MGT 323 Saudi Electronic University Effective Project Manager Characteristics Essay write an essay with all characteristics a project manager should posses

MGT 323 Saudi Electronic University Effective Project Manager Characteristics Essay write an essay with all characteristics a project manager should possess. Use APA style and review 3 or more peer-reviewed journals to support your answer. This essay must be at least 1000-words in length. College of Administrative and Financial Sciences
Assignment 1
Deadline: 05/March/2020 @ 23:59
Course Name: Project Management
Student’s Name:
Course Code: MGT323
Student’s ID Number:
Semester: 2
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name: Dr. Showkat Khalil Wani
Students’ Grade: Marks Obtained/Out of Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via
allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover
page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.
ASSIGNMENT-1
Project Management (MGT323)
Second Semester (2019-2020)
Assignment Workload:
• This Assignment consists of an Essay.
• Assignment is to be submit by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment-1 students will able to understand the
Demonstrate a deep understanding of project management concepts and theories as well as
approaches to project management. (LO-1.1)
Demonstrate an understanding of the project planning process. (LO-1.6)
Assignment Regulation:
• All students are encouraged to use their own words.
• Student must apply “Times New Roman Font” with double space within their
reports.
• The attached cover-page has to be used, duly filled. Submissions without the
cover page will NOT be accepted
• A mark of zero will be given for any submission that includes copying from
other resource without referencing it.
• Assignment -1 should be submitted on or before the end of Week-07.
• If the assignment shows more than 25% plagiarism, the students would be
graded zero.
Assignment Structure:
A.No
Assignment-1
Assignment-2
Assignment-3
Total
Type
Essay
Critical Thinking
Case study
Marks
5
5
5
15
Assignment-1
Essay:
What is Project Management, and what are the requirements for an individual to become a
successful project manager? Please refer textbook chapter-4 page no. 142-143 and write an
essay with all characteristics a project manager should possess. Use APA style and review 3 or
more peer-reviewed journals to support your answer. This essay must be at least 1000-words in
length.
• Due date for the submission of Assignment-1:
• Assignment-1 should be posted in the Black Board by end of Week-4.
• The due date for the submission of Assignment-1 is end of 7th Week.
Answer:
KERZNER
Project Management
From the intricate framework of organizational behavior and structure
that can determine project success to the planning, scheduling, and
controlling processes vital to effective project management, the new
edition thoroughly covers every key component of the subject. This
Tenth Edition features:
?
More than twenty-?ve case studies, including a new case
on the Iridium Project covering all aspects of project
management
?
400 discussion questions
?
More than 125 multiple-choice questions
Other powerful tools by Harold Kerzner:
Project Management Workbook and PMP®/CAPM® Exam Study Guide, Tenth Edition
(978-0-470-27872-7)
Program and Portfolio
Management at
International Institute of
Learning, Inc. (IIL), a global
learning solutions company
that conducts training
for leading corporations
throughout the world.
A S YS T E M S A P P R OAC H
TO P L A N N I N G,
S C H E D U L I N G,
New sections on scope changes, exiting a project, collective
belief, and managing virtual teams
PH.D., is Senior Executive
Director for Project,
A N D CO N T R O L L I N G
?
HAROLD KERZNER,
PROJECT
N
ow in a Tenth Edition, this industry-leading project management
“bible” aligns its streamlined approach to the latest release of
the Project Management Institute’s Project Management Body of
Knowledge (PMI’s PMBOK® Guide), the new mandatory source of
training for the Project Management Professional (PMP®) Certi?cation Exam. This outstanding edition gives students and professionals
a profound understanding of project management with insights from
one of the best-known and respected authorities on the subject.
M A NAGEMENT
THE LANDMARK PRO JECT MANAGEMENT
REFERENCE, NOW I N A NEW EDITION
T
E
N
T
H
E
D
I
T
I
O
N
PROJECT
MANAGEMENT
A S YS T E M S A P P R OAC H
TO P L A N N I N G, S C H E D U L I N G,
A N D CO N T R O L L I N G
Project Management Case Studies, Third Edition (978-0-470-27871-0)
T E N T H
E D I T I O N
HAROLD KERZNER, P H.D.
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Page i
PROJECT
MANAGEMENT
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Dr. Kerzner’s 16 Points to Project
Management Maturity
1. Adopt a project management methodology and use it consistently.
2. Implement a philosophy that drives the company toward project
management maturity and communicate it to everyone.
