Project Management : Case Studies.

Intro -- Project Management: Case Studies -- Copyright -- Contents -- Preface -- 1: Project Management Methodologies -- Lakes Automotive -- Questions -- Ferris HealthCare, Inc. -- Questions -- Clark Faucet Company -- Background -- Culture -- The Executive Decision -- Engineering Interviews -- Marketing Interviews -- Questions -- Creating a Methodology -- Background -- Critical Issues -- Questions -- Honicker Corporation -- Background -- Establishing The Team -- Kickoff Meeting -- Questions -- Acquisition Problem -- Background -- Planning for Growth -- Strategic Timing Issue -- Preacquisition Decision-Making -- Postacquisition Integration -- Questions -- 2: Implementation of Project Management -- Kombs Engineering -- Questions -- Williams Machine Tool Company -- Wynn Computer Equipment (WCE) -- CEO Presentation -- The Reluctant Workers -- Hyten Corporation -- Company Background -- The Automotive Components Division -- Informal Project Management at Hyten Corporation -- The Business Development Department -- Introduction of Formal Project Management at Hyten Corporation -- Personnel Department's View of Project Management -- Project Management As Seen By the Various Departments -- Questions -- Macon, Inc. -- Questions -- Continental Computer Corporation -- Questions -- Goshe Corporation -- Background -- The Meeting of the Minds -- Questions -- Acorn Industries -- Problems Facing the General Manager -- Change within the Organizational Structure -- Expansion and Growth -- Responsibilities of the Project Manager -- Interaction with Functional Departments -- Current Status -- Questions -- MIS Project Management at First National Bank -- Information Services Division (ISD) History -- Priorities Committee -- The Project Proposal Life Cycle -- Project Life Cycle -- Project Estimating -- Funding of Projects -- System Quality Reviews.

Project Team Staffing -- Corporate Database -- Synopsis -- Questions -- Cordova Research Group -- Questions -- Cortez Plastics -- Questions -- L. P. Manning Corporation -- Project Firecracker -- History and Background -- The Ill-Fated Project -- Philip Condit and the Boeing 777: From Design and Development to Production and Sales -- The Aircraft Industry -- The Boeing Company -- The 777 Program -- A Consumer-Driven Product -- A Globally Manufactured Product -- A Family of Planes -- Digital Design -- Design-Build Teams (DBTs) -- Employees' Empowerment and Culture -- Leadership and Management Style -- The Results of the 777 Project -- Unresolved Problems and Lessons Learned -- Conclusion: Boeing, Airbus, and the 777 -- Notes -- The Enterprise Resource Planning Project -- Background -- Executive Decision -- Meeting the Team -- Understanding Phase -- Audit Phase -- Trade-Off Phase -- Negotiation Phase -- Restart Phase -- Execution Phase -- Questions -- The Prioritization of Projects -- Background -- Prioritization Issues -- Questions -- Selling Executives on Project Mangement -- Background -- Need for Project Management -- Gap Analysis -- Questions -- The New CIO -- Background -- A Time for Change -- Hiring the CIO -- A Bull in a China Shop -- Presentation of the Plan -- Questions -- The Invisible Sponsor -- Background -- Assigning the VP -- Fred's Dilemma -- Questions -- 3: Project Management Cultures -- Como Tool and Die (A) -- Strategic Redirection: 1996 -- Questions -- Como Tool and Die (B) -- Ford Introduces "Chunk" Management -- Strategic Redirection: 1997 -- Questions -- Apache Metals, Inc. -- Questions -- Haller Specialty Manufacturing -- Questions -- Coronado Communications -- Background -- Competitive System -- Two Years Later -- Questions -- Radiance International -- Background -- Reorganization Plan -- Two Years Later. . . . -- Questions.

4: Project Management Organizational Structures -- Quasar Communications, Inc. -- R&amp -- D Project Management -- Small Customer Project Management -- Large Customer Project Management -- Capital Equipment Project Management -- Jones and Shephard Accountants, Inc. -- Questions -- Fargo Foods -- Government Project Management -- Falls Engineering -- White Manufacturing -- Questions -- Martig Construction Company -- Mohawk National Bank -- Background -- Understanding the Changeover Problem -- Questions -- 5: Negotiating for Resources -- Ducor Chemical -- The Project Continued . . . -- Questions -- American Electronics International -- Background -- Completion of the Material Development Project -- Selection Problems -- Questions -- The Carlson Project -- Communications Failures -- Background -- The Team is Formed -- Friday the 13th -- Questions -- 6: Project Estimating -- Capital Industries -- Polyproducts Incorporated -- Small Project Cost Estimating at Percy Company -- Cory Electric -- Camden Construction Corporation -- Background -- Meeting of the Minds -- Reviewing the Data -- The Estimating Problem -- Questions -- The Singapore Software Group (A) -- Background -- Need for Growth -- Request for Proposal (RFP) from Taiwan Technologies -- Proposal Kickoff Meeting -- The Singapore Software Group (B) -- Determining what to BID -- The Singapore Software Group (C) -- Management's Decision -- The Singapore Software Group (D) -- Another Critical Decision -- To Bid or Not to Bid -- Background -- Bidding Process -- New RFP -- Questions -- 7: Project Planning -- Greyson Corporation -- Teloxy Engineering (A) -- Questions -- Teloxy Engineering (B) -- Questions -- Payton Corporation -- Questions -- Kemko Manufacturing -- Background -- Project is Initiated -- Questions -- Chance of a Lifetime -- Background -- Signs of a Poor Economy -- Hiring a Project Manager.

