GLOBAL
EDITION

GLOBAL
EDITION

GLOBAL
EDITION

Project Management

– New! MS Project 2010 step-by-step tutorials

Project Management

This Global Edition has been edited to include enhancements making it
more relevant to students outside the United States. The editorial team
at Pearson has worked closely with educators around the globe
to include:

– Updated! Project Managers in Practice profiles
– Updated! Problems in chapters
Pinto addresses project management within the context of a variety of
successful organizations. Project Management takes a decision-making,
business-oriented approach to the management of projects, which is
reinforced throughout the text with current global examples, including
London’s Millennium Dome, leadership and project management at
CLLM from Australia, renewable energy strategies in the UAE and the
Nicoll Highway collapse from Singapore.

Achieving Competitive Advantage

– New! Coverage of function point IT project cost estimation

THIRD
EDITION

Pearson International Edition

Pinto

This is a special edition of an established title widely
used by colleges and universities throughout the world.
Pearson published this exclusive edition for the benefit
of students outside the United States and Canada. If you
purchased this book within the United States or Canada
you should be aware that it has been imported without
the approval of the Publisher or Author.

Achieving Competitive Advantage
THIRD EDITION

Jeffrey K. Pinto


List of Cases by Chapter
Chapter 1

Rescue of Chilean Miners 22
Projects in China: Pushing the Innovative Envelope 30
MegaTech, Inc. 47

Continuing Education Center at TOBB University of
Economics and Technology 48
Disney’s Expedition Everest 48

Chapter 2

The U.S. Army Returns to the Era of Blimps 53
A Culture of Caring: Sanofi-Aventis and its Commitment to
Global Medical Assistance 80
Rolls-Royce Corporation 83
Classic Case: Paradise Lost: The Xerox Alto 84
Project Task Estimation and the Culture of “Gotcha!” 85
Widgets ’R Us 85

Chapter 8

Cost Overruns Continue to Dog Important
Projects 264
The Dulhasti Power Plant 290
After the Oil 291

Chapter 9

South Africa Gets Stadiums Ready for 2010
World Cup 300
Boeing’s 787 Dreamliner: Failure to Launch 333
Project Scheduling at Blanque Cheque
Construction (A) 360
Project Scheduling at Blanque Cheque
Construction (B) 361


Project Selection Procedures: A Cross-Industry
Sampler 92
Project Selection and Screening at GE: The Tollgate
Process 111
Keflavik Paper Company 123
Project Selection at Nova Western, Inc. 124

Chapter 11

Chapter 4

Aziza Chaouni and her Project to Save a River 128
Dr. Elattuvalapil Sreedharan, India’s Project Management
Rock Star 137
The Challenge of Managing Internationally 145
In Search of Effective Project Managers 149
Finding the Emotional Intelligence to Be a Real
Leader 150
Problems with John 150

Chapter 5

The Expeditionary Fighting Vehicle 157
Defining a Project Work Package 174
Boeing’s Virtual Fence 183
AKBANK CRM Transformation Program 185
Project Management at Dotcom.com 186
London’s Millennium Dome 187
Plugging a Leaking Oil Well—BP’s Disaster Response

Tele-Immersion Technology Eases the Use of Virtual
Teams 214
Columbus Instruments 225
The Bean Counter and the Cowboy 226
Johnson & Rogers Software Engineering, Inc. 227

Haitian Earthquake Relief 234
Collapse of Shanghai Apartment Building 248
Classic Case: De Havilland’s Falling Comet 254
Nicoll Highway Collapse 256

Chapter 10

Chapter 3

Chapter 6

Chapter 7

Switzerland Celebrates Completion of World’s Longest
Tunnel 369
Eli Lilly Pharmaceuticals and Its Commitment to
Critical Chain Project Management 384
Judy’s Hunt for Authenticity 395
Ramstein Products, Inc. 396

Chapter 12

Nissan LEAF: New Fuel Economy Champ
The Problems of Multitasking 425


400

Chapter 13

New Zealand’s Te Apiti Wind Farm—Success under
Pressure 430
Earned Value at Northrop Grumman 446
The IT Department at Kimble College 457
Hong Kong’s Cyberport 458

197

Chapter 14

New Jersey Kills Hudson River Tunnel Project 468
The Zion Nuclear Plant Tear-Down 483
Project Libra: To Terminate or Not to Terminate 491
The Project That Wouldn’t Die 491
Eight Years in the Making 492


Third Edition

Project Management
Achieving Competitive Advantage
Global Edition

Jeffrey K. Pinto
Pennsylvania State University


Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

A01_PINT7428_03_PIE_FM.indd 1

21/07/12 9:39 AM


Editor in Chief: Donna Battista
Senior Acquisitions Editor: Chuck Synovec
Senior Acquisitions Editor, Global Edition: Steven Jackson
Editorial Project Manager: Mary Kate Murray
Editorial Assistant: Ashlee Bradbury
Director of Marketing: Maggie Moylan
Senior Marketing Manager: Jami Minard
Marketing Manager, International: Dean Erasmus

Production Project Manager: Clara Bartunek
Creative Art Director: Jayne Conte
Cover Designer: Jodi Notowitz
Manager, Rights and Permissions: Michael Joyce
Cover Art: © Olena Timashova
Media Project Manager: John Cassar
Media Editor: James Bateman

Pearson Education Limited
Edinburgh Gate
Harlow

Essex CM20 2JE
England
and Associated Companies throughout the world
Visit us on the World Wide Web at:
www.pearson.com/uk
© Pearson Education Limited 2013
The right of Jeffery K. Pinto to be identified as author of this work has been asserted by them in accordance with the Copyright, Designs
and Patents Act 1988.
Authorised adaptation from the United States edition, entitled Project Management, Third Edition, ISBN 978-0-13-266415-8 by Jeffery K.
Pinto, published by Pearson Education © 2013.
All rights reserved. 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 or otherwise, without either the prior written permission of the publisher or a
licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby
Street, London EC1N 8TS.
All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author
or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or
­endorsement of this book by such owners.

®

®

Microsoft and Windows are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries. Screen shots and
icons reprinted with permission from the Microsoft Corporation. This book is not sponsored or endorsed by or affiliated with the
­Microsoft Corporation.
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
10 9 8 7 6 5 4 3 2 1
15 14 13 12 11
Typeset in 10/12 Palatino by Integra Software Services, Ltd.

Printed and bound by Courier/Kendallville in United States of America
The publisher’s policy is to use paper manufactured from sustainable forests.

ISBN-10: 0-273-76742-9
ISBN-13: 978-0-273-76742-8

A01_PINT7428_03_PIE_FM.indd 2

21/07/12 9:39 AM


To Mary Beth, my wife, with the most profound thanks and love for her
unwavering support. And, to our children, Emily, AJ, and Joseph—three
“projects” that are definitely over budget but that are performing far better
than I could have hoped!

