Discussion Questions 299 • Problems 300 • Case Study 8.1 The Hidden Costs of ? viii Contents Infrastructure Projects—The Case of Building Dams 303 • Case Study 8.2 Sochi Olympics—What’s the Cost of National Prestige? 305 • Internet Exercises 307 • PMP Certification Sample Questions 307 • Answers 308 • Integrated Project—Developing the Cost Estimates and Budget 309 • Notes 311 Chapter 9 PROJECT SCHEDULING: NETWORKS, DURATION ESTIMATION, AND CRITICAL PATH 313 PROJECT PROFILE: Preparing for a Major Golf Tournament – It’s a Long Road to the First Tee 313 Introduction 315 Project Scheduling 315 Key Scheduling Terminology 317 Developing A Network 319 Labeling Nodes 319 Serial Activities 320 Concurrent Activities 320 Merge Activities 321 Burst Activities 321 Duration Estimation 324 Constructing the Critical Path 328 Calculating the Network 328 The Forward Pass 329 The Backward Pass 331 Probability of Project Completion 333 Laddering Activities 335 Hammock Activities 336 Options for Reducing the Critical Path 337 ?? BOX 9.1: Project Management Research in Brief 338 Summary 339 • Key Terms 340 • Solved Problems 340 • Discussion Questions 342 • Problems 342 • Case Study 9.1 Moving the Historic Capen House 345 • Internet Exercises 347 • MS Project Exercises 347 • Answers 348 • PMP Certification Sample Questions 348 • Notes 349 Chapter 10 PROJECT SCHEDULING: LAGGING, CRASHING, AND ACTIVITY NETWORKS 350 PROJECT PROFILE: Kiruna, Sweden – A Town on the Move! Introduction 352 Lags in Precedence Relationships 352 Finish to Start 352 Finish to Finish 353 Start to Start 353 Start to Finish 354 Gantt Charts 355 Adding Resources to Gantt Charts 356 Incorporating Lags in Gantt Charts 357 ?? BOX 10.1: Project Managers in Practice 357 Crashing Projects 359 Options for Accelerating Projects 359 Crashing the Project: Budget Effects 364 350 ix x Contents Activity-On-Arrow Networks 367 How Are They Different? 367 AOA Versus AON 372 Controversies in the Use of Networks Conclusions 374 373 Summary 375 • Key Terms 375 • Solved Problems 376 • Discussion Questions 377 • Problems 377 • Case Study 10.1 Project Scheduling at Blanque Cheque Construction (A) 379 • Case Study 10.2 Project Scheduling at Blanque Cheque Construction (B) 380 • MS Project Exercises 380 • PMP Certification Sample Questions 381 • Answers 382 • Integrated Project—Developing the Project Schedule 383 • Notes 384 Chapter 11 ADVANCED TOPICS IN PLANNING AND SCHEDULING: AGILE AND CRITICAL CHAIN 386 PROJECT PROFILE: General Electric – Using Agile Methods to Speed New Project Delivery 387 Introduction 387 Agile Project Management 388 What Is Unique About Agile PM? Tasks Versus Stories 391 Key Terms in Agile PM 391 Steps in Agile 393 Sprint Planning 393 Daily Scrums 393 The Development Work 394 Sprint Reviews 394 Sprint Retrospective 395 Keys to Success with Agile 395 Problems with Agile 396 389 ?? BOX 11.1: Project Management Research in Brief 397 Extreme Programming (XP) 397 Theory of Constraints and Critical Chain Project Scheduling 398 Theory of Constraints 398 The Critical Chain Solution to Project Scheduling 399 Developing the Critical Chain Activity Network 402 Critical Chain Solutions Versus Critical Path Solutions 404 PROJECT PROFILE: Eli Lilly Pharmaceuticals and Its Commitment to Critical Chain Project Management 405 Critical Chain Solutions to Resource Conflicts 406 Critical Chain Project Portfolio Management 407 ?? BOX 11.2: Project Management Research in Brief Critiques of CCPM 410 411 Summary 411 Questions 414 World 416 • Exercises 418 • Key Terms 413 • Solved Problem 413 • D iscussion • Problems 414 • Case Study 11.1 It’s an Agile Case Study 11.2 Ramstein Products, Inc. 417 • Internet • Notes 418 Chapter 12 RESOURCE MANAGEMENT 420 PROJECT PROFILE: Environmental Concerns and Political Leadership Impact Fossil Fuel Project Cancellations 420 Introduction 422 The Basics of Resource Constraints 422 Time and Resource Scarcity 423 Contents Resource Loading 425 Resource Leveling 426 Step One: Develop the Resource-Loading Table 430 Step Two: Determine Activity Late Finish Dates 430 Step Three: Identify Resource Overallocation 432 Step Four: Level the Resource-Loading Table 432 Resource-Loading Charts 435 ?? BOX 12.1: Project Managers in Practice 438 Managing Resources in Multiproject Environments 439 Schedule Slippage 439 Resource Utilization 439 In-Process Inventory 440 Resolving Resource Decisions in Multiproject Environments 440 Summary 442 • Key Terms 443 • Solved Problem 443 • Discussion Questions 444 • Problems 444 • Case Study 12.1 The Problems of Multitasking 446 • Case Study 12.2 “First Come, First Served”: Resource Challenges for Sunrise Restoration† 447 • Internet Exercises 448 MS Project Exercises 448 • PMP Certification Sample Questions 449 • Answers 450 • Integrated Project—Managing Your Project’s Resources 451 • Notes 451 Chapter 13 PROJECT EVALUATION AND CONTROL 452 PROJECT PROFILE: U.S. Army Can’t Track Spending on its Spending Tracker Project 452 Introduction 453 Control Cycles—A General Model 454 Monitoring Project Performance 454 The Project S-Curve: A Basic Tool 455 S-Curve Drawbacks 457 Milestone Analysis 457 Problems with Milestones 459 The Tracking Gantt Chart 459 Benefits and Drawbacks of Tracking Gantt Charts 460 Earned Value Management 460 Terminology for Earned Value 461 Creating Project Baselines 462 Why Use Earned Value? 