Published: February 2018
Page Count: 426
ISBN (Digital): 978-1-4533-8676-7

Project Management: from Simple to Complex

Version 2.0
By Russell Darnall and John M. Preston

Included Supplements

Manual

Slides

Tests

Key Features

Emphasis on project profiling
New project management model that offers a different perspective and provides fresh insights into available management approaches from start to finish
Exploration of personal dynamics and the roles they play in project management
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This textbook is suitable for the following courses: Introduction to Project Management and leadership courses in technical fields, such as nursing, engineering, and computers.

Project Management addresses all of the project management fundamentals, while emphasizing the priorities of a project manager: managing client expectations, profiling projects, and understanding the technical aspects of managing a project.

New in This Version

New chapter on the leadership skills needed by project managers, including a new model for determining the type of skills needed on projects based on industry and project profile
Reflect The Project Management Institute's PMBOK 6.0

1.1 Project Management Defined

1.2 Project Defined

1.3 Project Context

1.4 Key Skills of the Project Manager

1.5 Introduction to the Project Management Knowledge Areas

1.6 End-of-Chapter Exercises

1.7 Web Exercise

1.8 Software and Technology Exercises

Chapter 2: Project Profiling

2.1 Using a Project Profile

2.2 Project Profiling Models

2.3 Complex Systems and the Darnall-Preston Complexity Index

2.4 Darnall-Preston Complexity Index Structure

2.5 End-of-Chapter Exercises

2.6 Software and Technology Exercise

Chapter 3: Project Life Cycle, Process Groups, and the Organizational Structure of a Project

3.1 Project Management Life Cycle and Process Groups

3.2 Project Organization

3.3 Using the Darnall-Preston Complexity Index to Measure Organizational Complexity

3.4 End-of-Chapter Exercises

3.5 Web Exercise

Chapter 4: Starting a Project

4.1 Project Selection

4.2 Project Charter

4.3 Project Scope

4.4 Project Start-Up

4.5 Alignment Process

4.6 Communications Planning

4.7 End-of-Chapter Exercises

4.8 Software and Technology Exercise

Chapter 5: Understanding and Meeting Stakeholder Expectations

5.1 Stakeholder Satisfaction

5.2 Managing Stakeholder Relations

5.3 Understanding Values and Expectations

5.4 Dealing with Problems

5.5 Nurturing a Feeling of Satisfaction

5.6 End-of-Chapter Exercises

5.7 Web Exercises

Chapter 6: Working with People on Projects

6.1 Working with Individuals

6.2 Working with Groups and Teams

6.3 Creating a Project Culture

6.4 End-of-Chapter Exercises

6.5 Web Exercises

Chapter 7: Project Communication Management

7.1 Project Communication Plan

7.2 Types of Communication Technology

7.3 Selecting Software

7.4 End-of-Chapter Exercises

7.5 Web Exercise

7.6 Software and Technology Exercises

Chapter 8: Project Schedule Management

8.1 Types of Schedules

8.2 Project Schedule Management

8.3 Critical Path and Float

8.4 Managing the Schedule

8.5 Project Scheduling Software

8.6 End-of-Chapter Exercises

8.7 Software and Technology Exercises

Chapter 9: Project Cost Management

9.1 Estimating Costs

9.2 Managing the Project Budget

9.3 End-of-Chapter Exercises

9.4 Software and Technology Exercise

Chapter 10: Project Quality Management

10.1 Developing the Quality Section of the Project Management Plan

10.2 Quality and Statistics

10.3 Development of Quality as a Competitive Advantage

10.4 Relevance of Quality Programs to Project Quality

10.5 Planning and Controlling Project Quality

10.6 Assuring Project Quality

10.7 End-of-Chapter Exercises

10.8 Software and Technology Exercises

Chapter 11: Project Risk Management

11.1 Defining Risk

11.2 Risk Management Process

11.3 Project Risk over the Life Cycle of the Project

11.4 Project Risk and the Project Complexity Profile

11.5 End-of-Chapter Exercises

11.6 Web Exercise

Chapter 12: Project Procurement

12.1 Identifying the Need for Resources Outside the Organization

12.2 Procurement Plan

12.3 Selecting the Type of Contract

12.4 Procurement Process

12.5 End-of-Chapter Exercises

12.6 Web Exercises

Chapter 13: Managing Project Closure

13.1 Project Close

13.2 Project Closure and People

13.3 End-of-Chapter Exercises

Chapter 14: Project Management Skills

14.1 Darnall Three-Level Model of Project Knowledge, Skills, and Processes

14.2 Basic Project Management Skills: Communication Skills

14.3 Basic Project Management Skills: Interpersonal Skills

14.4 Basic Project Management Skills: Coordination

14.5 Basic Project Management Skills: Team Building

14.6 Basic Project Management Skills: Problem Solving

14.7 Managing Stress on a Project

14.8 Project E-mail Best Practice

14.9 End-of-Chapter Exercises

Instructor’s Manual

The Instructor’s Manual guides you through the main concepts of each chapter and important elements such as learning objectives, key terms, and key takeaways. Can include answers to chapter exercises, group activity suggestions, and discussion questions.

PowerPoint Lecture Notes

A PowerPoint presentation highlighting key learning objectives and the main concepts for each chapter are available for you to use in your classroom. You can either cut and paste sections or use the presentation as a whole.

Test Generator - powered by Cognero

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Test Bank Files for Import to Learning Management Systems

For your convenience, we've packaged our test items for easy import into Learning Management Systems like Blackboard, Brightspace/D2L, Canvas, Moodle, or Respondus.

Test Item File

Need assistance in supplementing your quizzes and tests? Our test-item files (in Word format) contain many multiple-choice, fill-in-the-blank, and short-answer questions.

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Russell Darnall

Walden University

Russell W. Darnall has more than fifteen years managing large projects in the U.S., Ireland, India, and South America. He was a reviewer on the 1996 edition of the Project Management Body of Knowledge (PMBOK) the helped standardize the definitions of the field. He has written two books on project management including The World's Greatest Project that was published by the Project Management Institute and is a sought-after speaker for International Conferences on project management. Darnall won the Educator of the Year award 2004-2005 from the South Carolina Technical Education Association.

John M. Preston

Eastern Michigan University

John M. Preston is an Associate Professor at Eastern Michigan University in the Technology Management program in the College of Technology. He has authored or co-authored more than sixty books on using computer software and on the impact of technology on society. His work includes portions of the Go! textbook series for MS Office 2003 and Computer Literacy for the IC3 2005 and 2009 standards using both MS Office and OpenOffice.org. He wrote Computers in a Changing Society (2005) and Living Online (2009). Preston won the Educator of the Year award from the International Facility Management Association (IFMA) in 1994.