This is the latest edition of the bestselling "bible" of project management. This "Tenth Edition" maintains the streamlined approach of the prior editions while moving the content closer to the forthcoming fourth edition of PMIs Project Management Body of Knowledge (PMOBOK). Changes to this edition include adding new sections on "scope changes," "exiting a project," "collective belief," "managing virtual teams," and many more. Increased sidebars align with the PMOBOK and the PMP Exam, and a new table informs students how to best use this book to study for the Exam.

This is the latest edition of the bestselling 'bible' of project management. This Tenth Edition maintains the streamlined approach of the prior editions while moving the content closer to the forthcoming fourth edition of PMI's Project Management Body of Knowledge (PMOBOK). Changes to this edition include adding new sections on 'scope changes,' 'exiting a project', 'collective belief,' 'managing virtual teams,' and many more. Increased sidebars align with the PMOBOK and the PMP Exam, and a new table informs students how to best use this book to study for the Exam.

• Preface. 1. OVERVIEW. 1.0 Introduction. 1.1 Understanding Project Management. 1.2 Defining Project Success. 1.3 The Project Manager-Line Manager Interface. 1.4 Defining the Project Manager's Role. 1.5 Defining the Functional Manager's Role. 1.6 Defining the Functional Employee's Role. 1.7 Defining the Executive's Role. 1.8 Working with Executives. 1.9 The Project Manager as the Planning Agent. 1.10 Project Champions. 1.11 The Downside of Project Management. 1.12 Project-Driven versus Non-Project-Driven Organizations. 1.13 Marketing in the Project-Driven Organization. 1.14 Classification of Projects. 1.15 Location of the Project Manager. 1.16 Differing Views of Project Management. 1.17 Concurrent Engineering: A Project Management Approach. 1.18 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. Case Study. Williams Machine Tool Company. 2. PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS. 2.0 Introduction. 2.1 General Systems Management. 2.2 Project Management: 1945-1960. 2.3 Project Management: 1960-1985. 2.4 Project Management: 1985-2009. 2.5 Resistance to Change. 2.6 Systems, Programs, and Projects: A Definition. 2.7 Product versus Project Management: A Definition. 2.8 Maturity and Excellence: A Definition. 2.9 Informal Project Management: A Definition. 2.10 The Many Faces of Success. 2.11 The Many Faces of Failure. 2.12 The Stage-Gate Process. 2.13 Project Life Cycles. 2.14 Gate Review Meetings (Project Closure). 2.15 Project Management Methodologies: A Definition. 2.16 Organizational Change Management and Corporate Cultures. 2.17 Project Management Intellectual Property. 2.18 Systems Thinking. 2.19 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. 3. ORGANIZATIONAL STRUCTURES. 3.0 Introduction. 3.1 Organizational Work Flow. 3.2 Traditional (Classical) Organization. 3.3 Developing Work Integration Positions. 3.4 Line-Staff Organization (Project Coordinator). 3.5 Pure Product (Projectized) Organization. 3.6 Matrix Organizational Form. 3.7 Modification of Matrix Structures. 3.8 The Strong, Weak, Balanced Matrix. 3.9 Center for Project Management Expertise. 3.10 Matrix Layering. 3.11 Selecting the Organizational Form. 3.12 Structuring the Small Company. 3.13 Strategic Business Unit (SBU) Project Management. 3.14 Transitional Management. 3.15 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. Case Study. Jones and Shephard Accountants, Inc. 4. ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM. 4.0 Introduction. 4.1 The Staffing Environment. 4.2 Selecting the Project Manager: An Executive Decision. 4.3 Skill Requirements for Project and Program Managers. 4.4 Special Cases in Project Manager Selection. 4.5 Selecting the Wrong Project Manager. 4.6 Next Generation Project Managers. 4.7 Duties and Job Descriptions. 4.8 The Organizational Staffing Process. 4.9 The Project Office. 4.10 The Functional Team. 4.11 The Project Organizational Chart. 4.12 Special Problems. 4.13 Selecting the Project Management Implementation Team. 4.14 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. 5. MANAGEMENT FUNCTIONS. 