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Đây là tài liệu để phục vụ cho việc giảng dạy và học tập môn Quản lý dự án cho kỹ sư. Tài liệu được soạn bởi Erik W. Larson và Clifford F. Gray, gồm có các phần chính: Preface vii 1. Modern Project Management 2 2. Organization Strategy and Project Selection 22 3. Organization: Structure and Culture 64 4. Defining the Project 100 5. Estimating Project Times and Costs 126 6. Developing a Project Plan 156 7. Managing Risk 210 8. Scheduling Resources and Costs 252 9. Reducing Project Duration 304 10. Leadership: Being an Effective Project Manager 338 11. Managing Project Teams 374 12. Outsourcing: Managing Interorganizational Relations 418 13. Progress and Performance Measurement and Evaluation 452 14. Project Closure 504 15. International Projects 532 16. Oversight 564 17. An Introduction to Agile Project Management 582 18. Project Management Career Paths 602 APPENDIX One Solutions to Selected Exercises 611 Two Computer Project Exercises 625 GLOSSARY 642 ACRONYMS 651 PROJECT MANAGEMENT EQUATIONS 652 INDEX 653
Cross Reference of Project Management Body of Knowledge (PMBOK) Concepts to Text Topics Chapter 1 Modern Project Management Chapter 8 Scheduling resources and cost 1.2 Project defined 6.5.2 Setting a schedule baseline [8.1.4] 1.3 Project management defined 6.5.3.1 Setting a resource schedule 1.4 Projects and programs (.2) 6.5.2.4 Resource leveling 2.1 The project life cycle (.2.3) 7.2 Setting a cost and time baseline schedule (1.3.5) [8.1.3] App G.1 The project manager 6.5.2.3 Critical chain method App G.7 Political and social environments F.1 Integration of project management processes [3.1] Chapter 9 Reducing Project Duration Chapter 2 Organization Strategy and Project Selection 6.5.2.7 Schedule compression 1.4 Projects and programs (.2) Chapter 10 Leadership 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 9.4.2.5 Leadership skills 2.3 Stakeholders and review boards G.1 Project leadership 12.1 RFP’s and vendor selection (.3.4.5) 10.1 Stakeholder management 11.2.2.6 SWAT analysis Chapter 11 Teams Chapter 3 Organization: Structure and Culture 9.2 Building the team (.1.3) & [3.5.3] [App G.2 Building teams] 2.4.1 Organization cultures [G.7] 9.4 Managing the team 2.4.2 Organization structure [9.1.3] 9.3.2 Team building activities 9.1.1 Organization charts 9.2.4 Virtual teams 1.4.4 Project offices 9.3.3.1 Team performance [9.4.2.2] 9.4.2.3 Conflict management Chapter 4 Defining the Project 9.3.2.6 Recognition and awards 4.1 Project charter Chapter 12 Outsourcing 5.1 Gather requirements 5.2 Defining scope 12.1.1 Procurement requirements [G.8] 5.3 Creating a WBS 12.1.2.3 Contract types 5.4 Tools and techniques 9.4.2.3 Conflict management 6.1 Define activities 12.2.7 The art of negotiating 9.1.2 Responsibility matrixes 12.2.3.5 Change requests 10.1 Communication planning (.2.3.4) [App G-4] Chapter 13 Monitoring Progress Chapter 5 Estimating Times and Costs 10.5.3 Cost/schedule system (.1) 6.4 Activity duration estimates (.3) 6.6 2.1 Time performance 6.4.2 Estimating tools (.1.3.4) 7.2.3.1 Cost baseline development 6.3.1 Identifying resources 7.3.2.1 Earned value system (F.4) 7.1 Activity cost estimates (.2.3.4.5) 7.3.2.4 E.V., performance status report 5.1.2.4 Delphi method 7.3.2.2 E.V., forecasts 7.3.2.3 EV., to complete index (EAC) Chapter 6 Developing a Project Plan 7.3.2.5 Schedule and cost variance 4.2.2 Planning tools Chapter 14 Project closure 6.2 Sequence activities [1.2] 6.5.1 Bar and milestone charts Closure report 6.5.2 Critical path method (.2) 4.5.1.4 Organization processes (.5) & [4.5.3 & 4.6.3.2] 6.5.2.6 Lead and lag activities [6.2.3] 4.6.1 Administrative tasks (.3) & [3.7.1, & 12.4] F.3 Project duration 10.3.3.1 Lessons learned [8.3.3.4] 9.4.2.2 Individual performance appraisals Chapter 7 Managing Risk Chapter 15 International Projects 11.1 Risk management process [F.8] 11.2 Identifying risks G.7 Culture awareness 11.3.2.2 Impact matrix 11.4 Risk assessment Chapter 16 Oversight 11.5 Risk responses (.2–.1.2) 11.6 Risk register 1.4.4 Project offices 7.1.2.5 PERT analysis 8.1.2 Continuous improvement 7.1.2.6.3 Contingency reserves 5.1 Requirements vs actual [5.3] 7.3.3.4 Change control management Chapter 17 Agile PM 6.1.2.2 Rolling wave This page intentionally left blank Project Management The Managerial Process The McGraw-Hill/Irwin Series Operations and Decision Sciences OPERATIONS MANAGEMENT Hill, Seppanen, Kumar, and Chandra, Manufacturing Strategy: Text & Cases, Process Analysis and Improvement, Beckman and Rosenfield, Third Edition First Edition Operations, Strategy: Competing in the 21st Century, Hopp, Simchi-Levi, Kaminsky, First Edition Supply Chain Science, and Simchi-Levi, First Edition Designing and Managing the Supply Benton, Chain: Concepts, Strategies, Case Purchasing and Supply Chain Hopp and Spearman, Studies, Management, Factory Physics, Third Edition Second Edition Third Edition Sterman, Bowersox, Closs, and