Contemporary Project Management,
4th Edition

Part I: ORGANIZING PROJECTS.
1. Introduction to Project Management.
2. Project Selection and Prioritization.
3. Chartering Projects.
Part II: LEADING PROJECTS.
4. Organizational Capability: Structure, Culture, and Roles.
5. Leading and Managing Project Teams.
6. Stakeholder Analysis and Communication Planning.
Part III: PLANNING PROJECTS.
7. Scope Planning.
8. Scheduling Projects.
9. Resourcing Projects.
10. Budgeting Projects.
11. Project Risk Planning.
12. Project Quality Planning and Project Kick-off.
Part IV: PERFORMING PROJECTS.
13. Project Supply Chain Management.
14. Determining Project Progress and Results.
15. Finishing the Project and Realizing the Benefits.
Appendix A PMP and CAPM Exam Prep Suggestions
Appendix B Agile Differences Covered
Appendix C Answers to Selected Exercises
Appendix D Project Deliverables
Appendix E Strengths Themes as Used in Project Management (Available Online)
Glossary Terms consistent the PMBOK® Guide and multiple other PMI Guides and Standards.
Index.

• Timothy Kloppenborg

  Timothy J. Kloppenborg is a professor emeritus of management at Williams College of Business, Xavier University. He previously held faculty positions at the University of North Carolina Charlotte and the Air Force Institute of Technology. He also has taught at Southern Cross University and Tecnológico de Monterrey. He has written more than 100 publications and 13 books, including BE AGILE DO AGILE, STRATEGIC LEADERSHIP OF PORTFOLIO AND PROJECT MANAGEMENT, PROJECT MANAGEMENT ESSENTIALS, PROJECT LEADERSHIP and MANAGING PROJECT QUALITY. His articles have appeared in MIT Sloan Management Review, Project Management Journal, Journal of Management Education, Journal of General Management, SAM Advanced Management Journal, Information Systems Education Journal, Journal of Managerial Issues, Quality Progress, Management Research News and Journal of Small Business Strategy. Dr. Kloppenborg is the founding editor of the Portfolio and Project Management book collection for Business Expert Press, where he has edited more than 60 books. He has been active with the Project Management Institute for 34 years and has served as a PMP® since 1991. He is an Agile Certified Practitioner (ACP) and a Disciplined Agile Senior Scrum Master (DASSM). In fact, Dr. Kloppenborg serves as scrum master for the Heritage Center Arboretum. He has hands-on and consulting project management experience on six continents. Dr. Kloppenborg has worked with more than 150 volunteer organizations. He is also a retired U.S. Air Force Reserve officer. Dr. Kloppenborg has developed corporate training and undergraduate, M.B.A. and executive M.B.A. classes in project management, leadership teamwork, and quality improvement. He also teaches PMP® Prep classes. He holds a B.S. from Benedictine College, an M.B.A. from Western Illinois University and a Ph.D. in Operations Management from the University of Cincinnati.

• Vittal S. Anantatmula

  Dr. Vittal Anantatmula is a professor in the College of Business, Western Carolina University (WCU) as well as University of North Carolina. He directed the master of project management program for ten years at WCU. Dr. Anantatmula is also an Endeavor Executive Fellow, a recognition bestowed on him by the Australian Government. He worked at RMIT University in Melbourne, Australia, and he has been a global guest professor at Keio University in Japan since 2014. He also serves as visiting professor at Skema Business School in France where he advises Ph.D. students. Dr. Anantatmula has received several excellence in teaching and research awards, including the University Scholar at Western Carolina University. Dr. Anantatmula also taught at the George Washington University where he directed their project management degree program. Dr. Anantatmula served as a director and board member of the Project Management Institute Global Accreditation Center (PMI-GAC) from 2016 to 2021. In addition, he is a member of the Academic Insight Team of the Project Management Institute (PMI). Dr. Anantatmula has worked in the petroleum and power industries for more than a decade as a senior electrical engineer and project manager. He has also been a consultant for several international organizations including the World Bank. Dr. Anantatmula has authored more than 100 publications including ten academic research books. He received his Ph.D. from The George Washington University and he is a certified project management professional (PMP®).

• Kathryn Wells

  Kathryn (“Kate”) N. Wells, M.Ed., PMP®, has more than a decade of experience in project management education, having served as lead or co-author of five project management books, including PROJECT MANAGEMENT ESSENTIALS and PROJECT MANAGEMENT FOR ARCHEOLOGY. She has created project management training material that has been used around the world and has used her language abilities to translate (Spanish to English) project management training materials created abroad. Kate has devoted most of her career to education. She has taught high-school, college and adult students in a variety of settings. In addition to working on her next book, Kate currently serves as a regional project manager for Pike Engineering. In this role, she provides project management education throughout the Midwest region and is helping to create a PMO.