A01_PINT7428_03_PIE_FM.indd 3

21/07/12 9:39 AM


Brief Contents
Preface 15












Chapter
Chapter
Chapter
Chapter
Chapter
Chapter
Chapter
Chapter
Chapter

1
2
3
4
5
6
7
8
9








Chapter
Chapter
Chapter
Chapter
Chapter

10
11
12
13
14

Introduction: Why Project Management?  21
The Organizational Context: Strategy, Structure, and Culture  52
Project Selection and Portfolio Management  91
Leadership and the Project Manager  127
Scope Management  156
Project Team Building, Conflict, and Negotiation  196
Risk Management  233
Cost Estimation and Budgeting  263
Project Scheduling: Networks, Duration Estimation,
and Critical Path  299
Project Scheduling: Lagging, Crashing, and Activity Networks  332
Critical Chain Project Scheduling  368
Resource Management  399
Project Evaluation and Control  429
Project Closeout and Termination  467

Appendix A  496
Appendix B  497

Glossary 507
Company Index  520
Name Index  522
Subject Index  525

4

A01_PINT7428_03_PIE_FM.indd 4

21/07/12 9:39 AM


Contents
Preface 15

Chapter 1 Introduction: Why Project Management? 21
Project Profile:  Rescue of Chilean Miners 22

Introduction 24
1.1  What is a Project? 25
General Project Characteristics 26
1.2  Why are Projects Important? 29
Project Profile:  Projects in China: Pushing the Innovative Envelope 30

1.3  Project Life Cycles 31
■■Project Managers In Practice:  Damien Baxter, Arrium Limited  34

1.4  Determinants of Project Success 35
■■Project Management Research In Brief:  Assessing Information Technology (IT)
Project Success  37


1.5  Developing Project Management Maturity 38
1.6  Project Elements and Text Organization 42
Summary 45
Key Terms  47
Discussion Questions  47
Case Study 1.1 MegaTech, Inc.  47
Case Study 1.2 Continuing Education Center at TOBB University of Economics
 and Technology 48
Case Study 1.3 Disney’s Expedition Everest  48
Internet Exercises  50
PMP Certification Sample Questions  50
Notes 50

Chapter 2 The Organizational Context: Strategy, Structure, and Culture 52
Project Profile:  The U.S. Army Returns to the Era of Blimps 53

Introduction 54
2.1  Projects and Organizational Strategy 55
2.2  Stakeholder Management 58
Identifying Project Stakeholders 58
Managing Stakeholders 61
2.3  Organizational Structure 64
2.4  Forms of Organizational Structure 64
Functional Organizations 65
Project Organizations 67
Matrix Organizations 69
Moving to Heavyweight Project Organizations 71
■■Project Management Research In Brief:  The Impact of Organizational Structure
on Project Performance  72


2.5  Project Management Offices 73

5

A01_PINT7428_03_PIE_FM.indd 5

21/07/12 9:39 AM


6Contents

2.6  Organizational Culture 75
How Do Cultures Form? 77
Organizational Culture and Project Management 79
Project Profile:  A Culture of Caring: Sanofi-Aventis and Its Commitment to Global
Medical Assistance 80
Summary 81
Key Terms  82
Discussion Questions  83
Case Study 2.1 Rolls-Royce Corporation  83
Case Study 2.2 Classic Case: Paradise Lost: The Xerox Alto  84
Case Study 2.3 Project Task Estimation and the Culture of “Gotcha!”  85
Case Study 2.4 Widgets ’R Us  85
Internet Exercises  86
PMP Certification Sample Questions  86
Integrated Project—Building Your Project Plan  87
Notes 89

Chapter 3 Project Selection and Portfolio Management 91

Project Profile:  Project Selection Procedures: A Cross-Industry Sampler 92

Introduction 92
3.1  Project Selection 93
3.2  Approaches to Project Screening and Selection 95
Method One: Checklist Model 95
Method Two: Simplified Scoring Models 97
Limitations of Scoring Models 99
Method Three: The Analytical Hierarchy Process 99
Method Four: Profile Models 102
3.3  Financial Models 104
Payback Period 105
Net Present Value 106
Discounted Payback 108
Internal Rate of Return 109
Options Models 110
Choosing a Project Selection Approach 111
Project Profile:  Project Selection and Screening at GE: The Tollgate Process 111

3.4  Project Portfolio Management 113
Objectives and Initiatives 113
Developing a Proactive Portfolio 114
Keys to Successful Project Portfolio Management 116
Problems in Implementing Portfolio Management 116
Summary 117
Key Terms  119
Solved Problems  119
Discussion Questions  120
Problems 120
Case Study 3.1 Keflavik Paper Company  123

Case Study 3.2 Project Selection at Nova Western, Inc.  124
Internet Exercises  125
Notes 125

A01_PINT7428_03_PIE_FM.indd 6

21/07/12 9:39 AM


Contents

7

Chapter 4 Leadership and the Project Manager 127
Project Profile:  Aziza Chaouni and Her Project to Save a River 128

Introduction 129
4.1  Leaders versus Managers 129
4.2  How the Project Manager Leads 131
Acquiring Project Resources 131
Motivating and Building Teams 132
Having a Vision and Fighting Fires 132
Communicating 132
■■Project Management Research In Brief:  Leadership and Emotional Intelligence  135

4.3  Traits of Effective Project Leaders 135
Conclusions About Project Leaders 136
Project Profile:  Dr. Elattuvalapil Sreedharan, India’s Project Management
Rock Star 137


Leading and Time Orientation 138
4.4  Project Champions 139
Champions—Who Are They? 140
What Do Champions Do? 141
How to Make a Champion 142
■■Project Managers In Practice:  Julie Slater and Kerry Anderson, CLLM   143

4.5  The New Project Leadership 144
Project Profile:  The Challenge of Managing Internationally 145

4.6  Project Management Professionalism 145
Summary 147
Key Terms  148
Discussion Questions  148
Case Study 4.1 In Search of Effective Project Managers  149
Case Study 4.2 Finding the Emotional Intelligence to Be a Real Leader  150
Case Study 4.3 Problems with John  150
Internet Exercises  153
PMP Certification Sample Questions  153
Notes 154

Chapter 5 Scope Management 156
Project Profile:  The Expeditionary Fighting Vehicle 157

Introduction 159
5.1  Conceptual Development 160
The Statement of Work 162
5.2  The Scope Statement 164
The Work Breakdown Structure 165
Purposes of the Work Breakdown Structure 166

The Organization Breakdown Structure 171
The Responsibility Assignment Matrix 172
Project Profile:  Defining a Project Work Package 174

