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Author:   Harold Kerzner (Baldwin-Wallace College, Berea, OH)
Publisher:   John Wiley & Sons Inc
Imprint:   John Wiley & Sons Inc
Edition:   7th edition
Dimensions:   Width: 15.20cm , Height: 3.80cm , Length: 22.40cm
Weight:   1.043kg
ISBN:  

9781394294411

ISBN 10:   1394294417
Pages:   896
Publication Date:   20 March 2025
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   Available To Order  
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Table of Contents

Preface xv 1 Project Management Methodologies 1 Lakes Automotive 3 Ferris HealthCare, Inc. 5 Clark Faucet Company 7 Creating a Methodology 11 Honicker Corporation 15 Acquisition Problem 19 Zane Corporation 29 2 Implementation of Project Management 33 Kombs Engineering 35 Williams Machine Tool Company 37 The Reluctant Workers 39 Macon, Inc. 41 Cordova Research Group 43 Cortez Plastics 45 The Enterprise Resource Planning Project 47 The Prioritization of Projects 55 Selling Executives on Project Management 57 The New CIO 61 The Invisible Sponsor 65 The Trade- off Decision (A) 69 The Trade- off Decision (B) 73 The Project Audit 75 Brenda’s Dilemma 79 The Information Overflow Dilemma 81 Impact of the Assumptions 83 3 Project Management Cultures 85 Como Tool and Die (A) 87 Como Tool and Die (B) 91 Apache Metals, Inc. 95 Haller Specialty Manufacturing 97 Coronado Communications 99 Radiance International 103 The Executive Director 107 Redstone Inc. 113 The Lack of Information 117 Cultivating Servant Leaders at Acme Industries 119 4 Project Management Organizational Structures 121 Quasar Communications, Inc. 123 Fargo Foods 129 Government Project Management 133 Falls Engineering 135 White Manufacturing 141 Martig Construction Company 143 Dixon Aerospace 145 Managing Project Resources in Government Agencies 147 5 Negotiating for Resources 151 Ducor Chemical 153 American Electronics International 157 The Carlson Project 161 Communication Failures 163 6 Project Estimating 167 Capital Industries 169 Small- Project Cost Estimating at Percy Company 173 Cory Electric 175 Camden Construction Corporation 179 The Estimating Problem 183 The Singapore Software Group (A) 185 The Singapore Software Group (B) 191 The Singapore Software Group (C) 193 The Singapore Software Group (D) 195 To Bid or Not to Bid 197 7 Project Planning 201 Greyson Corporation 203 Teloxy Engineering (A) 209 Teloxy Engineering (B) 211 Payton Corporation 213 Kemko Manufacturing 215 Chance of a Lifetime 219 The Phoenix Project 223 8 Project Scheduling 225 Crosby Manufacturing Corporation 227 The Scheduling Dilemma 231 9 Project Execution 235 The Blue Spider Project 237 Corwin Corporation 253 Quantum Telecom 265 The Trophy Project 267 Margo Company 271 Project Overrun 273 The Automated Evaluation Project 275 The Rise, Fall, and Resurrection of Iridium: A Project Management Perspective 279 Health Care Partners, Inc. 311 McRoy Aerospace 317 The Poor Worker 321 The Prima Donna 323 The Team Meeting 325 The Management Control Freak 327 The Skills Inventory Project 331 The Brainstorming Meeting 333 Skills Needed for Managing a Complex Government Project 335 10 Controlling Projects 339 The Two- Boss Problem 341 The Bathtub Period 343 Irresponsible Sponsors 345 The Need for Project Management Metrics (A) 347 The Need for Project Management Metrics (B) 353 The Need for Project Management Metrics (C) 359 The Need for Project Management Metrics (D) 363 The Need for Project Management Metrics (E) 367 The Need for Project Management Metrics (F) 371 The Need for Project Management Metrics (G) 377 The Need for Project Management Metrics (H) 381 11 Project Risk Management 385 The Space Shuttle Challenger Disaster 387 Packer Telecom 435 Luxor Technologies 437 Altex Corporation 441 Acme Corporation 445 The Risk Management Department 449 Sandora Company 453 12 Conflict Management 457 Facilities Scheduling at Mayer Manufacturing 459 Scheduling the Safety Lab 463 Telestar International 465 The Problem with Priorities 467 Conflict Resolution at Smart Mart 469 13 Morality and Ethics 473 The Project Management Lawsuit 475 Managing Crisis Projects 477 Is It Fraud? 493 The Management Reserve 497 Jill’s Dilemma 501 Nora’s Dilemma 503 14 Managing Scope Changes 507 The Berlin Brandenburg Airport 509 Sierra Telecom 521 Change Management 525 15 Wage and Salary Administration 527 Photolite Corporation (A) 529 Photolite Corporation (B) 533 Photolite Corporation (C) 537 Photolite Corporation (D) 543 First Security Bank of Cleveland 549 Jackson Industries 553 16 Time Management 557 Time Management Exercise 559 17 Managing Innovation Projects 579 The Government Think Tank 581 LXT International 585 Lego: Brand Management 589 Lockheed’s Skunk Works 607 Acquisition Frenzy and Dynamic Growth at ComeNet 617 Bridging the Skills Gap in Global Innovations Incorporated (GII) 619 18 Assessing Project Management Maturity 621 Simone Engineering Company 623 NorthStar Software Company 625 19 Industry Specific: Construction 627 Robert L. Frank Construction Company 629 The Lyle Construction Project 639 20 Industry Specific: Disney Theme Parks 649 Disney (A): Imagineering Project Management 651 Disney (B): Imagineering Project Management in Action: The Haunted Mansion 663 Disney (C): Disney Theme Parks and Enterprise Environmental Factors 681 Disney (D): The Globalization of Disneyland 701 Disney (E): Ocean Park Hong Kong: Competing against Disney 717 21 Industry Specific: the Olympic Games 723 Olympics (A): Would You Want to Manage Projects for the City Hosting the Olympic Games? 725 Olympics (B): The Olympics, Project Management, and PMI’s Code of Ethics and Professional Conduct 755 Olympics (C): Would you Want to Manage Projects for the Feeding of Athletes in the Olympic Village? 761 Olympics (D): Managing Health Risks for Some Olympic Venues 771 22 Industry Specific: the Commercial Aircraft Industry 777 Boeing 787 Dreamliner Battery Issues 779 Airbus A380 789 23 Industry Specific: Agile/scrum/hybrid Project Management 809 Agile (A): Understanding Implementation Risks 811 Agile (B): Project Management Mind- set 819 Agile (C): Managing and Reporting Project Agility 821 Working in a Hybrid Environment 827 A New Project Management Methodology 829 The Agile Transformation 831 ClinWare Hybrid Project Management 833 XYZ Tech Solutions – Transitioning to Hybrid Work 837 Signals Inc. 839 24 Artificial Intelligence 843 Kane Corporation (A) 845 Kane Corporation (B) 849 FinTech Innovations Digital Banking Transformation with Performance Metrics 853 EchoTech Renewable Energy Project with Vendor Assessment 857 GreenGro – Cultivating Growth with Responsible AI 859 Name Index 861 Subject Index 865

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Author Information

Harold Kerzner, PhD, is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner’s profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP® or global equivalent each year.

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