• THREE TYPES OF LEARNING OBJECTIVES FOR EACH CHAPTER OFFER FLEXIBILITY IN TEACHING. Student Learning Objectives include Core Objectives, Behavioral Objectives that emphasize human performance on projects, and Technical Objectives that highlight more advanced technical skills. This combination enables you to use the book for classes ranging from brief core classes that are less than three semester hours to lengthier two-semester classes that emphasize both technical and behavioral approaches in detail.

• FULL-COLOR INTERNAL DESIGN VISUALLY DEMONSTRATES TECHNIQUES. This edition presents key practices more effectively by color-coding selected exhibits. New, captivating and relevant color photos further demonstrate concepts and retain readers’ attention.

• NEW EXAMPLES CLEARLY GUIDE STUDENTS IN SELECTING A TRADITIONAL, AGILE, OR HYBRID APPROACH TO A PROJECT USING THE LIFE-CYCLE MODEL. Two new example projects at the end each chapter help students visualize the best approach. For instance, Chapter 1’s traditional project example involves building a house and the agile example offers a complex set of programs for a new non-profit organization. Chapters alternate between emphasizing how to use concepts and techniques for one type of project and presenting questions for the other type of project. Answers appear in the Instructor’s Manual.

• EXTENSIVE COVERAGE OF AGILE PROJECT MANAGEMENT APPROACH STARTS IN CHAPTER 1. An "agile" margin callout at the end of each section clearly identifies when agile projects are performed differently than traditional projects or where they are emphasized further. In many cases, this adapted or enhanced performance can be used with modification for more traditional projects. An agile appendix lists chapter-by-chapter where aspects of project management are different. The eBook links to the section of the book where agile project management is described in more detail.

• UPDATED CONTENT REFLECTS THE LATEST PMBOK® GUIDE. Content also corresponds with PMI standards from 18 PMI authoritative practice guides, Lexicon, and Code of Ethics and Professional Conduct. Chapters begin with a flowchart of the chapter's PMBOK® topics. End-of-chapter questions are similar to those used on the PMP and CAPM exams with ten new PMBOK® Guide questions in each chapter. A separate PMBOK® Guide inside the front cover of the book outlines where to find each topic. A PMBOK® Guide flowchart of processes and outputs on the back inside cover gives a quick visual reference.

• SUGGESTIONS FOR CAPM AND PMP STUDY APPEAR AT THE END OF EACH CHAPTER. These helpful suggestions are included just before the 10 CAPM/PMP example questions. Answers, justification, and page references for these questions are available in the Instructor’s Manual for your convenience.

• NUMEROUS NEW EXAMPLES REFLECT THE LATEST BUSINESS DEVELOPMENTS. The book’s most popular examples, including chapter introductory examples, chapter examples, and Project Management in Action examples at the end of chapters, are now more fully integrated within the text. Many new examples from various industries on several continents enhance the content you are teaching. Examples address new industries, exposing students to a variety of business experiences.

• COVERAGE OF MICROSOFT® PROJECT 2016 PREPARES STUDENTS TO WORK WITH THE MOST RECENT TOOLS. Discussion of Microsoft® Project 2016 demonstrates how to automate the project management techniques addressed in each chapter. The author introduces all concepts using a step-by-step presentation that's consistent with PMBOK® work processes. Students learn additional MS Project functionality as they practice techniques such as identifying and overcoming resource overloads and crashing project schedules. Full-color screenshots make the content more realistic and easy to follow.

• EXPANDED COVERAGE OF THE PROJECT LIFE CYCLE BETTER PREPARES STUDENTS TO MANAGE ALL PHASES OF A PROJECT SUCCESSFULLY. Students learn how to select a project at the front end of the life cycle. This edition also discusses realizing benefits at the back end of the life cycle. Updated coverage extensively reflects the agile life cycle model and how to create hybrid models that use aspects of both traditional and agile, as so many companies do today.

• EMPHASIS ON HUMAN STRENGTHS GIVES STUDENTS A BETTER UNDERSTANDING OF HOW TO MAXIMIZE INDIVIDUALS' UNIQUE ABILITIES. With this text's discussion of human strengths, students learn how to use positive psychology to understand the unique abilities of individuals. An appendix describes each strength theme in the project context to better prepare students to lead and manage project teams effectively.

• STUDENT-ORIENTED, MEASURABLE LEARNING OBJECTIVES GUIDE LEARNING. Each chapter begins with core, behavioral, and technical learning outcomes. In addition, all knowledge areas and processes of the PMBOK® Guide are identified at the beginning of each chapter by a flowchart and a list of processes and outputs covered. Glossary definitions also correspond with the PMBOK® Guide and other PMI standards and guides. This consistency with established standard helps students prepare to become Certified Project Management Professionals (PMP®) or Certified Project Management Professionals (PMP®).

• The authors have created 23 videos showing how to perform many of the project management techniques, 15 are for activities such as creating charters and the other eight are for Microsoft Project 2016. These videos appear only in the MindTap product.

Cengage provides a range of supplements that are updated in coordination with the main title selection. For more information about these supplements, contact your Learning Consultant.

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