5.3  Work Authorization 174
5.4  Scope Reporting 175
■■Project Management Research In Brief:  Information Technology (IT) Project “Death
Marches”: What Is Happening Here?  176

5.5  Control Systems 178
Configuration Management 178

A01_PINT7428_03_PIE_FM.indd 7

21/07/12 9:39 AM


8Contents

5.6  Project Closeout 180
Summary 181
Key Terms  182
Discussion Questions  182
Problems 183
Case Study 5.1 Boeing’s Virtual Fence  183
Case Study 5.2 AKBANK CRM Transformation Program  185
Case Study 5.3 Five Star Hotel ELV (Extra Low Voltage) Project  186
Case Study 5.4 London’s Millennium Dome  187
Internet Exercises  190
PMP Certification Sample Questions  190

MS Project Exercises  191
Integrated Project––Developing the Work Breakdown Structure  192
Notes 194

Chapter 6 Project Team Building, Conflict, and Negotiation 196
Project Profile:  Plugging a Leaking Oil Well—BP’s Disaster Response 197

Introduction 200
6.1  Building the Project Team 200
Identify Necessary Skill Sets 200
Identify People Who Match the Skills 200
Talk to Potential Team Members and Negotiate with
Functional Heads 201
Build in Fallback Positions 202
Assemble the Team 203
6.2  Characteristics of Effective Project Teams 203
A Clear Sense of Mission 203
A Productive Interdependency 203
Cohesiveness 204
Trust 204
Enthusiasm 204
Results Orientation 205
6.3  Reasons Why Teams Fail 205
Poorly Developed or Unclear Goals 205
Poorly Defined Project Team Roles and Interdependencies 206
Lack of Project Team Motivation 206
Poor Communication 206
Poor Leadership 206
Turnover Among Project Team Members 207
Dysfunctional Behavior 207

6.4  Stages in Group Development 207
Stage One: Forming 207
Stage Two: Storming 208
Stage Three: Norming 208
Stage Four: Performing 209
Stage Five: Adjourning 209
Punctuated Equilibrium 209

A01_PINT7428_03_PIE_FM.indd 8

21/07/12 9:39 AM


Contents

9

6.5  Achieving Cross-Functional Cooperation 210
Superordinate Goals 211
Rules and Procedures 211
Physical Proximity 211
Accessibility 212
Outcomes of Cooperation: Task and Psychosocial Results 212
6.6  Virtual Project Teams 213
Project Profile:  Tele-Immersion Technology Eases the Use of Virtual Teams 214

6.7  Conflict Management 215
What Is Conflict? 215
Sources of Conflict 216
Methods for Resolving Conflict 218

6.8 Negotiation 219
Questions to Ask Prior to the Negotiation 219
Principled Negotiation 220
Invent Options for Mutual Gain 222
Insist on Using Objective Criteria 223
Summary 223
Key Terms  224
Discussion Questions  225
Case Study 6.1 Columbus Instruments  225
Case Study 6.2 The Bean Counter and the Cowboy  226
Case Study 6.3 Johnson & Rogers Software Engineering, Inc.  227
Exercise in Negotiation  228
Internet Exercises  230
PMP Certification Sample Questions  230
Notes 230

Chapter 7 Risk Management 233
Project Profile:  Haitian Earthquake Relief 234

Introduction 236
■■Project Managers In Practice:  Mohammed Al-Sadiq, Saudi Aramco
Oil Company  237

7.1  Risk Management: A Four-Stage Process 239
Risk Identification 239
Analysis of Probability and Consequences 241
Risk Mitigation Strategies 244
Use of Contingency Reserves 245
Other Mitigation Strategies 246
Control and Documentation 246

Project Profile:  Collapse of Shanghai Apartment Building 248

7.2  Project Risk Management: An Integrated Approach 250
Summary 252
Key Terms  252
Solved Problem  253
Discussion Questions  253
Problems 253
Case Study 7.1 Classic Case: de Havilland’s Falling Comet  254
Case Study 7.2 Nicoll Highway Collapse  256

A01_PINT7428_03_PIE_FM.indd 9

21/07/12 9:39 AM


10Contents
Internet Exercises  258
PMP Certification Sample Questions  259
Integrated Project—Project Risk Assessment  260
Notes 262

Chapter 8 Cost Estimation and Budgeting 263
Project Profile:  Cost Overruns Continue to Dog Important Projects 264

8.1  Cost Management 266
Direct Versus Indirect Costs 267
Recurring Versus Nonrecurring Costs 268
Fixed Versus Variable Costs 269
Normal Versus Expedited Costs 269

8.2  Cost Estimation 270
Learning Curves in Cost Estimation 272
Software Project Estimation—Function Points 276
■■Project Management Research In Brief:  Software Cost Estimation  276

Problems with Cost Estimation 278
■■Project Management Research In Brief:  “Delusion and Deception” Taking Place in
Large Infrastructure Projects  280

8.3  Creating a Project Budget 281
Top-Down Budgeting 281
Bottom-Up Budgeting 282
Activity-Based Costing 282
8.4  Developing Budget Contingencies 284
Summary 286
Key Terms  287
Solved Problems  287
Discussion Questions  288
Problems 289
Case Study 8.1 The Dulhasti Power Plant  290
Case Study 8.2 After the Oil  291
Internet Exercises  294
PMP Certification Sample Questions  294
Integrated Project—Developing the Cost Estimates and Budget  295
Notes 297

Chapter 9 Project Scheduling: Networks, Duration Estimation,
and Critical Path 299
Project Profile:  South Africa Gets Stadiums Ready for 2010 World Cup 300


Introduction 302
9.1  Project Scheduling 302
9.2  Key Scheduling Terminology 304
9.3  Developing a Network 305
Labeling Nodes 306
Serial Activities 306
Concurrent Activities 306
Merge Activities 307
Burst Activities 307

A01_PINT7428_03_PIE_FM.indd 10

21/07/12 9:39 AM


Contents

11

9.4  Duration Estimation 310
9.5  Constructing the Critical Path 314
Calculating the Network 314
The Forward Pass 315
The Backward Pass 316
Probability of Project Completion 318
Laddering Activities 321
Hammock Activities 322
Options for Reducing the Critical Path 322
■■Project Management Research In Brief:  Software Development Delays and
Solutions 324

Summary 324
Key Terms  325
Solved Problems  326
Discussion Questions  327
Problems 328
Internet Exercises  329
MS Project Exercises  329
PMP Certification Sample Questions  330
Notes 331

Chapter 10 Project Scheduling: Lagging, Crashing, and Activity Networks 332
Project Profile:  Boeing’s 787 Dreamliner: Failure to Launch 333

