Book description
NoneTable of contents
- Cover Page
- Title Page
- Dedication
- Copyright
- Preface
- Contents
-
CHAPTER 1: Projects in Contemporary Organizations
- 1.1 THE DEFINITION OF A “PROJECT”
- 1.2 WHY PROJECT MANAGEMENT?
- 1.3 THE PROJECT LIFE CYCLE
- 1.4 THE STRUCTURE OF THIS TEXT
- SUMMARY
- GLOSSARY
- QUESTIONS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- APPENDIX: PMI CERTIFICATIONS
- DIRECTED READING: LESSONS FOR AN ACCIDENTAL PROFESSION
-
PART I: PROJECT INITIATION
-
CHAPTER 2: Strategic Management and Project Selection
- 2.1 PROJECT MANAGEMENT MATURITY
- 2.2 PROJECT SELECTION CRITERIA AND MODELS
- 2.3 TYPES OF PROJECT SELECTION MODELS
- 2.4 RISK CONSIDERATIONS IN PROJECT SELECTION
- 2.5 THE PROJECT PORTFOLIO PROCESS (PPP)
- 2.6 PROJECT BIDS AND RFPS (REQUESTS FOR PROPOSALS)
- SUMMARY
- GLOSSARY
- QUESTIONS
- PROBLEMS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: PAN-EUROPA FOODS S.A.
- QUESTIONS
- DIRECTED READING: FROM EXPERIENCE: LINKING PROJECTS TO STRATEGY
-
CHAPTER 3: The Project Manager
- 3.1 PROJECT MANAGEMENT AND THE PROJECT MANAGER
- 3.2 SPECIAL DEMANDS ON THE PROJECT MANAGER
- 3.3 ATTRIBUTES OF EFFECTIVE PROJECT MANAGERS
- 3.4 PROBLEMS OF CULTURAL DIFFERENCES
- SUMMARY
- GLOSSARY
- QUESTIONS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: THE NATIONAL JAZZ HALL OF FAME
- QUESTIONS
- DIRECTED READING: WHAT IT TAKES TO BE A GOOD PROJECT MANAGER
-
CHAPTER 4: Managing Conflict and the Art of Negotiation
- 4.1 CONFLICT AND THE PROJECT LIFE CYCLE
- 4.2 THE NATURE OF NEGOTIATION
- 4.3 PARTNERING, CHARTERING, AND SCOPE CHANGE
- 4.4 SOME REQUIREMENTS AND PRINCIPLES OF NEGOTIATION
- SUMMARY
- GLOSSARY
- QUESTIONS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- DIRECTED READING: METHODS OF RESOLVING INTERPERSONAL CONFLICT
-
CHAPTER 5: The Project in the Organizational Structure
- 5.1 PROJECTS IN A FUNCTIONAL ORGANIZATION
- 5.2 PROJECTS IN A PROJECTIZED ORGANIZATION
- 5.3 PROJECTS IN A MATRIXED ORGANIZATION
- 5.4 PROJECTS IN COMPOSITE ORGANIZATIONAL STRUCTURES
- 5.5 SELECTING A PROJECT FORM
- 5.6 THE PROJECT MANAGEMENT OFFICE (PMO)
- 5.7 THE PROJECT TEAM
- 5.8 HUMAN FACTORS AND THE PROJECT TEAM
- SUMMARY
- GLOSSARY
- QUESTIONS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: OILWELL CABLE COMPANY, INC.