Cooper, Jacobs, Berry, Whybark, and Vollmann Business Dynamics: Systems Thinking Supply Chain Logistics Management, Manufacturing Planning & Control for and Modeling for Complex World, Third Edition Supply Chain Management, First Edition Sixth Edition Brown and Hyer, Stevenson, Managing Projects: A Team-Based Jacobs and Chase, Operations Management, Approach, Operations and Supply Management: 10th Edition First Edition The Core, Second Edition Swink, Melnyk, Cooper, and Hartley, Burt, Petcavage, and Pinkerton, Managing Operations Across the Supply Management, Jacobs and Chase Supply Chain, Eighth Edition Operations and Supply Management, First Edition Thirteenth Edition Cachon and Terwiesch, Thomke, Matching Supply with Demand: An Jacobs and Whybark, Managing Product and Service Introduction to Operations Management, Why ERP? Development: Text and Cases, Second Edition First Edition First Edition Finch, Larson and Gray, Ulrich and Eppinger, Interactive Models for Operations and Project Management: The Managerial Product Design and Development, Supply Chain Management, Process, Fourth Edition First Edition Fifth Edition Zipkin, Fitzsimmons and Fitzsimmons, Leenders, Johnson, Flynn, and Fearon, Foundations of Inventory Management, Service Management: Operations, Purchasing and Supply Management, First Edition Strategy, Information Technology, Thirteenth Edition Seventh Edition QUANTITATIVE METHODS AND Nahmias, MANAGEMENT SCIENCE Gehrlein, Production and Operations Analysis, Operations Management Cases, Sixth Edition Hillier and Hillier, First Edition Introduction to Management Science: A Olson, Modeling and Case Studies Approach Harrison and Samson, Introduction to Information Systems with Spreadsheets, Technology Management, Project Management, Fourth Edition First Edition Second Edition Stevenson and Ozgur, Hayen, Schroeder, Goldstein, Rungtusanatham, Introduction to Management Science with SAP R/3 Enterprise Software: Operations Management: Contemporary Spreadsheets, An Introduction, Concepts and Cases, First Edition First Edition Fifth Edition Project Management The Managerial Process Fifth Edition Erik W Larson Oregon State University Clifford F Gray Oregon State University PROJECT MANAGEMENT: THE MANAGERIAL PROCESS Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020 Copyright © 2011 by The McGraw-Hill Companies, Inc All rights reserved No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning Some ancillaries, including electronic and print components, may not be available to customers outside the United States This book is printed on acid-free paper 1 2 3 4 5 6 7 8 9 0 WVR/WVR 0 9 8 7 ISBN 978-0-07-340334-2 MHID 0-07-340334-2 Editorial director: Stewart Mattson Publisher: Tim Vertovec Executive editor: Richard T Hercher, Jr Developmental editor: Gail Korosa Associate marketing manager: Jaime Halterman Project manager: Harvey Yep Production supervisor: Carol Bielski Designer: Mary Kazak Vander Photo researcher: Jeremy Cheshareck Media project manager: Cathy Tepper Cover image: © Veer Images Typeface: 10.5/12 Times Roman Compositor: Aptara®, Inc Printer: Worldcolor Library of Congress Cataloging-in-Publication Data Larson, Erik W., 1952- Project management: the managerial process / Erik W Larson, Clifford F Gray —5th ed p cm —(The McGraw-Hill/Irwin series, operations and decision sciences) Gray’s name appears first on the earlier editions Includes index ISBN-13: 978-0-07-340334-2 (alk paper) ISBN-10: 0-07-340334-2 (alk paper) 1 Project management 2 Time management 3 Risk management I Gray, Clifford F II Gray, Clifford F Project management III Title HD69.P75G72 2011 658.4904—dc22 2009054318 www.mhhe.com About the Authors Erik W Larson ERIK W LARSON is professor of project management at the College of Busi- ness, Oregon State University He teaches executive, graduate, and undergraduate courses on project management, organizational behavior, and leadership His research and consulting activities focus on project management He has published numerous articles on matrix management, product development, and project part- nering He has been honored with teaching awards from both the Oregon State University MBA program and the University of Oregon Executive MBA program He has been a member of the Portland, Oregon, chapter of the Project Manage- ment Institute since 1984 In 1995 he worked as a Fulbright scholar with faculty at the Krakow Academy of Economics on modernizing Polish business education In 2005 he was a visiting professor at Chulalongkorn University in Bangkok, Thailand He received a B.A in psychology from Claremont McKenna College and a Ph.D in management from State University of New York at Buffalo He is a certified project management professional (PMP) and Scrum Master Clifford F Gray CLIFFORD F GRAY is professor emeritus of management at the College of Business, Oregon State University He continues to teach undergraduate and grad- uate project management courses overseas