Introduction 335
10.1  Lags in Precedence Relationships 335
Finish to Start 335
Finish to Finish 336
Start to Start 336
Start to Finish 337
10.2  Gantt Charts 337
Adding Resources to Gantt Charts 339
Incorporating Lags in Gantt Charts 340
■■Project Managers In Practice:  Nilay Yuce, Lamagama  340

10.3  Crashing Projects 342
Options for Accelerating Projects  342
Crashing the Project: Budget Effects 348
10.4  Activity-on-Arrow Networks 349
How Are They Different? 350
Dummy Activities 352

Forward and Backward Passes with AOA Networks 353
AOA Versus AON 354
10.5  Controversies in the Use of Networks 355
Conclusions 357
Summary 357
Key Terms  358
Solved Problems  358
Discussion Questions  359

A01_PINT7428_03_PIE_FM.indd 11

21/07/12 9:39 AM


12Contents
Problems 359
Case Study 10.1 Project Scheduling at Blanque Cheque Construction (A)  360
Case Study 10.2 Project Scheduling at Blanque Cheque Construction (B)  361
MS Project Exercises  361
PMP Certification Sample Questions  362
Integrated Project—Developing the Project Schedule  364
Notes 367

Chapter 11 Critical Chain Project Scheduling 368
Project Profile:  Switzerland Celebrates Completion of World’s Longest Tunnel 369

Introduction 370
11.1  The Theory of Constraints and Critical Chain Project Scheduling 371
Theory of Constraints 371
Common Cause and Special Cause Variation 372

11.2  CCPM and the Causes of Project Delay 374
Method One: Overestimation of Individual Activity Durations 374
Method Two: Project Manager Safety Margin 375
Method Three: Anticipating Expected Cuts from Top Management 375
11.3  How Project Teams Waste the Extra Safety They Acquire 375
Method One: The Student Syndrome 376
Method Two: Failure to Pass Along Positive Variation 376
Method Three: Negative Consequences of Multitasking 377
Method Four: Delay Caused by Activity Path Merging 378
11.4  The Critical Chain Solution to Project Scheduling 378
Developing the Critical Chain Activity Network 380
Critical Chain Solutions Versus Critical Path Solutions 382
Project Profile:  Eli Lilly Pharmaceuticals and Its Commitment to Critical
Chain Project Management 384

11.5  Critical Chain Solutions to Resource Conflicts 385
11.6  Critical Chain Project Portfolio Management 386
■■Project Management Research In Brief:  Advantages of Critical Chain
Scheduling 388

11.7  Critiques of CCPM 389
Summary 390
Key Terms  391
Solved Problem  392
Discussion Questions  392
Problems 393
Case Study 11.1 Judy’s Hunt for Authenticity  395
Case Study 11.2 Ramstein Products, Inc.  396
Internet Exercises  397
Notes 397


Chapter 12 Resource Management 399
Project Profile:  Nissan LEAF: New Fuel Economy Champ 400

Introduction 401
12.1  The Basics of Resource Constraints 402
Time and Resource Scarcity 402
12.2  Resource Loading 404

A01_PINT7428_03_PIE_FM.indd 12

21/07/12 9:39 AM


Contents

13

12.3  Resource Leveling 406
Step One: Develop the Resource-Loading Table 410
Step Two: Determine Activity Late Finish Dates 411
Step Three: Identify Resource Overallocation 411
Step Four: Level the Resource-Loading Table 411
12.4  Resource-Loading Charts 415
■■Project Managers In Practice:  Captain Kevin O’Donnell, U.S. Marine Corps  417

12.5  Managing Resources in Multiproject Environments 419
Schedule Slippage 419
Resource Utilization 419
In-Process Inventory 420

Resolving Resource Decisions in Multiproject Environments 420
Summary 422
Key Terms  423
Solved Problem  423
Discussion Questions  424
Problems 424
Case Study 12.1 The Problems of Multitasking  425
Internet Exercises  426
MS Project Exercises  426
PMP Certification Sample Questions  427
Integrated Project—Managing Your Project’s Resources  428
Notes 428

Chapter 13 Project Evaluation and Control 429
Project Profile:  New Zealand’s Te Apiti Wind Farm—Success under Pressure 430

Introduction 431
13.1  Control Cycles—A General Model 431
13.2  Monitoring Project Performance 432
The Project S-Curve: A Basic Tool 432
S-Curve Drawbacks 434
Milestone Analysis 435
Problems with Milestones 436
The Tracking Gantt Chart 436
Benefits and Drawbacks of Tracking Gantt Charts 437
13.3  Earned Value Management 437
Terminology for Earned Value 439
Creating Project Baselines 439
Why Use Earned Value? 439
Steps in Earned Value Management 441

Assessing a Project’s Earned Value 442
13.4  Using Earned Value to Manage a Portfolio of Projects 445
Project Profile:  Earned Value at Northrop Grumman 446

13.5  Issues in the Effective Use of Earned Value Management 447
13.6  Human Factors in Project Evaluation and Control 449
Critical Success Factor Definitions 451
Conclusions 452
Summary 453

A01_PINT7428_03_PIE_FM.indd 13

21/07/12 9:39 AM


14Contents
Key Terms  454
Solved Problem  454
Discussion Questions  455
Problems 455
Case Study 13.1 The IT Department at Kimble College  457
Case Study 13.2 Hong Kong’s Cyberport  458
Internet Exercises  459
MS Project Exercises  459
PMP Certification Sample Questions  460
Appendix 13.1  Earned Schedule  461
Notes 465

Chapter 14 Project Closeout and Termination 467
Project Profile:  New Jersey Kills Hudson River Tunnel Project 468


Introduction 469
14.1  Types of Project Termination 470
■■Project Managers In Practice:  Mike Brown, Rolls-Royce Plc  470

14.2  Natural Termination—The Closeout Process 471
Finishing the Work 472
Handing Over the Project 472
Gaining Acceptance for the Project 473
Harvesting the Benefits 473
Reviewing How It All Went 474
Putting It All to Bed 475
Disbanding the Team 475
What Prevents Effective Project Closeouts? 480
14.3  Early Termination for Projects 480
Making the Early Termination Decision 482
Project Profile:  The Zion Nuclear Plant Tear-Down 483

Shutting Down the Project  484
■■Project Management Research In Brief:  Project Termination in the IT Industry  486

Allowing for Claims and Disputes 487
14.4  Preparing the Final Project Report 488
Conclusion 489
Summary 489
Key Terms  490
Discussion Questions  490
Case Study 14.1 Project Libra: To Terminate or Not to Terminate  491
Case Study 14.2 The Project That Wouldn’t Die  491
Case Study 14.3 Eight Years in the Making  492

Internet Exercises  493
PMP Certification Sample Questions  493
Notes 494
Appendix A  496
Appendix B  497
Glossary 507
Company Index  520
Name Index  522
Subject Index  525