5.0 Introduction. 5.1 Controlling. 5.2 Directing. 5.3 Project Authority. 5.4 Interpersonal Influences. 5.5 Barriers to Project Team Development. 5.6 Suggestions for Handling the Newly Formed Team. 5.7 Team Building as an Ongoing Process. 5.8 Dysfunctions of a Team. 5.9 Leadership in a Project Environment. 5.10 Life-Cycle Leadership. 5.11 Organizational Impact. 5.12 Employee-Manager Problems. 5.13 Management Pitfalls. 5.14 Communications. 5.15 Project Review Meetings. 5.16 Project Management Bottlenecks. 5.17 Communication Traps. 5.18 Proverbs and Laws. 5.19 Human Behavior Education. 5.20 Management Policies and Procedures. 5.21 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. Case Studies. The Trophy Project. Leadership Effectiveness (A). Leadership Effectiveness (B). Motivational Questionnaire. 6. MANAGEMENT OF YOUR TIME AND STRESS. 6.0 Introduction. 6.1 Understanding Time Management. 6.2 Time Robbers. 6.3 Time Management Forms. 6.4 Effective Time Management. 6.5 Stress and Burnout. 6.6 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. Case Study. The Reluctant Workers. 7. CONFLICTS. 7.0 Introduction. 7.1 Objectives. 7.2 The Conflict Environment. 7.3 Conflict Resolution. 7.4 Understanding Superior, Subordinate, and Functional Conflicts. 7.5 The Management of Conflicts. 7.6 Conflict Resolution Modes. 7.7 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. Case Studies. Facilities Scheduling at Mayer Manufacturing. Telestar International. Handling Conflict in Project Management. 8. SPECIAL TOPICS. 8.0 Introduction. 8.1 Performance Measurement. 8.2 Financial Compensation and Rewards. 8.3 Critical issues with rewarding project teams. 8.4 Effective Project Management in the Small Business Organization. 8.5 Mega Projects. 8.6 Morality, Ethics, and the Corporate Culture. 8.7 Professional Responsibilities. 8.8 Internal Partnerships. 8.9 External Partnerships. 8.10 Training and Education. 8.11 Integrated Product/Project Teams. 8.12 Virtual Project Teams. 8.13 Breakthrough Projects. 8.14 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. 9. THE VARIABLES FOR SUCCESS. 9.0 Introduction. 9.1 Predicting Project Success. 9.2 Project Management Effectiveness. 9.3 Expectations. 9.4 Lessons Learned. 9.5 Understanding Best Practices. 9.6 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. 10. WORKING WITH EXECUTIVES. 10.0 Introduction. 10.1 The Project Sponsor. 10.2 Handling Disagreements with the Sponsor. 10.3 The Collective Belief. 10.4 The Exit Champion. 10.5 The In-House Representatives. 10.6 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. Case Study. Corwin Corporation. 11. PLANNING. 11.0 Introduction. 11.1 Validating the Assumptions. 11.2 General Planning. 11.3 Life-Cycle Phases. 11.4 Proposal Preparation. 11.5 Kickoff Meetings. 11.6 Understanding Participants' Roles. 11.7 Project Planning. 11.8 The Statement of Work. 11.9 Project Specifications. 11.10 Milestone Schedules. 11.11 Work Breakdown Structure. 11.12 WBS Decomposition Problems. 11.13 Role of the Executive in Project Selection. 11.14 Role of the Executive in Planning. 11.15 The Planning Cycle. 11.16 Work Planning Authorization. 11.17 Why Do Plans Fail? 11.18 Stopping Projects. 11.19 Handling Project Phaseouts and Transfers. 11.20 Detailed Schedules and Charts. 11.21 Master Production Scheduling. 11.22 Project Plan. 11.23 Total Project Planning. 11.24 The Project Charter. 11.25 Management Control. 11.26 The Project Manager-Line Manager Interface. 11.27 Fast-Tracking. 11.28 Configuration Management. 11.29 Enter price project Management Methodologies. 11.30 Project Audits. 11.31 Studying Tips for the PMI(r) Project Management Certification Exam. Problems. 12. NETWORK SCHEDULING TECHNIQUES. 12.0 Introduction. 12.1 Network Fundamentals. 12.2 Graphical Evaluation and Review Technique (GERT). 12.3 Dependencies. 12.4 Slack Time. 12.5 Network Replanning. 12.6 Estimating Activity Time. 12.7 Estimating Total Project Time. 12.8 Total PERT/CPM Planning. 12.9 Crash Times. 12.10 PERT/CPM Problem Areas. 12.11 Alternative PERT/CPM Models. 12.12 Precedence Networks. 12.13 Lag. 12.14 Scheduling Problems. 12.15 The Myths of Schedule Compression. 12.16 Understanding Project Management Software. 12.17 Sof