462 Steps in Earned Value Management 464 Assessing a Project’s Earned Value 465 Using Earned Value to Manage a Portfolio of Projects 470 Flow of Earned Value System 470 PROJECT PROFILE: Earned Value at Northrop Grumman 471 Issues in the Effective Use of Earned Value Management Human Factors in Project Evaluation and Control 474 Critical Success Factor Definitions 476 Conclusions 477 472 Summary 478 • Key Terms 479 • Solved Problem 479 • Discussion Questions 480 • Problems 481 • Case Study 13.1 The IT Department at Kimble College 483 • Case Study 13.2 The Superconducting Supercollider 484 • Case Study 13.3 “Dear Mr. President—Please cancel our project!”: The Honolulu Elevated Rail Project 485 • Internet Exercises 487 • MS Project Exercises 487 • PMP Certification Sample Questions 488 • Answers 489 • Appendix 13.1: Earned Schedule 489 • Notes 494 xi xii Contents Chapter 14 PROJECT CLOSEOUT AND TERMINATION 496 PROJECT PROFILE: Amazon’s Golden Touch Fails with a High-Tech Gadget Introduction 497 Types of Project Termination 496 498 ?? BOX 14.1: Project Managers in Practice 498 Natural Termination—the Closeout Process 500 Finishing the Work 500 Handing Over the Project 500 Gaining Acceptance for the Project 501 Harvesting the Benefits 501 Reviewing How It All Went 502 Putting It All to Bed 504 Disbanding the Team 504 What Prevents Effective Project Closeouts? 505 Early Termination for Projects 505 Making the Early Termination Decision 507 PROJECT PROFILE: Aftermath of a “Feeding Frenzy”: Dubai and Canceled Construction Projects 508 Shutting Down the Project 509 Allowing for Claims and Disputes 510 ?? BOX 14.2: Project Management Research in Brief Preparing the Final Project Report 513 Conclusion 514 511 Summary 514 • Key Terms 515 • Discussion Questions 515 • Case Study 14.1 New Jersey Kills Hudson River Tunnel Project 516 • Case Study 14.2 The Project That Wouldn’t Die 517 • Case Study 14.3 The Navy Struggles to Avoid Cancellation of its Littoral Combat Ship Program 518 • Internet Exercises 519 • PMP Certification Sample Questions 520 • Answers 521 • Appendix 14.1: Sample Pages from Project Sign-off Document 522 • Notes 526 Appendix A The Cumulative Standard Normal Distribution 528 Appendix B Tutorial for MS Project 2016 529 Appendix C Project Plan Template 539 Glossary 543 Company Index Name Index Subject Index 553 555 559 PREFACE Project management has become central to operations in industries as diverse as construction and information technology, architecture and hospitality, and engineering and new product development; therefore, this text simultaneously embraces the general principles of project management while addressing specific examples across the wide assortment of its applications. This text approaches each chapter from the perspective of both the material that is general to all disciplines and project types and that which is more specific to alternative forms of projects. One way this is accomplished is through the use of specific, discipline-based examples to illustrate general principles as well as the inclusion of cases and Project Profiles that focus on more specific topics, such as, Chapter 5’s treatment of IT “death march” projects (see Box 5.1 below). Scope Reporting 177 BOX 5.1 Project Management Research in Brief Information Technology (IT) Project “Death Marches”: What Is Happening Here? Every year, billions of dollars are spent on thousands of information technology (IT) projects worldwide. With the huge emphasis on IT products and advances in software and hardware systems, it is no surprise that interest in this field is exploding. Under the circumstances, we would naturally expect that, given the importance of IT projects in both our corporate and everyday lives, we are doing a reasonably good job of implementing these critical projects, right? Unfortunately, the answer is a clear “no.” In fact, IT projects have a terrible track record for delivery, as numerous studies have shown. How bad? The average IT project is likely to be 6 to 12 months behind schedule and 50% to 100% over budget. Of course, the numbers vary with the size of the project, but the results still suggest that companies should expect their IT projects to lead to wasted effort, enormous delays, burnout, and many lost weekends while laboring for success with the cards