A01_PINT7428_03_PIE_FM.indd 14

21/07/12 9:39 AM


Preface
Project management has become central to operations in industries as diverse as construction and informa­
tion technology, architecture and hospitality, and engineering and new product development; t­herefore,
this text simultaneously embraces the general principles of project management while addressing
­specific ­examples across the wide assortment of its applications. This text approaches each chapter from
the p
­ erspective of both the material that is general to all disciplines and project types and that which is
more specific to alternative forms of projects. One way this is accomplished is through the use of specific,
­discipline-based examples to illustrate general principles as well as the inclusion of cases and Project Profiles
that focus on more specific topics (e.g., Chapter 5’s treatment of IT “death march” projects).
Students in project management classes come from a wide and diverse cross section of university
majors and career tracks. Schools of health, business, architecture, engineering, information systems, and
hospitality are all adding project management courses to their catalogs in response to the demands from
organizations and professional groups that see their value for students’ future careers. Why has project management become a discipline of such tremendous interest and application? The simple truth is that we live
in a “projectized” world. Everywhere we look we see people engaged in project management. In fact, project

management has become an integral part of practically every firm’s business model.
This text takes a holistic, integrated approach to managing projects, exploring both technical and
­managerial challenges. It not only emphasizes individual project execution, but also provides a strategic perspective, demonstrating the means with which to manage projects at both the program and portfolio levels.
At one time, project management was almost exclusively the property of civil and construction
­engineering programs where it was taught in a highly quantitative, technical manner. “Master the science
of project management,” we once argued, “and the ‘art’ of project management will be equally clear to you.”
Project management today is a complex, “management” challenge requiring not only technical skills but a
broad-based set of people skills as well. Project management has become the management of technology,
people, culture, stakeholders, and other diverse elements necessary to successfully complete a project. It
requires knowledge of leadership, team building, conflict resolution, negotiation, and influence in equal
measure with the traditional, technical skill set. Thus, this textbook broadens our focus beyond the traditional project management activities of planning and scheduling, project control, and termination, to a more
general, inclusive, and, hence, more valuable perspective of the project management process.

What’s New in the THIRD Edition?
New Features
• Project “death marches”
• Earned Schedule
• MS Project 2010 step-by-step tutorials
• Project scheduling under uncertainty—probability of project completion
• New Project Managers in Practice profiles
• Function point IT project cost estimation
• Fast-tracking and other options for accelerating projects
• Updated problems in chapters
• New project “classic” cases
• New Project Management Research in Brief: “Delusion and Deception” Taking Place in Large
Infrastructure Projects
• All MS Project examples and screen captures updated to MS Project 2010
• Quarterly updates for all book adopters on latest cases and examples in project management

Updated Project Profiles:

• Chapter 1 Introduction: Why Project Management?
• Chilean Miners Rescue
• Projects in China
15

A01_PINT7428_03_PIE_FM.indd 15

21/07/12 9:39 AM


16Preface

• Chapter 2 The Organizational Context: Strategy, Structure, and Culture
• The U.S. Army Returns to the Era of Blimps
• A Culture of Caring: Sanofi-Aventis
• Chapter 3 Project Selection and Portfolio Management
• Project Selection Procedures: A Cross-Industry Sampler
• Chapter 4 Leadership and the Project Manager
• Aziza Chaouni and Her Project to Save a River
• Dr. E. Sreedharan, India’s Project Management Rock Star
• Chapter 5 Scope Management
• The Expeditionary Fighting Vehicle
• Boeing’s Virtual Fence
• Chapter 6 Project Team Building, Conflict, and Negotiation
• Plugging a Leaking Oil Well: BP’s Disaster Response
• Chapter 7 Risk Management
• Haitian Earthquake Relief
• Collapse of Shanghai Apartment Building
• Chapter 8 Cost Estimation and Budgeting
• Cost Overruns Continue to Dog Important Projects

• Chapter 9 Project Scheduling: Networks, Duration Estimation, and Critical Path
• South Africa Gets Stadiums Ready for 2010 World Cup
• Chapter 10 Project Scheduling: Lagging, Crashing, and Activity Networks
• Boeing’s 787 Dreamliner: Failure to Launch
• Chapter 11 Critical Chain Project Scheduling
• Switzerland Celebrates Completion of World’s Longest Tunnel
• Eli Lilly Pharmaceutical’s Commitment to Critical Chain Project Scheduling
• Chapter 12 Resource Management
• Nissan LEAF: New Fuel Economy Champ
• Chapter 13 Project Evaluation and Control
• New Zealand’s Te Apiti Wind Farm—Success under Pressure
• Chapter 14 Project Closeout and Termination
• New Jersey Kills Hudson River Tunnel Project
• The Zion Nuclear Plant Tear-Down

Our Focus
This textbook employs a managerial, business-oriented approach to the management of projects. Thus we
have integrated Project Profiles into the text.
• Project Profiles—Each chapter contains one or more Project Profiles that highlight current examples
of project management in action. Some of the profiles reflect on significant achievements; others detail
famous (and not-so-famous) examples of project failures. Because they cover diverse ground (IT projects, construction, new product development, and so forth), there should be at least one profile per
chapter that is meaningful to the class’s focus.
The book blends project management within the context of the operations of any successful organization,
whether publicly held, private, or not-for-profit. We illustrate this through the use of end-of-chapter cases.
• Cases—At the end of each chapter are some final cases that take specific examples of the material
covered in the chapter and apply them in the alternate format of case studies. Some of the cases are
fictitious, but the majority of them are based on real situations, even where aliases mask the real names
of organizations. These cases include discussion questions that can be used either for homework or to
facilitate classroom discussions.


A01_PINT7428_03_PIE_FM.indd 16

21/07/12 9:39 AM


Preface

17

Further, we explore both the challenges in the management of individual projects as well as broadening out
this context to include strategic, portfolio-level concepts. To do this, we ask students to develop a project
plan using MS Project 2010.
• Integrated Project Exercises—Many of the chapters include an end-of-chapter feature that is unique
to this text: the opportunity to develop a detailed project plan. A very beneficial exercise in project
­management classes is to require students, either in teams or individually, to learn the mechanics of
developing a detailed and comprehensive project plan, including scope, scheduling, risk assessment,
budgeting and cost estimation, and so forth. The Integrated Project exercises afford students the
opportunity to develop such a plan by assigning these activities and providing a detailed example of a
­completed example (ABCups, Inc.) in each chapter. Thus, students are assigned their project planning
activities and have a template that helps them complete these exercises.
And finally, we have integrated the standards set forth by the world’s largest governing body for project
management. The Project Management Institute (PMI) created the Project Management Body of Knowledge
(PMBoK), which is generally regarded as one of the most comprehensive frameworks for identifying the
critical knowledge areas that project managers must understand if they are to master their discipline. The
PMBoK has become the basis for the Project Management Professional (PMP) certification offered by PMI
for professional project managers.
• Integration with the PMBoK—As a means to demonstrate the coverage of the critical PMBoK
­elements, readers will find that the chapters in this text identify and cross-list the corresponding
knowledge areas from the PMBoK. Further, all terms (including the Glossary) are taken directly from
the most recent edition of the PMBoK.