and in the United States; he has per- sonally taught more than 100 executive development seminars and workshops His research and consulting interests have been divided equally between opera- tions management and project management; he has published numerous articles in these areas, plus a text on project management He has also conducted research with colleagues in the International Project Management Association Cliff has been a member of the Project Management Institute since 1976 and was one of the founders of the Portland, Oregon, chapter He was a visiting professor at Kasetsart University in Bangkok, Thailand in 2005 He was the president of Project Man- agement International, Inc (a training and consulting firm specializing in project management) 1977–2005 He received his B.A in economics and management from Millikin University, M.B.A from Indiana University, and doctorate in oper- ations management from the College of Business, University of Oregon He is certified Scrum Master v “Man’s mind, once stretched by a new idea, never regains its original dimensions.” Oliver Wendell Holmes, Jr To my family who have always encircled me with love and encouragement—my parents (Samuel and Charlotte), my wife (Mary), my sons and their wives (Kevin and Dawn, Robert and Sally) and their children (Ryan, Carly, Connor and Lauren) C.F.G “We must not cease from exploration and the end of all exploring will be to arrive where we begin and to know the place for the first time.” T S Eliot To Ann whose love and support has brought out the best in me And, to our girls Mary, Rachel, and Tor-Tor for the joy and pride they give me Finally, to my muse, Neil, for the faith and inspiration he instills E.W.L Preface Audience Since you are reading this text, you have made a decision that learning more about project management will have a positive impact for you You are absolutely right! Project management has become an organization-wide core competency; nearly every manager, regardless of discipline is involved in managing one or more proj- ects This text is designed to provide project managers and prospective project managers with the knowledge and skills that are transferable across industries and countries Our motivation for writing this text was to provide students with a holistic, integrative view of project management A holistic view focuses on how projects contribute to the strategic goals of the organization The linkages for integration include the process of selecting projects that best support the strategy of a partic- ular organization and that in turn can be supported by the technical and manage- rial processes made available by the organization to bring projects to completion The goals for prospective project managers are to understand the role of a project in their organizations and to master the project management tools, techniques, and interpersonal skills necessary to orchestrate projects from start to finish The role of projects in organizations is receiving increasing attention Projects are the major tool for implementing and achieving the strategic goals of the orga- nization In the face of intense, worldwide competition, many organizations have reorganized around a philosophy of innovation, renewal, and organizational learning to survive This philosophy suggests an organization that is flexible and project driven Project management has developed to the point where it is a pro- fessional discipline having its own body of knowledge and skills Today it is nearly impossible to imagine anyone at any level in the organization who would not ben- efit from some degree of expertise in the process of managing projects This text is written for a wide audience It covers concepts and skills that are used by managers to propose, plan, secure resources, budget, and lead project teams to successful completions of their projects The text should prove useful to students and prospective project managers in helping them understand why organizations have developed a formal project management process to gain a competitive advan- tage Readers will find the concepts and techniques discussed in enough detail to be immediately useful in new-project situations Practicing project managers will find the text to be a valuable guide and reference when dealing with typical problems that arise in the course of a project Managers will also find the text useful in understanding the role of projects in the missions of their organizations Analysts will find the text useful in helping to explain the data needed for project implemen- tation as well as the operations of inherited or purchased software Members of the Project Management Institute will find the text is well structured to meet the needs of those wishing to prepare for PMP (Project Management Professional) or CAPM (Certified Associate in Project Management) certification exams The text has in- depth coverage of the most critical topics found in PMI’s Project Management vii