- QUESTIONS
- DIRECTED READING: THE VIRTUAL PROJECT: MANAGING TOMORROW'S TEAM TODAY
-
CHAPTER 2: Strategic Management and Project Selection
-
PART II: PROJECT PLANNING
-
CHAPTER 6: Project Activity and Risk Planning
- 6.1 INITIAL PROJECT COORDINATION AND THE PROJECT CHARTER
- 6.2 STARTING THE PROJECT PLAN: THE WBS
- 6.3 HUMAN RESOURCES: THE RACI MATRIX AND AGILE PROJECTS
- 6.4 INTERFACE COORDINATION THROUGH INTEGRATION MANAGEMENT
- 6.5 PROJECT RISK MANAGEMENT
- SUMMARY
- GLOSSARY
- QUESTIONS
- PROBLEMS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: HEUBLEIN: PROJECT MANAGEMENT AND CONTROL SYSTEM
- QUESTIONS
- DIRECTED READING: PLANNING FOR CRISES IN PROJECT MANAGEMENT
-
CHAPTER 7: Budgeting: Estimating Costs and Risks
- 7.1 ESTIMATING PROJECT BUDGETS
- 7.2 IMPROVING THE PROCESS OF COST ESTIMATING
- 7.3 RISK ESTIMATION
- SUMMARY
- GLOSSARY
- QUESTIONS
- PROBLEMS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: AUTOMOTIVE BUILDERS, INC.: THE STANHOPE PROJECT
- QUESTIONS
- DIRECTED READING: THREE PERCEPTIONS OF PROJECT COST
- CHAPTER 8: Scheduling
-
CHAPTER 9: Resource Allocation
- 9.1 CRITICAL PATH METHOD—CRASHING A PROJECT
- 9.2 THE RESOURCE ALLOCATION PROBLEM
- 9.3 RESOURCE LOADING
- 9.4 RESOURCE LEVELING
- 9.5 CONSTRAINED RESOURCE SCHEDULING
- 9.6 MULTIPROJECT SCHEDULING AND RESOURCE ALLOCATION
- 9.7 GOLDRATT'S CRITICAL CHAIN
- SUMMARY
- GLOSSARY
- QUESTIONS
- PROBLEMS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: D. U. SINGER HOSPITAL PRODUCTS CORP.
- QUESTIONS
-
CHAPTER 6: Project Activity and Risk Planning
-
PART III: PROJECT EXECUTION
-
CHAPTER 10: Monitoring and Information Systems
- 10.1 THE PLANNING-MONITORING-CONTROLLING CYCLE
- 10.2 INFORMATION NEEDS AND REPORTING
- 10.3 EARNED VALUE ANALYSIS
- 10.4 COMPUTERIZED PMIS (PROJECT MANAGEMENT INFORMATION SYSTEMS)
- SUMMARY
- GLOSSARY
- QUESTIONS
- PROBLEMS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: THE PROJECT MANAGER/CUSTOMER INTERFACE
-
CHAPTER 11: Project Control
- 11.1 THE FUNDAMENTAL PURPOSES OF CONTROL
- 11.2 THREE TYPES OF CONTROL PROCESSES
- 11.3 THE DESIGN OF CONTROL SYSTEMS
- 11.4 CONTROL OF CHANGE AND SCOPE CREEP
- 11.5 CONTROL: A PRIMARY FUNCTION OF MANAGEMENT
- SUMMARY
- GLOSSARY
- QUESTIONS
- PROBLEMS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: PEERLESS LASER PROCESSORS
- QUESTIONS
- DIRECTED READING: CONTROLLING PROJECTS ACCORDING TO PLAN
-
CHAPTER 12: Project Auditing
- 12.1 PURPOSES OF EVALUATION—GOALS OF THE SYSTEM
- 12.2 THE PROJECT AUDIT
- 12.3 THE PROJECT AUDIT LIFE CYCLE
- 12.4 SOME ESSENTIALS OF AN AUDIT/EVALUATION
- 12.5 MEASUREMENT
- SUMMARY
- GLOSSARY
- QUESTIONS
- INCIDENTS FOR DISCUSSION
- CONTINUING INTEGRATIVE CLASS PROJECT
- BIBLIOGRAPHY
- CASE: THEATER HIGH ALTITUDE AREA DEFENSE (THAAD): FIVE FAILURES AND COUNTING (B)
- QUESTIONS
- DIRECTED READING: AN ASSESSMENT OF POSTPROJECT REVIEWS
- CHAPTER 13: Project Termination
-
CHAPTER 10: Monitoring and Information Systems
- Photo and Copyright Credits
- Name Index
- Subject Index
- APPENDIX A: Probability and Statistics
- APPENDIX B: Answers to the Even-Numbered Problems
Product information
- Title: Project Management: A Managerial Approach, 8th Edition
- Author(s):
- Release date:
- Publisher(s): Wiley
- ISBN: None
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