• Inclusion of Sample PMP Certification Exam Questions—The Project Management Professional
(PMP) certification represents the highest standard of professional qualification for a practicing project manager and is administered by the Project Management Institute. As of the beginning of 2012,
there were more than 400,000 PMPs worldwide. In order to attain PMP certification, it is necessary
for candidates to undergo a comprehensive exam that tests their knowledge of all components of the
PMBoK. This text includes a set of sample PMP certification exam questions at the end of most of the
chapters, in order to give readers an idea of the types of questions typically asked on the exam and how
those topics are treated in this book.

Other Points of Distinction
The textbook places special emphasis on blending current theory, practice, research, and case studies in such
a manner that readers are given a multiple perspective exposure to the project management process. A number of in-chapter features are designed to enhance student learning, including:
• MS Project Exercises—An additional feature of the text is the inclusion at the end of each chapter
of some sample problems or activities that require students to generate MS Project output files. For
example, in the chapter on scheduling, students must create an MS Project Gantt chart and network
diagram. Likewise, other reports can be assigned to help students become minimally adept at interacting with this program. It is not the purpose of this text to fully develop these skills but rather to plant
the seeds for future application.
• Research in Brief—A unique feature of this text is to include short (usually one-page) text boxes that
highlight the results of current research on the topics of interest. Students often find it useful to read
about actual studies that highlight the text material and provide additional information that expands
their learning. Although not every chapter includes a “Research in Brief” box, most have one and, in
some cases, two examples of this feature.
• Project Managers in Practice—An addition to this text is the inclusion of several short profiles of real,
practicing project managers from a variety of corporate and project settings. These profiles have been
added to give students a sense of the types of real-world challenges project managers routinely face, the
wide range of projects they are called to manage, and the satisfactions and career opportunities available to students interested in pursuing project management as a career.
• Internet Exercises—Each chapter contains a set of Internet exercises that require students to search
the Web for key information, access course readings on the companion Web site supporting the

A01_PINT7428_03_PIE_FM.indd 17


21/07/12 9:39 AM


18Preface

text, and perform other activities that lead to student learning through outside-of-class, h
­ ands-on
activities. Internet exercises are a useful supplement, particularly in the area of project management,
because so much is available on the World Wide Web relating to projects, including cases, news
releases, and Internet-based tools for analyzing project activities.

For Instructors
The following supplements are available to adopting instructors:

Instructor’s Resource Center
Register.Redeem.Login, www.pearsonglobaleditions.com/pinto, is where instructors can access a variety
of print, media, and presentation resources that are available with this text in downloadable, digital format.

Need Help?
Our dedicated Technical Support team is ready to assist instructors with questions about the media supplements that accompany this text. Visit for answers to frequently asked
questions and toll-free user support phone numbers. The following supplements are available to adopting
instructors. Detailed descriptions of the following supplements are provided in the Instructor’s Resource
Center:
Instructor’s Solutions Manual—Prepared by Jeffrey K. Pinto of Pennsylvania State University. The
­Instructor’s Solutions Manual contains chapter summaries and suggested answers to all the end-ofchapter questions. It is available for download at www.pearsonglobaleditions.com/pinto.
Test Item File—Prepared by Professor Geoff Willis of the University of Central Oklahoma. The
Test Item File contains true/false questions, fill-in-the-blank questions, multiple-choice questions,
and short-answer/essay questions. It is available for download at www.pearsonglobaleditions.com/
pinto.
TestGen— Pearson Education’s test-generating software is available from www.pearsonglobaleditions.

com/pinto. The software is PC/MAC compatible and preloaded with all of the Test Item File questions.
You can manually or randomly view test questions and drag and drop to create a test. You can add or
modify test-bank questions as needed.
Learning Management Systems—Our TestGens are converted for use in BlackBoard and WebCT.
These conversions can be found in the Instructor’s Resource Center. Conversions to D2L or Angel can
be requested through your local Pearson Sales Representative.
PowerPoint slides—Prepared by Dana Johnson of Michigan Technological University. The PowerPoint slides provide the instructor with individual lecture outlines to accompany the text. The slides
include many of the figures and tables from the text. These lecture notes can be used as is or professors can easily modify them to reflect specific presentation needs. They are available for download at
www.pearsonglobaleditions.com/pinto.
Project Management Simulation Game—Created by Ken Klassen (Brock University) and Keith
­Willoughby (OR Consultant), is available for download at www.pearsonglobaleditions.com/pinto. It
is used to provide an enjoyable and educational introduction to the topic of project management. It
may also be used as a stand-alone exercise to teach about uncertainty. In addition to Student Notes
and Instructor Notes (both in Word) for the game, an Excel spreadsheet is provided to track the
progress of the teams. This eases administration of this in-class game and enhances the experience
for the students.
CourseSmart—CourseSmart eTextbooks were developed for students looking to save on ­required
or recommended textbooks. Students simply select their eText by title or author and purchase
­immediate access to the content for the duration of the course using any major credit card. With
a CourseSmart eText, students can search for specific keywords or page numbers, take notes
­online, print out ­reading assignments that incorporate lecture notes, and bookmark important
passages for later review. For more information or to purchase a CourseSmart eTextbook, visit www.­
coursesmart.co.uk.

A01_PINT7428_03_PIE_FM.indd 18

21/07/12 9:39 AM


Preface


19

For Students
The Companion Website (www.pearsonglobaleditions.com/pinto) contains valuable resources for both
­students and professors, including:
• Self-Study Quizzes—These quizzes contain a broad assortment of questions, which include multiplechoice, true/false, essay, and discussion questions. The quizzes are graded and can be transmitted to
the instructor or serve as practice exams.
• Student Survey—This survey offers students an opportunity to voice their opinions about this book.

