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At the top of your paper provide the reference to your Journal Article. Use a scholarly source as described above. Utilizing a non-scholarly/non-peer-reviewed source will result in significant point deduction.IntroductionGive a brief overview of the chapter of Kloppenborg covered for the weekChapter 4 “Organizational Capability: Structure, Culture and Roles”Chapter 5 “Leading and Managing Teams”Chapter 6 “Stakeholder Analysis and Communication Planning”Be sure to cite any reference to the text. Include the text in a reference section at the end.Summary (cite article when appropriate)Give a summary of the article or case study.Relevant Points (cite article when appropriate)Identify the relevant points of the article or case study that coincide with the chapter covered for the week.CritiqueProvide a balanced criticism of the article or case study. What were the strengths and weaknesses of the study? How do the findings support the field of project management? How could it have been altered to better support the field?Application of Concept(s)Apply the concept(s) to your career, field, industry, etc. Provide a real world application not a general statement. This section should demonstrate how you can take the findings of this article or case study and utilize them in a practical way in your career, field or practice. Make the application specific to your own experience. Do not just provide a general overview of the usefulness of the findings. Be specific; not general.References (this does not count toward the required paper length)Every paper typed in this course should be in APA formatting (title page, reference page, NO abstract page, in-text citations, running head, page numbers, Times New Roman 12 font, 1 inch margins, double-spacing, etc…).Lastly, add the summary of the research paper that you developed about 300 words. Do not copy the research paper itself.s
20190516004908810._contemporary_project_management_4th_edition___timothy_kloppenborg__1_.pdf

reconciling_the_views_of_project_success.pdf

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Contemporary
Project Management
FOURTH EDITION
Timothy J. Kloppenborg