stacked the other way. What we are referring to here are “death march” projects. The death march project is typically one in which the project is set up for failure through the demands or expectations that the company places on it, leaving the intention that the project team will pull off a miracle. The term death march invokes images of team members wearily trudging along mile after mile, with no possibility of successful conclusion in sight. Death march projects are defined as projects “whose parameters exceed the norm by at least 50%.” In practical terms, this can mean: • The schedule has been compressed to less than half the amount estimated by a rational estimating process (e.g., the schedule suggests it should take one year to complete the project, but top management shrinks the schedule to six months). • The project team staffing has been reduced to half the number that normally would be assigned to a project of this size and scope (e.g., a project manager needing 10 resources is instead given only 5). • The budget and other necessary resources are cut in half (e.g., as a result of downsizing and other cost-cutting exercises in the company, everyone is expected to “do more with less”, or competitive bidding to win the contract was so intense that when the smoke cleared the company that won the project did so at such a cut-rate price that it cannot possibly hire enough people to make it work). The result of any or all of these starting conditions is a virtual guarantee that the project will fail. The prevalence of death march projects begs the question: Why are death march projects so common, and why do they continue to occur? According to the research, there are a number of reasons: 1. Politics—the project may be the result of a power struggle between two ambitious senior executives, or it may have been set up to fail as a form of revenge upon some manager. In these cases, the project manager just gets caught in the blast zone. 2. Naïve promises made by marketing executives or inexperienced project managers—inexperience can result in all sorts of promises made, including those that are impossible to fulfill. In order to impress the boss, a new project manager may promise more than he can deliver. Marketing managers who are concerned with sales and how to improve them may think, “what’s a little exaggerated promise if it closes the deal?” 3. Naïve optimism of youth—a technical hotshot who is ambitious and feeling particularly cocky one day may make exaggerated promises that quickly result in the project team getting in over its head. Optimism is no substitute for careful planning. 4. The “start-up” mentality of fledgling entrepreneurial companies—start-up firms come loaded with energy, enthusiasm, and an aggressive, get-it-going attitude. When that mentality translates into projects, however, problems can occur. Entrepreneurial approaches to managing projects may ignore critical planning and detailed advance preparation that no experienced project Students in sacrifice. project management classes come from a wide and diverse cross section of unimanager would versity and career tracks. Schools of health, administration, business, 5. Themajors “Marine Corps” mentality, aka “real programmers don’t needpublic sleep”—this attitude emphasizes bravado as aarchitecture substitute for evaluation. The hyperoptimistic schedule or budget is not an accident, it is a deliberate manifestation of all an aggressive and the built environment, engineering, information systems, and hospitality are adding attitude project that says, “If you can’t handle it, you don’t belong here”. management courses to their catalogs in response to the demands from organizations and profes6. Intense competition caused by globalization—the appearance of new, international competitors often comes as a rude awakensionaling groups their value for students’ careers. Whyforhas become when it that is firstsee experienced. Many firms respond withfuture radical moves that push rapidproject technicalmanagement advances or “catching up” behaviors, in numerous newinterest death march projects. a discipline ofresulting such tremendous and application? The simple truth is that we live in a “pro7. Intense competition caused by the appearance of new technologies—as new opportunities emerge through new technologies, jectized” world. Everywhere we look, we see people engaged in project management. In fact, project some firms jump into them eagerly without first understanding their capacities, scalability for larger projects, and limitations. management become anofintegral part of practically every firm’s business model. The result ishas an endless game exploiting “opportunities” without fully comprehending them or the learning curve for using new technologies. This text takes a holistic, integrated approach to managing