Acknowledgments
In acknowledging the contributions of past and present colleagues to the creation of this text, I must first
convey my deepest thanks and appreciation for the 30-year association with my original mentor, Dr. Dennis
Slevin of the University of Pittsburgh’s Katz Graduate School of Business. My collaboration with Denny on
numerous projects has been fruitful and extremely gratifying, both professionally and ­personally. In ­addition,
Dr. David Cleland’s friendship and partnership in several ventures has been a great source of ­satisfaction
through the years. Additional mentors and colleagues who have strongly influenced my t­hinking include
Samuel Mantel, Jr., Peter W. G. Morris, Rodney Turner, Erik Larson, David Frame, Francis  Hartman,
Jonas  Soderlund, Young Kwak, Rolf Lundin, Lynn Crawford, Graham Winch, Terry Williams, Francis
Webster, Terry Cooke-Davies, Hans Thamhain, and Karlos Artto. Each of these individuals has had a
­profound impact on the manner in which I view, study, and write about project management.
Over the years, I have also been fortunate to develop friendships with some professional project managers whose work I admire enormously. They are genuine examples of the best type of project manager: one
who makes it all seem effortless while consistently performing minor miracles. In particular, I wish to thank
Mike Brown of Rolls-Royce for his friendship and example. I would also like to thank friends and colleagues
from the Project Management Institute, including Lew Gedansky, Harry Stephanou, and Eva Goldman, for
their support for and impact on this work.
I am indebted to the reviewers of this text whose numerous suggestions and critiques have been an
invaluable aid in shaping its content. Among them, I would like to especially thank the following:
Ravi Behara—George Mason University
Jeffrey L. Brewer—Purdue University

Dennis Cioffi—George Washington University
David Clapp—Florida Institute of Technology
Bruce DeRuntz—Southern Illinois University
 at Carbondale
Ike Ehie—Kansas State University
Michael H. Ensby—Clarkson University
Lynn Fish—Canisius College
Linda Fried—University of Colorado, Denver
Mario Guimaraes—Kennesaw State University
Richard Gunther—California State University,
 Northridge
Kwasi-Amoako Gyampah—University of North
  Carolina, Greensboro
Gary Hackbarth—Iowa State University
Mamoon M. Hammad—George Washington
 University
Scott Robert Homan—Purdue University
John Hoxmeier—Colorado State University
Alex Hutchins—ITT Technical Institute
Robert Key—University of Phoenix
Homayoun Khamooshi—George Washington
 University

A01_PINT7428_03_PIE_FM.indd 19

Dennis Krumwiede—Idaho State University
George Mechling—Western Carolina
 University
Julia Miyaoka—San Francisco State
 University

LaWanda Morant—ITT Technical Institute
Robert Morris—Florida State College at
 ­Jacksonville
Kenneth E. Murphy—Willamette University
John Nazemetz—Oklahoma State University
Patrick Penfield—Syracuse University
Ronald Price—ITT Techincal Institute
Ronny Richardson—Southern Polytechnic
 State University
John Sherlock—Iona College
Gregory Shreve—Kent State University
Randall G. Sleeth—Virginia Commonwealth
 University
Kimberlee Snyder—Winona State University
Jeff Trailer—California State University, Chico
Leo Trudel—University of Maine
Oya Tukel—Cleveland State University
Darien Unger—Howard University
Stephen Whitehead—Hilbert College

21/07/12 9:39 AM


20Preface

Pearson Education wishes to acknowledge and thank the following people on their work on the Global
Edition:

Contributors
Asunur Cezar, Department of Business Administration, Tobb University of Economics and Technology, Turkey

Selvi Kannan, School Of Management and Information Systems, Victoria University, Australia
Saira Karim, Project Manager PMP, MCMI, Project Arab Gulf
Jon and Diane Sutherland, United Kingdom
Renosh Thomas, PreSales and Project Manager, Lightspeed Communications
Clare Walsh, Business School, Bahrain Polytechnic, Kingdom of Bahrain

Reviewers
Koh Cheng Boon, Nanyang Technological University, Nanyang Business School, Singapore
Professor Albert PC Chan, PhD, Professor of the Department of Building and Real Estate, Faculty of
­Construction and Environment, Hong Kong Polytechnic University, Hong Kong
T. Tolgay Kizilelma, Dokuz Eylul University, Turkey
Dr. Qing Li, Hong Kong University of Science and Technology, Hong Kong
Sa’Ed M. Salhieh, Ph.D. Industrial Engineering Department, Faculty of Engineering, Alfaisal University,
Riydh, Saudi Arabia
Dr. Danielle L Talbot, Coventry University, United Kingdom
I would also like to thank my colleagues in the Samuel Black School of Business at Penn State, the Behrend
College. Additionally, Christie Quick helped prepare the Instructor’s Resource Manual and Student Aids, for
which I thank her. Extra-special thanks go to Jeanette Case for her help in preparing the final manuscript. I
am especially indebted to Ray Venkataraman, who accuracy checked the Instructor’s Resource Manual. I am
very grateful for his time and effort, and any errors that may remain are entirely my own.
In developing the cases for this edition of the textbook, I was truly fortunate to develop wonderful
professional relationships with a number of individuals. Andrea Finger and Kathleen Prihoda of Disney were
wonderfully helpful and made time in their busy schedules to assist me in developing the Expedition Everest
case for this text. Stephanie Smith, Mohammed Al-Sadiq, Bill Mowery, Mike Brown, Julia Sweet, and Kevin
O’Donnell provided me with invaluable information on their job responsibilities and what it takes to be a
successful project manager.
Finally, I wish to extend my sincere thanks to the people at Pearson for their support for the text during its development, including Chuck Synovec, editor, and Mary Kate Murray, project manager. I reserve my
deepest thanks for the efforts of Trish Nealon and Annie Puciloski, whose developmental editing and critiques were honest and right on target (“Faithful are the wounds of a friend,” Proverbs 27:6). I would also like
to thank other members of the Pearson editorial, production, and marketing staffs, including Jami Minard,
Clara Bartunek, and Anand Natarajan.


Feedback
If you have questions related to this product, please contact our customer service department online at
.
Finally, it is important to reflect on an additional salient issue as you begin your study of project management: Most of you will be running a project long before you are given wider management responsibilities in
your organizations. Successful project managers are the lifeblood of organizations and bear the imprint of the
fast track. I wish you great success!
Jeffrey K. Pinto, Ph.D

Andrew Morrow and Elizabeth Lee Black Chair
Management of Technology
Samuel Black School of Business
Penn State, the Behrend College


A01_PINT7428_03_PIE_FM.indd 20

21/07/12 9:39 AM


C h a p t e r

1
Introduction
Why Project Management?

Chapter Outline
Project Profile
Rescue of Chilean Miners
Introduction

1.1 What is a Project?
General Project Characteristics
1.2 Why are Projects Important?
Project Profile
Projects in China: Pushing the Innovative Envelope
1.3 Project Life Cycles
Project Managers In Practice
Damien Baxter, Arrium Limited
1.4 Determinants of Project Success
Project Management Research In Brief
Assessing Information Technology (IT) Project Success

1.5 Developing Project Management
Maturity
1.6 Project Elements and Text
Organization
Summary
Key Terms
Discussion Questions
Case Study 1.1 MegaTech, Inc.
Case Study 1.2 Continuing Education Center at TOBB
University of Economics and Technology
Case Study 1.3 Disney’s Expedition Everest
Internet Exercises
PMP Certification Sample Questions
Notes

Chapter Objectives
After completing this chapter you should be able to:
1. Understand why project management is becoming such a powerful and popular practice in business.