3. Commit to developing effective plans at the beginning of each project.
4. Minimize scope changes by committing to realistic objectives.
5. Recognize that cost and schedule management are inseparable.
6. Select the right person as the project manager.
7. Provide executives with project sponsor information, not project
management information.
8. Strengthen involvement and support of line management.
9. Focus on deliverables rather than resources.
10. Cultivate effective communication, cooperation, and trust to achieve
rapid project management maturity.
11. Share recognition for project success with the entire project team and
line management.
12. Eliminate nonproductive meetings.
13. Focus on identifying and solving problems early, quickly, and cost
effectively.
14. Measure progress periodically.
15. Use project management software as a tool—not as a substitute for
effective planning or interpersonal skills.
16. Institute an all-employee training program with periodic updates based
upon documented lessons learned.
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Page iii
PROJECT
MANAGEMENT
A Systems Approach to
Planning, Scheduling,
and Controlling
TENTH EDITION
HAROLD
KERZNER,
Ph.D.
Senior Executive Director for Project Managenment
The International Insitute for Learning New York,
New York
John Wiley & Sons, Inc.
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This book is printed on acid-free paper. ?
Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
No part of this publication may be reproduced, stored in a retrieval system or transmitted in any
form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise,
except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without
either the prior written permission of the Publisher, or authorization through payment of the
appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA
01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the
Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc.,
111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at
http://www.wiley.com/go/permission.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts
in preparing this book, they make no representations or warranties with respect to the accuracy or
completeness of the contents of this book and specifically disclaim any implied warranties of merchantability
or fitness for a particular purpose. No warranty may be created or extended by sales representatives or
written sales materials. The advice and strategies contained herein may not be suitable for your situation.
You should consult with a professional where appropriate. Neither the publisher nor author shall be liable
for any loss of profit or any other commercial damages, including but not limited to special, incidental,
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For general information about our other products and services, please contact our Customer Care
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Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not
be available in electronic books. For more information about Wiley products, visit our web site at www.wiley.com.
Library of Congress Cataloging-in-Publication Data:
Kerzner, Harold.
Project management : a systems approach to planning, scheduling, and conrolling/Harold Kerzner.—10th ed.
p. cm.
Includes index.
ISBN 978-0-470-27870-3 (cloth : acid-free paper) 1. Project management. I. Title.
HD69.P75K47 2009
658.4?04—dc22
2008049907
Printed in the United States of America.
10
9
8
7
6
5
4
3
2
1
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To
Dr. Herman Krier,
my Friend and Guru,
who taught me well the
meaning of the word “persistence”
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Contents
Preface
1
xxi
OVERVIEW
1.0
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
1.11
1.12
1.13
1.14
1.15
1.16
1.17
1.18
1
Introduction 1
Understanding Project Management 2
Defining Project Success 7
The Project Manager–Line Manager Interface 8
Defining the Project Manager’s Role 12
Defining the Functional Manager’s Role 14
Defining the Functional Employee’s Role 17
Defining the Executive’s Role 17
Working with Executives 18
The Project Manager as the Planning Agent 19
Project Champions 20
The Downside of Project Management 21
Project-Driven versus Non–Project-Driven Organizations 22
Marketing in the Project-Driven Organization 24
Classification of Projects 26
Location of the Project Manager 27
Differing Views of Project Management 29
Concurrent Engineering: A Project Management Approach 30
Studying Tips for the PMI® Project Management Certification Exam
Problems
30
33
Case Study
Williams Machine Tool Company
35
vii
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viii
CONTENTS
2
PROJECT MANAGEMENT GROWTH: CONCEPTS AND
DEFINITIONS
37
2.0
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.12
2.13
2.14
2.15
2.16
2.17
2.18
2.19
Introduction 37
General Systems Management 38
Project Management: 1945–1960 38
Project Management: 1960–1985 39
Project Management: 1985–2009 45
Resistance to Change 50
Systems, Programs, and Projects: A Definition 54
Product versus Project Management: A Definition 57
Maturity and Excellence: A Definition 58
Informal Project Management: A Definition 59
The Many Faces of Success 60
The Many Faces of Failure 63
The Stage-Gate Process 66
Project Life Cycles 68
Gate Review Meetings (Project Closure) 74
Project Management Methodologies: A Definition 74
Organizational Change Management and Corporate Cultures 76
Project Management Intellectual Property 81
Systems Thinking 82
Studying Tips for the PMI® Project Management Certification Exam
Problems
3
88
ORGANIZATIONAL STRUCTURES
3.0
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
3.14
3.15
91
Introduction 91
Organizational Work Flow 94
Traditional (Classical) Organization 95
Developing Work Integration Positions 98
Line–Staff Organization (Project Coordinator) 102
Pure Product (Projectized) Organization 103
Matrix Organizational Form 106
Modification of Matrix Structures 113
The Strong, Weak, Balanced Matrix 117
Center for Project Management Expertise 117
Matrix Layering 118
Selecting the Organizational Form 119
Structuring the Small Company 125
Strategic Business Unit (SBU) Project Management 128
Transitional Management 129
Studying Tips for the PMI® Project Management Certification Exam
Problems
85
133
131
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ix
Contents
Case Study
Jones and Shephard Accountants, Inc.