projects, exploring both technical Intense pressure caused by unexpected government regulations—government-mandated death march projects occur through a and8.managerial challenges. It not only emphasizes individual project execution, but also provides a failure of top management to anticipate new regulations or mandates, or worse, to put off any efforts to comply with them until strategic perspective, withNew which to or manage projects at laws, bothforthe program deadlines have alreadydemonstrating been set, even if theythe see means them coming. pollution carbon-energy controls example, may lead to huge projects with looming deadlines because the company put off any efforts to self-regulate until the last minute. and portfolio levels. 9. Unexpected and/or unplanned crises—any number of crises can be anticipated with sufficient advance planning. Examples of crises that can severely affect project delivery are the loss of key project team personnel midway through the project’s development or the bankruptcy of a key supplier. Some crises, of course, are unpredictable by definition, but all too often the crisis that xiii xiv Preface At one time, project management was almost exclusively the property of civil and construction engineering programs where it was taught in a highly quantitative, technical manner. “Master the science of project management,” we once argued, “and the ‘art’ of project management will be equally clear to you.” Project management today is a complex “management” challenge requiring not only technical skills but a broad-based set of people skills as well. Project management has become the management of technology, people, culture, stakeholders, and other diverse elements necessary to successfully complete a project. It requires knowledge of leadership, team building, conflict resolution, negotiation, and influence in equal measure with the traditional, technical skill set. Thus, this textbook broadens our focus beyond the traditional project management activities of planning and scheduling, project control, and termination, to a more general, inclusive, and, hence, more valuable perspective of the project management process. NEW TO THIS EDITION New Features • • • • • • • • • • • • Sustainability in Project Management Employability Skills Project Management Ethics MS Project 2016 Step-by-Step Tutorials New Project Managers in Practice Profiles Project Portfolio selection Expanded discussion of Agile project management Updated problems in chapters Updated Internet Exercises Expanded PMP Certification Exam sample questions New project management cases All MS Project examples and screen captures updated to MS Project 2016 Updated Project Profiles and Cases Chapter 1: Introduction: Why Project Management? • Development Projects that are Transforming Africa • President Obama Signs the Program Management Improvement and Accountability Act • London’s Crossrail: Europe’s Largest Construction Project Chapter 2: The Organizational Context: Strategy, Structure, and Culture • The Airbus A-380: A Failure of Strategy? • Electronic Arts and the Power of Strong Culture in Design Teams Chapter 3: Project Selection and Portfolio Management • Project Selection Procedures: A Cross-Industry Sampler Chapter 4: Leadership and the Project Manager • NASA Taps a Leader with the Right Stuff to Run Their Mars 2020 Project • Leading by Example for the London Olympics—Sir John Armitt • Brazilian Construction Giant Caught in Wide-Spread Corruption Scandal Chapter 5: Scope Management • Berlin’s Brandenburg Willy Brandt International Airport • Nicaragua’s Canal and Sustainability Challenges • Boeing’s Virtual Fence • California’s High-Speed Rail Project • The Expeditionary Fighting Vehicle Chapter 6: Project Team Building, Conflict, and Negotiation • Team Building Events – Heli-Skiing and Zombie Apocalypses • Engineers Without Borders: Project Teams Impacting Lives Preface Chapter 7: Risk Management • Samsung’s Galaxy Note 7 – Failure to Manage a New Product for Risk • Japan Decommissions a $9 Billion Nuclear Reactor that was Hardly Used • Collapse of Shanghai Apartment Building • The Building That Melted Cars Chapter 8: Cost Estimation and Budgeting • New York City’s Second Avenue Subway – Two Miles Completed for Only $5 Billion Spent • Sochi Olympics—What’s the Cost of National Prestige? • The Hidden Costs of Infrastructure Projects: The Case of Building Dams Chapter 9: Project Scheduling: Networks, Duration Estimation, and Critical Path • Preparing for a Major Golf Tournament – It’s a Long Road to the First Tee • Moving the Historic Capen House Chapter 10: Project Scheduling: Lagging, Crashing, and Activity Networks • Kiruna, Sweden – A Town on the Move! Chapter 11: Critical Chain Project Scheduling • General Electric – Using Agile Methods to Speed New Project Delivery • Eli Lilly