Vittal Anantatmula

Kathryn N. Wells
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter
MS Project
3
MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7
Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8
Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9
Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10
Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12
Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14
Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15
Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11
Project life cycle 7–10, 62–64
Projects and strategic planning 33–37
Organizational influences 102–110
Portfolio and program management 37–42
®
PMBOK Guide, 6th ed. Coverage
Knowledge
Areas
Project
Integration
Management
Initiating
Process
Group
Develop
Project
Charter
60–79
Planning Process Group
Develop Project Management Plan
409–410
Executing Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
Direct and Manage
Project Work 459–460
Manage Project
Knowledge 192–193,
504–508
Monitor and Control
Project Work 460–462
Perform Integrated
Change Control
229–232, 462–463
Close
Project
or Phase
503,
508–511
Project Scope
Management
Plan Scope Management 211–212
Collect Requirements 212–216
Define Scope 216–220
Create WBS 220–229
Validate Scope
500–501
Control Scope
475–476
Project
Schedule
Management
Plan Schedule Management 246
Define Activities 249–253
Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Control Schedule
476–480
Project Cost
Management
Plan Cost Management 329–330
Estimate Costs 330–341
Determine Budget 342–344
Control Costs 345,
476–480
Project Quality
Management
Plan Quality Management 401–404
Manage Quality
404–406, 469–474
Control Quality
406–409, 469–474
Project
Resources
Management
Plan Resource Management 290–295
Estimate Activity Resources 290
Aquire Resources
138–141
Develop Team 141–157
Manage Team 157–161
Control Resources 476
Project Communications
Management
Plan Communications Management
188–192
Manage
Communications
193–199, 465–467
Monitor
Communications
467–468
Project Risk
Management
Plan Risk Management 360–366
Identify Risks 75, 366–368
Perform Qualitative Risk Analysis 75,
368–372
Perform Quantitative Risk Analysis
372–373
Plan Risk Responses 75, 373–377
Implement Risk
Responses 464–465
Monitor Risks
463–464
Project
Procurement
Management
Plan Procurement Management
431–433, 438–441
Conduct
Procurements
434–438
Control Procurments
441
Plan Stakeholder Engagement 184–186
Manage Stakeholder
Engagement 187–188
Monitor Stakeholder
Engagement 188
Project Stakeholder
Management
Identify
Stakeholders 75–77,
178–184
® Guide), 6th ed. (Newtown Square, PA: Project Management
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK
Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Contemporary Project
Management
ORGANIZE
LEAD
PLAN
PERFORM
FOURTH EDITION
TIMOTHY J. KLOPPENBORG
Xavier University
VITTAL ANANTATMULA
Western Carolina University
KATHRYN N. WELLS
Keller Williams Real Estate
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Contemporary Project Management,
Fourth Edition
2019 2015
Timothy J. Kloppenborg
Cengage Learning Customer & Sales Support, 1-800-354-9706
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02210
40
125
www.cengage.com.
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Printed in the United States of America
Print Number: 01
Print Year: 2017
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter
MS Project
3
MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7
Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8
Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9
Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10
Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12
Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14
Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15
Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11
Project life cycle 7–10, 62–64
Projects and strategic planning 33–37
Organizational influences 102–110
Portfolio and program management 37–42
®
PMBOK Guide, 6th ed. Coverage
Knowledge
Areas
Project
Integration
Management
Initiating
Process
Group
Develop
Project
Charter
60–79
Planning Process Group
Develop Project Management Plan
409–410
Executing Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
Direct and Manage
Project Work 459–460
Manage Project
Knowledge 192–193,
504–508
Monitor and Control
Project Work 460–462
Perform Integrated
Change Control
229–232, 462–463
Close
Project
or Phase
503,
508–511
Project Scope
Management
Plan Scope Management 211–212
Collect Requirements 212–216
Define Scope 216–220
Create WBS 220–229
Validate Scope
500–501
Control Scope
475–476
Project
Schedule
Management
Plan Schedule Management 246
Define Activities 249–253
Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Control Schedule
476–480
Project Cost
Management
Plan Cost Management 329–330
Estimate Costs 330–341
Determine Budget 342–344
Control Costs 345,
476–480
Project Quality
Management
Plan Quality Management 401–404
Manage Quality
404–406, 469–474
Control Quality
406–409, 469–474
Project
Resources
Management
Plan Resource Management 290–295
Estimate Activity Resources 290
Aquire Resources
138–141
Develop Team 141–157
Manage Team 157–161
Control Resources 476
Project Communications
Management
Plan Communications Management
188–192
Manage
Communications
193–199, 465–467
Monitor
Communications
467–468
Project Risk
Management
Plan Risk Management 360–366
Identify Risks 75, 366–368
Perform Qualitative Risk Analysis 75,
368–372
Perform Quantitative Risk Analysis
372–373
Plan Risk Responses 75, 373–377
Implement Risk
Responses 464–465
Monitor Risks
463–464
Project
Procurement
Management
Plan Procurement Management
431–433, 438–441
Conduct
Procurements
434–438
Control Procurments
441
Plan Stakeholder Engagement 184–186
Manage Stakeholder
Engagement 187–188
Monitor Stakeholder
Engagement 188
Project Stakeholder
Management
Identify
Stakeholders 75–77,
178–184
® Guide), 6th ed. (Newtown Square, PA: Project Management
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK
Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Brief Contents
Preface xx
About the Authors xxix
PART
PART
PART
1
Organizing Projects
1
Introduction to Project Management
2
Project Selection and Prioritization 32
3
Chartering Projects 60
2
Leading Projects
4
Organizational Capability: Structure, Culture, and Roles 100
5
Leading and Managing Project Teams 136
6
Stakeholder Analysis and Communication Planning 176
3
Planning Projects
7
Scope Planning 210
8
Scheduling Projects
9
Resourcing Projects 286
2
244
10
Budgeting Projects
11
Project Risk Planning 358
12
Project Quality Planning and Project Kickoff 386
PART
4
328
Performing Projects
13
Project Supply Chain Management
14
Determining Project Progress and Results 456
15
Finishing the Project and Realizing the Benefits
Appendix
Appendix
Appendix
Appendix
Appendix
A
B
C
D
E
426
498
PMP and CAPM Exam Prep Suggestions 522
Agile Differences Covered 527
Answers to Selected Exercises 532
Project Deliverables 537
Strengths Themes As Used in Project Management
Index 539
[Available Online]
v
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Project Customer Tradeoff Matrix
1.2 Foundational Elements
Life Cycle and Development Approach
Elevator Pitch
2.4 Organizational Systems
3.4 Project Manager Competencies
Selecting Projects
Integration
Leader Roles and Responsibilities
Project Selection and Prioritization Matrix
Project Resource Assignment Matrix
4.1 Develop
Project Charter
Charter
Assumptions Log
4.2 Develop Project Management Plan
5.1 Plan
Scope
Management
Scope
5.2 Collect
Requirements
Requirements Documents
Scope
6.1 Plan
Schedule
Management
Schedule
Activities
7.1 Plan
Cost
Management
Quality
8.1 Plan
Quality
Management
Resources
9.1 Plan
Resource
Management
10.1 Plan
Communications
Management
Communication
12.1 Plan
Procurement
Management
Procurement
13.1 Identify
Stakeholders
Stakeholder
Register
Duration
Estimates
7.3 Determine
Budget
Network
6.3 Sequence
Activities
6.5 Develop
Schedule
Schedule Baseline
Cost Baseline
Quality
Mgt.
Plan
RACI
Team
Charter
Communications
Matrix
11.1 Plan
Risk
Management
Risk
Stakeholders
7.2 Estimate
Costs
Scope
Statement
Activity List
Milestone List
6.4 Estimate
activity
Durations
Cost
5.4 Create
WBS
9.2 Estimate
Activity
Resources
11.2 Identify
Risks
Risk Register
11.3 Perform
Qualitative
Risk Analysis
Bid
Documents
Make or Buy
Analysis
Resource Requirements
11.5 Plan
Risk
Responses
11.4 Perform
Quantitative
Risk Analysis
13.2 Plan
Stakeholder
Stakeholders
Engagement
Engagement Assessment Matrix
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Realizing
s
PM Plan Baselines Life Cycle
and Development Approach
4.5 Monitor and
Control
Project Work
4.3 Direct and Manage
Project Work
4.4 Manage Project
Knowledge
s
Analysis
Lessons
Learned
Register
4.7 Close Project Closure
Documents
or Phase
Customer
Feedback
Transition Plan
4.6 Perform
Integrated
Change Control
Retrospectives
Scope
Baseline with WBS
5.5 Validate
Scope
5.6 Control
Scope
6.6 Control
Schedule
Resource Histogram
Project Crashing
7.4 Control
Costs
Quality
Reports
8.2 Manage
Quality
8.3 Control
Quality
Scope
Backlog
Burn
Down/Up
Charts
Earned Value
Analysis
Quality
Measurements
9.3 Acquire
Resources
9.4 Develop
Team
Team
Assessments
Team
Assignments
9.6 Control
Resources
9.5 Manage
Team
10.2 Manage
Communications
Agendas
Minutes
Issues Log
Meeting Evaluation
10.3 Monitor
Communications Change
Requests
Progress Report
11.6 Implement
Risk Responses
11.7 Monitor
Risks
12.2 Conduct
Procurements
12.3 Control
Procurements
13.3 Manage
Stakeholder
Engagement
Source
Selection
Matrix
13.4 Monitor
Stakeholder
Engagement
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xx
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix
PART
CHAPTER
1
Organizing Pro …
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