4
ORGANIZING AND STAFFING THE PROJECT OFFICE AND
TEAM
141
4.0
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
4.13
4.14
Introduction 141
The Staffing Environment 142
Selecting the Project Manager: An Executive Decision 144
Skill Requirements for Project and Program Managers 148
Special Cases in Project Manager Selection 154
Selecting the Wrong Project Manager 154
Next Generation Project Managers 158
Duties and Job Descriptions 159
The Organizational Staffing Process 163
The Project Office 169
The Functional Team 174
The Project Organizational Chart 175
Special Problems 178
Selecting the Project Management Implementation Team 180
Studying Tips for the PMI® Project Management Certification Exam
Problems
5
138
185
MANAGEMENT FUNCTIONS
5.0
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.14
5.15
5.16
5.17
191
Introduction 191
Controlling 193
Directing 193
Project Authority 198
Interpersonal Influences
206
Barriers to Project Team Development 209
Suggestions for Handling the Newly Formed Team
Team Building as an Ongoing Process 216
Dysfunctions of a Team 217
Leadership in a Project Environment 220
Life-Cycle Leadership 221
Organizational Impact 225
Employee–Manager Problems 227
Management Pitfalls 230
Communications 233
Project Review Meetings 242
Project Management Bottlenecks 243
Communication Traps 244
212
183
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CONTENTS
5.18
5.19
5.20
5.21
Proverbs and Laws 245
Human Behavior Education 248
Management Policies and Procedures 249
Studying Tips for the PMI® Project Management Certification Exam
Problems
249
254
Case Studies
The Trophy Project 264
Leadership Effectiveness (A) 266
Leadership Effectiveness (B) 271
Motivational Questionnaire 277
6
MANAGEMENT OF YOUR TIME AND STRESS
6.0
6.1
6.2
6.3
6.4
6.5
6.6
285
Introduction 285
Understanding Time Management 286
Time Robbers 286
Time Management Forms 288
Effective Time Management 289
Stress and Burnout 290
Studying Tips for the PMI® Project Management Certification Exam
Problems
292
293
Case Study
The Reluctant Workers
7
CONFLICTS
7.0
7.1
7.2
7.3
7.4
7.5
7.6
7.7
294
295
Introduction 295
Objectives 296
The Conflict Environment 297
Conflict Resolution 300
Understanding Superior, Subordinate, and Functional
Conflicts 301
The Management of Conflicts 303
Conflict Resolution Modes 304
Studying Tips for the PMI® Project Management Certification Exam
Problems
308
Case Studies
Facilities Scheduling at Mayer Manufacturing 311
Telestar International 312
Handling Conflict in Project Management 313
306
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xi
Contents
8
SPECIAL TOPICS
8.0
8.1
8.2
8.3
8.4
8.5
8.6
8.7
8.8
8.9
8.10
8.11
8.12
8.13
8.14
Introduction 319
Performance Measurement 320
Financial Compensation and Rewards 327
Critical Issues with Rewarding Project Teams 333
Effective Project Management in the Small Business
Organization 336
Mega Projects 338
Morality, Ethics, and the Corporate Culture 339
Professional Responsibilities 342
Internal Partnerships 345
External Partnerships 346
Training and Education 348
Integrated Product/Project Teams 350
Virtual Project Teams 352
Breakthrough Projects 354
Studying Tips for the PMI® Project Management Certification Exam
Problems
9
383
Introduction 383
The Project Sponsor 384
Handling Disagreements with the Sponsor 393
The Collective Belief 394
The Exit Champion 395
The In-House Representatives 396
Studying Tips for the PMI® Project Management Certification Exam
Problems
380
381
WORKING WITH EXECUTIVES
10.0
10.1
10.2
10.3
10.4
10.5
10.6
365
Introduction 365
Predicting Project Success 366
Project Management Effectiveness 370
Expectations 371
Lessons Learned 372
Understanding Best Practices 373
Studying Tips for the PMI® Project Management Certification Exam
Problems
355
361