Pharmaceutical’s Commitment to Critical Chain Project Scheduling Chapter 12: Resource Management • Environmental Concerns and Political Leadership Impact Fossil Fuel Project Cancellations • “First Come, First Served”: Resource Challenges for Sunrise Restoration Chapter 13: Project Evaluation and Control • U.S. Army Can’t Track Spending on its Spending Tracker Project • Earned Value Management at Northrop Grumman • Dear Mr. President—Please cancel our project!: The Honolulu Elevated Rail Project Chapter 14: Project Closeout and Termination • Amazon’s Golden Touch Fails with a High-Tech Gadget • Aftermath of a “Feeding Frenzy”—Dubai and Cancelled Construction Projects • New Jersey Kills Hudson River Tunnel Project • The Navy Struggles to Avoid Cancellation of its Littoral Combat Ship Program SOLVING TEACHING AND LEARNING CHALLENGES Projects continue to drive innovation and advances in human development globally. Evidence from businesses, government offices, public and private organizations, and volunteer groups all point to the way in which project-based work has become central to the challenges new generations of college graduates will face. Many students initially have a difficult time understanding why projects form such a central theme in their current academic undertakings and how these project challenges will continue to grow as they move into the workforce. In project management courses in business, engineering, health administration, hospitality, and science programs, the challenge faculty and students often face is to personalize these ideas to the roles their students are preparing to undertake. Moreover, one of the principal challenges of effectively teaching project management is to understand that project management duties are broad and diverse; most particularly, they require computational, software, and organizational/behavioral knowledge. Some of our students are quickly able to understand the computational elements of using mathematical models to select projects, developing schedules and networks, using Microsoft Project and other software packages, and tracking projects, while finding the “people” skills in leading a project team daunting. Alternatively, other students are comfortable with financial and managerial concepts but experience more difficulty in transitioning to statistical, software, or arithmetic challenges. The fascinating nature of project management is that it requires students to develop a mastery of both the “people” and “numbers” sides of the discipline. Short of the CEO’s office, in no other position in an organization are the duties as broad and diverse as those found in the project manager role—developing xv xvi Preface strategies, financing, planning, budgeting, negotiating, leading, controlling, and motivating—these are all routine responsibilities of project managers. To illustrate the computational challenges of project management, we provide many chapters, cases, and examples of how to use financial models to select a project portfolio, how to develop project networks and identify the critical path, how to use MS Project to engage its planning and tracking tools, and how to employ earned value and other methods for accurately determining the status of projects. Managerial challenges are addressed through chapters, profiles, and cases that highlight leadership, stakeholder management, team development, conflict and negotiation, ethical challenges, and project sustainability. Project management is a dynamic undertaking. We employ a simple visual device (see Figure 1.12 below) to demonstrate the manner in which technical and managerial challenges intermingle, as the project moves through its development cycle. Referring to this visual can help students understand the project life cycle and project manager duties across its development. Foundation Planning Implementation Termination FIGURE 1.12 To support these teaching initiatives, the text employs a wide variety of pedagogical approaches, including tutorials and screen captures of Microsoft Project for scheduling and project status updating, problems, an integrated project plan to show students how to develop and plan their own projects, templates for planning and project charters, and other devices to support student learning and computational skills. Additionally, the text uses cases and profiles of current examples of projects from a wide variety of industries. Just as projects are ubiquitous across a wide variety of industries, the cases and examples in this text cover new product development, construction and infrastructure, hospitality, software and programming, as well as many other project examples. The cases and profiles were deliberately created to demonstrate the breadth of project challenges in order to reinforce for students that regardless of their undergraduate degree