2. Recognize the basic properties of projects, including their definition.
3. Understand why effective project management is such a challenge.
4. Differentiate between project management practices and more traditional, process-oriented business
functions.
5. Recognize the key motivators that are pushing companies to adopt project management practices.
6. Understand and explain the project life cycle, its stages, and the activities that typically occur at each
stage in the project.
7. Understand the concept of project “success,” including various definitions of success, as well as the
alternative models of success.
21

M01_PINT7428_03_PIE_C01.indd 21

21/07/12 9:40 AM


22

Chapter 1  • Introduction

8. Understand the purpose of project management maturity models and the process of benchmarking in
organizations.
9. Identify the relevant maturity stages that organizations go through to become proficient in their use of
project management techniques.
Project Management Body of Knowledge Core Concepts Covered
in This Chapter
1.Definition of a Project (PMBoK sec. 1.2)
2.Definition of Project Management (PMBoK sec. 1.3)
3.Relationship to Other Management Disciplines (PMBoK sec. 1.4)
4.Project Phases and the Project Life Cycle (PMBoK sec. 2.1)

The world acquires value only through its extremes and endures only through moderation; extremists make the
world great, the moderates give it stability.1

Project Profile
Case—Rescue of Chilean Miners
On October 13, 2010, Foreman Luiz Urzua stepped out of the rescue capsule to thunderous applause and cries
of “Viva, Chile!”; he was the last of 33 miners rescued after spending 70 days trapped beneath 2,000 feet of
earth  and rock. Following a catastrophic collapse, the miners were trapped in the lower shafts of the mine,
initially without contact with the surface, leaving the world in suspense as to their fate. Their discovery and
­ultimate rescue are a story of courage, resourcefulness, and ultimately, one of the most successful projects in
recent times.
The work crew of the San Jose copper and gold mine near Copiapo, in northern Chile, were in the middle of
their shift when suddenly, on August 5, 2010, the earth shook and large portions of the mine tunnels collapsed,
trapping 33 miners in a “workshop,” in a lower gallery of the mine. Though they were temporarily safe, they
were nearly a half mile below the surface, with no power and food for two days. Worse, they had no means of
communicating with the surface, so their fate remained a mystery to the company and their families. Under these
conditions, their main goal was simple survival, conserving and stretching out meager food supplies for 17 days,
until the first drilling probe arrived, punching a hole in the ceiling of the shaft where they were trapped. Once
they had established contact with the surface and provided details of their condition, a massive rescue operation
was conceived and undertaken.
The first challenge was simply keeping the miners alive. The earliest supply deliveries down the narrow communication shaft included quantities of food and water, oxygen, medicine, clothing, and necessities for survival
as well as materials to help the miners pass their time. While groups worked to keep up the miners’ spirits, communicating daily and passing along messages from families, other project teams were formed to begin developing
a plan to rescue the men.
The challenges were severe. Among the significant questions that demanded practical and immediate
answers were:
1. How do we locate the miners?
2. How quickly can we drill relief shafts to their location?
3. How do we bring them up safely?
The mine tunnels had experienced such damage in the collapse that simply digging the miners out would
have taken several months. A full-scale rescue operation was conceived to extract the miners as quickly as possible. The U.S.-Chilean company Geotec Boyles Brothers, a subsidiary of Layne Christensen Company, assembled

the ­critical resources from around the world. In western Pennsylvania, two companies that were experienced in
mine collapses in the South American region were brought into the project. They had UPS ship a specialty drill,
capable of creating wide-diameter shafts, large enough to fit men without collapsing. The drill arrived within

M01_PINT7428_03_PIE_C01.indd 22

21/07/12 9:40 AM




Project Profile

23

Hugo Infante/Chilean Government/UPI/Newscom

48 hours, free of charge. In all, UPS shipped more than 50,000 pounds of specialty equipment to the drilling and
rescue site. The design of the rescue pod was the work of a NASA engineer, Clinton Cragg, who drew on his experience as a former submarine captain in the Navy and directed a team of 20 to conceive of and develop a means to
carry the miners one at a time to the surface.
Doctors from NASA and U.S. submarine experts arrived at the mine site in mid-August, to assess the psychological state of the miners. Using their expertise in the physical and mental pressures of dealing with extended
isolation, they worked with local officials to develop an exercise regimen and a set of chores for the workers in
order to give them a sense of structure and responsibilities. The miners knew that help was being assembled, but
they had no notion of the technical challenges of making each element in the rescue succeed. Nevertheless, with
contact firmly established with the surface through the original contact drill shaft, the miners now began receiving
news, updates from the surface, and a variety of gifts to ease the tedium of waiting.
The United States also provided an expert driller, Jeff Hart, who was called from Afghanistan, where he
was helping American forces find water at forward operating bases, to man the specialty drilling machine.
The 40-year-old drilled for 33 straight days, through tough conditions, to reach the men trapped at the mine
floor. A total of three drilling rigs were erected and began drilling relief shafts from different directions.

By September 17, Hart’s drill (referred to as “Plan B”) reached the miners, though the diameter of the shaft
was only 5 inches. It would take a few weeks to ream the shaft with progressively wider drill bits to the final
25-inch diameter necessary to support the rescue capsules being constructed. Nevertheless, the rescue team
was ­exuberant over the speed with which the shaft reached the trapped miners. “This success required the
extra special knowledge and skills only our team could provide,” said Dave Singleton, water resource division
president for Layne Christensen. “Had Layne and Geotec not been there, it probably would have taken until
Christmas for ‘Plan A’ or ‘Plan C’ to break through,” Singleton noted. “We cut more than two months from the
original estimate.”
The first rescue capsule, named Phoenix, arrived at the site on September 23, with two more under construction and due to be shipped in two weeks. The Phoenix capsule resembled a specially designed cylindrical tube.
It was 13 feet long and weighed 924 pounds with an interior width of 22 inches. It was equipped with oxygen
and a harness to keep occupants upright, communication equipment, and retractable wheels. The idea was for
the ­capsule to be narrow enough to be lowered into the rescue shaft but wide enough for one person at a time
to be fitted inside and brought back to the surface. To ensure that all 33 miners would fit into the Phoenix, they
were put on special liquid diets and given an exercise regimen to follow while waiting for the final preparations
to be made.

Figure 1.1  Phoenix Escape Capsule for Chilean Miner Rescue
Source: www.geekologie.com/2010/10/cramped_the_chilean_mine_rescu.php
(continued)

M01_PINT7428_03_PIE_C01.indd 23

21/07/12 9:40 AM