THE VARIABLES FOR SUCCESS
9.0
9.1
9.2
9.3
9.4
9.5
9.6
10
319
398
397
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xii
CONTENTS
Case Study
Corwin Corporation
11
PLANNING
11.0
11.1
11.2
11.3
11.4
11.5
11.6
11.7
11.8
11.9
11.10
11.11
11.12
11.13
11.14
11.15
11.16
11.17
11.18
11.19
11.20
11.21
11.22
11.23
11.24
11.25
11.26
11.27
11.28
11.29
11.30
11.31
411
Introduction 411
Validating the Assumptions 414
General Planning 415
Life-Cycle Phases 418
Proposal Preparation 421
Kickoff Meetings 421
Understanding Participants’ Roles 424
Project Planning 424
The Statement of Work 426
Project Specifications 431
Milestone Schedules 433
Work Breakdown Structure 434
WBS Decomposition Problems 440
Role of the Executive in Project Selection 444
Role of the Executive in Planning 449
The Planning Cycle 449
Work Planning Authorization 450
Why Do Plans Fail? 451
Stopping Projects 452
Handling Project Phaseouts and Transfers 453
Detailed Schedules and Charts 454
Master Production Scheduling 457
Project Plan 459
Total Project Planning 464
The Project Charter 468
Management Control 469
The Project Manager–Line Manager Interface 472
Fast-Tracking 474
Configuration Management 475
Enterprise Project Management Methodologies 476
Project Audits 479
Studying Tips for the PMI® Project Management Certification Exam
Problems
12
401
483
NETWORK SCHEDULING TECHNIQUES
12.0 Introduction 493
12.1 Network Fundamentals
495
493
480
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Contents
12.2
12.3
12.4
12.5
12.6
12.7
12.8
12.9
12.10
12.11
12.12
12.13
12.14
12.15
12.16
12.17
12.18
12.19
12.20
12.21
Graphical Evaluation and Review Technique (GERT) 500
Dependencies 501
Slack Time 502
Network Replanning 508
Estimating Activity Time 512
Estimating Total Project Time 513
Total PERT/CPM Planning 514
Crash Times 516
PERT/CPM Problem Areas 519
Alternative PERT/CPM Models 522
Precedence Networks 523
Lag 526
Scheduling Problems 528
The Myths of Schedule Compression 528
Understanding Project Management Software 530
Software Features Offered 530
Software Classification 532
Implementation Problems 533
Critical Chain 534
Studying Tips for the PMI® Project Management Certification Exam
Problems
536
539
Case Study
Crosby Manufacturing Corporation
13
PROJECT GRAPHICS
13.0
13.1
13.2
13.3
13.4
13.5
555
Introduction 555
Customer Reporting 556
Bar (Gantt) Chart 557
Other Conventional Presentation Techniques 564
Logic Diagrams/Networks 567
Studying Tips for the PMI® Project Management Certification Exam
Problems
14
569
PRICING AND ESTIMATING
14.0
14.1
14.2
14.3
14.4
14.5
14.6
552
571
Introduction 571
Global Pricing Strategies 572
Types of Estimates 573
Pricing Process 576
Organizational Input Requirements
Labor Distributions 580
Overhead Rates 584
578
568
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xiv
CONTENTS
14.7
14.8
14.9
14.10
14.11
14.12
14.13
14.14
14.15
14.16
14.17
14.18
14.19
14.20
14.21
14.22
14.23
14.24
14.25
14.26
14.27
14.28
14.29
14.30
Materials/Support Costs 586
Pricing Out the Work 589
Smoothing Out Department Man-Hours 590
The Pricing Review Procedure 592
Systems Pricing 594
Developing the Supporting/Backup Costs 595
The Low-Bidder Dilemma 599
Special Problems 599
Estimating Pitfalls 600
Estimating High-Risk Projects 601
Project Risks 602
The Disaster of Applying the 10 Percent Solution to Project Estimates 605
Life-Cycle Costing (LCC) 606
Logistics Support 613
Economic Project Selection Criteria: Capital Budgeting 614
Payback Period 614
The Time Value of Money 615
Net Present Value (NPV) 616
Internal Rate of Return (IRR) 617
Comparing IRR, NPV, and Payback 618
Risk Analysis 618
Capital Rationing 619
Project Financing 620
Studying Tips for the PMI® Project Management Certification Exam 622
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