Awarding Contracts -- Several Months Later -- Questions -- 8: Project Scheduling -- Crosby Manufacturing Corporation -- The Scheduling Dilemma -- Background -- Award of Contract -- Approaching Go-Ahead Date -- Time for a Decision -- Questions -- 9: Project Execution -- The Blue Spider Project -- History -- The Blue Spider Project Kickoff -- Selecting the Project Manager -- The Work begins -- A New Role -- The Communications Breakdown -- Questions -- Corwin Corporation -- The Peters Company Project -- The Work begins -- Questions -- Quantum Telecom -- Questions -- The Trophy Project -- Questions -- Concrete Masonry Corporation -- Introduction -- History-The Concrete Block Business -- History-The Prestressed Concrete Business -- Project Management -- Estimating-Which Department? -- Estimating-Costing -- The Evolution of the Prestressed Concrete Marketplace -- Obtaining a Prestressed Concrete Job -- Synopsis -- Questions -- Margo Company -- Project Overrun -- The Automated Evaluation Project -- Questions -- The Rise, Fall, and Resurrection of Iridium: A Project Management Perspective -- Naming the Project "Iridium -- Obtaining Executive Support -- Launching the Venture -- The Iridium System -- The Terrestial and Space-Based Network -- Project Initiation: Developing the Business Case -- The "Hidden" Business Case -- Risk Management -- The Collective Belief -- The Exit Champion -- Iridium's Infancy Years -- Debt Financing -- The M-Star Project -- A New CEO -- Satellite Launches -- An Initial Public Offering (IPO) -- Signing Up Customers -- Iridium's Rapid Ascent -- December, 1998 -- Iridium's Rapid Descent -- The Iridium "FLU -- Searching for a White Knight -- Definition of failure (October, 1999) -- The Satellite Deorbiting Plan -- Iridium is Rescued for 25 Million -- Epilogue -- Shareholder Lawsuits -- The Bankruptcy Court Ruling -- Autopsy.

Financial Impact of the Bankruptcy -- What Really Went Wrong? -- Lessons Learned -- Conclusion -- Health Care Partners, Inc. -- Background -- First Quarterly Review Meeting -- Review Meeting at end of Month 4 -- Critical Decisions -- Health Check. . . . -- Questions -- McRoy Aerospace -- Questions -- The Poor Worker -- Questions -- The Prima Donna -- Questions -- The Team Meeting -- Background -- Know Your Energy Cycle -- A Tough Decision -- Questions -- The Management Control Freak -- Background -- What to Do -- Questions -- The Skills Inventory Project -- Questions -- 10: Controlling Projects -- The Two-Boss Problem -- The Bathtub Period -- Questions -- Ford Motor Co.: Electrical/Electronic Systems Engineering -- Overall Best Practices -- Driving Consistency in Project Management -- Building Project Portfolios by Prioritizing Projects -- Measuring Project Delivery and End Results -- Final Comments and Thoughts -- The Irresponsible Sponsors -- Background -- Story Line -- Gate Review Meetings -- Questions -- The Need for Project Management Metrics (A) -- Weekly Executive Staff Meeting -- Questions -- The Need for Project Management Metrics (B) -- Where Do We begin? -- Meeting of the Minds -- Questions -- The Need for Project Management Metrics (C) -- Selecting the Right Metrics -- Questions -- The Need for Project Management Metrics (D) -- Converting Metrics to KPIS -- Questions -- The Need for Project Management Metrics (E) -- From KPI Selection to KPI Measurement -- Questions -- The Need for Project Management Metrics (F) -- Need for KPI that Measures Value -- Questions -- The Need for Project Management Metrics (G) -- Need to Cancel Projects -- Questions -- The Need for Project Management Metrics (H) -- Need for Capacity Metrics -- Questions -- 11: Project Risk Management -- The Space Shuttle Challenger Disaster.

Background to the Space Transportation System.

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