or career aspirations, they will be heavily involved in project-based work. • Project Profiles—Each chapter contains one or more Project Profiles that highlight current examples of project management in action. Some of the profiles reflect on significant achievements; others detail famous (and not-so-famous) examples of project failures. Because they cover diverse ground (IT projects, construction, new product development, and so forth), there should be at least one profile per chapter that is meaningful to the class’s focus. There is a deliberate effort made to offer a combination of project success stories and project failures. While successful projects can be Preface xvii instructive, we often learn far more from examining the variety of reasons why projects fail. As much as possible, these stories of success and failure are intended to match up with the chapters to which they are attached. For example, as we study the uses of projects to implement corporate strategy, it is useful to consider the current status of Airbus’s A380, the massively expensive, double-decker aircraft that appears to be ripe for early cancellation because of mediocre sales. • Cases—At the end of each chapter are some final cases that take specific examples of the material covered in the chapter and apply them in the alternate format of case studies. Some of the cases are fictitious, but the majority of them are based on real situations, even where aliases mask the real names of organizations. These cases include discussion questions that can be used either for homework or to facilitate classroom discussions. There are several “classic” project cases as well, highlighting some famous (and infamous) examples of projects whose experiences have shaped our understanding of the discipline and its best practices. Project Termination Issues Emotional Intellectual Staff Client Fear of no future work Change in attitude Loss of interest in remaining tasks Loss of interest in project Loss of project–derived motivation Change in personnel dealing with project Loss of team identity Unavailability of key personnel Selection of personnel to be reassigned Diversion of effort Internal External Identification of remaining deliverables Agreement with client on remaining deliverables Certification needs Agreement with suppliers on outstanding commitments Identification of outstanding commitments Communicating closure Control of charges to project Closing down facilities Screening of partially completed tasks Determination of requirements for audit trail data Closure of work orders and work packages Disposal of unused material • Integrated Project Exercises—Many of the chapters include an end-of-chapter feature that is unique to this text: the opportunity to develop a detailed project plan. A very beneficial exercise in project management classes is to require students, either in teams or individually, to learn the mechanics of developing a detailed and comprehensive project plan, including scope, scheduling, risk assessment, budgeting, and cost estimation. The Integrated Project exercises afford students the opportunity to develop such a plan by assigning these activities and illustrating a completed project (ABCups, Inc.) in each chapter. Thus, students are assigned their project planning activities and have a template that helps them complete these exercises. Lastly, this text supports the employability skills goal that Pearson actively promotes in its publications by linking to important materials and knowledge from the Project Management Institute, the world’s largest professional project management association. The text uses terminology for their Project Management Body of Knowledge (PMBoK), employs the PMBoK glossary of terms, and includes an expanded set of sample Project Management Professional (PMP) certification exam questions at the end of most chapters. Faculty can demonstrate that these chapters highlight critical wbs/ and ve Work ally warn es? What eakdown ctively? nical%20 creating a gy Sector the critihat would considerployment ult/files/ cumentaement for is project n? xviii Preface project management duties but also point to the professionalism opportunities from project management careers. Internet Exercises 195 c. 5.19 5.20 5.21 EPT: anager for nd wants in. How 5.22 5.23 WBS) t of Work roceeding ope for his e doing? y have all scope reporting methods • Inclusion of Sample PMP Certification Exam Questions—The d. Identifying all necessary vendors for any outsourcing that must be done Project Management Professional (PMP) certification represents A hospital expansion is being planned for a community. the highest standard of professional qualification for a practicAs part of the scope of this project, it will be necessary to close down the access routes into the emergency room for ing project...
