The AMA Handbook of Project Management

Paul C. Dinsmore, PMP (Rio De Janeiro, Brazil) is an international authority on project management and organizational change. He has been honored with PMI’s Distinguished Contributions Award, and is a Fellow of the Institute. Jeannette Cabanis-Brewin (Cullowhee, North Carolina), editor-in-chief for Project Management Solutions, Inc., and principal of WordSource, LLC, has written about project man age ment for over fifteen years. In 2007, PMI honored her with a Distinguished Contributions Award.

Contents

ForewordDavid I. Cleland, PhD, FPMIxi

PrefacePaul C. Dinsmore, PMP, and Jeannette Cabanis-Brewinxiii

Acknowledgmentsxvii

About the Editorsxix

Chapter 1 What Is Project Management?

Project Management Concepts and Methodologies

Francis M. Webster, Jr., PhD, and Joan Knutson1



Section One

The Project Management Body of Knowledge: Comprehension and Practice

Introduction13

Chapter 2Bodies of Knowledge and Competency Standards in

Project Management

Alan M. Stretton15

Chapter 3 Project Management Process Groups:

Project Management Knowledge in Action

Geree Streun, PMP, CSQE27

Chapter 4Initiation Strategies for Managing Major Projects

Peter W. G. Morris33

Chapter 5Comprehensive Planning for Complex Projects

David L. Pells47

Chapter 6 Controlling Costs and Schedule:

Systems That Really Work

Ralph d. Ellis, Jr.63

Chapter 7Project Management Integration in Practice

Geree Streun, PMP, CSQE73

Chapter 8Project Scope Management in Practice

Renee Mepyans-Robinson79

Chapter 9 Time Management in Practice

Valis Houston, PMP87

Chapter 10 Project Cost Management in Practice

Paul Lombard, PMP, CQM97

10aStudies in Cost Management:

Earned Value—An Integrated Project Management Ap-proach

Lee R. Lambert, PMP107

Chapter 11 Project Quality Management in Practice

Geree Streun, PMP, CSQE123

11AStudies in Project Quality Management:

Achieving Business Excellence Using Baldrige,

Business Process Management, Process Improvement and

Project Management

Alan Mendelssohn and Michael Howell, ASQ129

Chapter 12 Human Resource Management in Practice

Lee Towe, PMP141

12a Studies in Project Human Resource Management:

Team Building and Interpersonal Skills

Paul C. Dinsmore, PMP151

12b Studies in Project Human Resource Management: Leadership

Hans J. Thamhain, PHD, PMP163

Chapter 13 Project Communications Management in Practice

Renee Mepyans-Robinson173

13a Studies in Communications Management:

Achieving Project Success Through

Stakeholder Management

John Tuman, Jr., P.ENG183

Chapter 14 Risk Management in Practice

David Hillson, PHD, PMP, FAPM, FIRM193

CHAPTER 15 Project Procurement Management in Practice

Judith A. Edwards, PHD, PMP, IEEE, SM205

15a Studies in Procurement Management:

Managing to Avoid Claims

Irving M. Fogel, P. ENG217

Section Two

The Profession of Project Management

introduction225

Chapter 16 Preparing for the Project Management

Professional Certification Exam

Theodore R. BocCuzzi, PMP227

CHAPTER 17 Competency and Careers in Project Manage-ment

J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin239

Chapter 18 Project Management Ethics:

Responsibility, Values, and Ethics in Project Environments

Thomas Mengel, PhD, PMP255

Chapter 19 Professionalization of Project Management:

What Does It Mean for Practice?

Janice Thomas, PhD and Bill Zwerman 265

Section THREE

Organizational Issues in Project Management

INTRODUCTION 279

Chapter 20 Projects: The Engine of Strategy Execution

James S. Pennypacker and Jeannette Cabanis-Brewin281

Chapter 21 Project Management:

A Strategic Asset?

Kam Jugdev, PhD, PMP291

CHAPTER 22 Enterprise Project Management:

Elements and Deployment Issues

Chris Vandersluis303

Chapter 23 Project Portfolio Management:

Principles and Best Practices

Gerald I. Kendall, PMP313

CHAPTER 24 Measuring the Value of Project Management:

A Measurement System

James S. Pennypacker325

Chapter 25 A Process of Organizational Change:

From Bureaucracy to Project Management Orientation

Robert J. Graham, PhD, PMP335

CHAPTER 26 Managing Multiple Projects:

Balancing Time, Resources, and Objectives

Lowell Dye, PMP345

CHAPTER 27 The Project Office:

Rationale and Implementation

J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin355



Section FOUR

Issues and Ideas in Project Management Practice

Introduction 369

Chapter 28 Dealing with Power and Politics in Project Manage-ment

Randall L. Englund371

Chapter 29 Multiproject Constraint Management:

The “Critical Chain” Approach

Frank Patrick385

CHAPTER 30 Communities of Practice and Project Manage-ment

Connie deLisle, PHD, and Kim Rowe, P.ENG395

Chapter 31 Six Sigma and Project Management

Rip stauffer407

CHAPTER 32 Cultural Challenges in Managing International Projects

Paul C. Dinsmore, PMP, and Manuel M. Benitez Codas 417

CHAPTER 33 Social Media Tools: An Introduction to Their Role in

Project Management

Alan Levine 427





Section FIVE

Industry Applications of Project Management Practice

INTRODUCTION 439

Chapter 34 Building Organizational Project Management Capabil-ity:

Learning From Engineering and Construction

Christopher Sauer441

CHAPTER 35 New Product Development:

Issues for Project Management

Dennis M. Smith453

CHAPTER 36 Why IT Matters:

Project Management for Information Technology

Karen R.J. White, PMP463

CHAPTER 37 Applying Project Management Tools and Techniques

in the Ecosystem Restoration Industry

Stan Veraart, PMP, and Donald Ross475

CHAPTER 38 Rescue Mission: Project Management in the Helping Professions

Jeannette Cabanis-Brewin483

About the Contributors491

Index505