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Project Management

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Gebonden, blz. | Engels
McGraw-Hill Education | 5e druk, 2006
ISBN13: 9780071471602
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McGraw-Hill Education 5e druk, 2006 9780071471602
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Today's Most Effective Guide for Applying Project Management to Implement Organizational Strategies -- Now Updated and Expanded!

Project Management: Strategic Design and Implementation delivers complete guidance on applying the theory, processes, practices, and techniques of project management to support strategic planning. Written by two world-renowned project management leaders, this new edition presents the latest methods for using flexible teams to implement organizational strategies -- especially changes to products, services, and processes.

Designed for use in both large and small organizations, this updated classic ranges from the project management process…to project planning, monitoring, evaluation, and control…to continuous improvement through projects. This resource offers new material on project portfolio management, earned value, project management maturity, nontraditional teams, project partnering, project management outsourcing, and much more.

The Fifth edition of Project Management: Strategic Design and Implementation features:Detailed coverage of all advances in project management theory and practiceHelpful sections added to each chapter, including chapter summary, additional sources of information, discussion questions, project management principles, case study, assignment, and checklistUpdated examples and exercises on key project management topicsA larger format with sidebars to highlight major issuesThis new material: chapters on "The Evolution of Project Management" and "Successful Project Teams"

Specificaties

ISBN13:9780071471602
Taal:Engels
Bindwijze:gebonden
Druk:5

Inhoudsopgave

<h4>PREFACE<H4>ACKNOWLEDGMENTS<H4>INTRODUCTION<H2>Part 1: Introduction<H3>Chapter 1: The Evolution of Project Management<H3>Chapter 2: Why Project Management?<H3>Chapter 3: The Project Management Process<H2>Part 2: The Strategic Context of Projects<H3>Chapter 4: When to Use Project Management<H3>Chapter 5: The Strategic Context of Projects<H3>Chapter 6: The Board of Directors and Major Projects<H3>Chapter 7: Project Stakeholder Management<H3>Chapter 8: Strategic Issues in Project Management<H2>Part 3: Organizational Design for Project Management<H3>Chapter 9: Organizing for Project Management <H3>Chapter 10: Project Portfolio Management<H3>Chapter 11: Project Authority<H3>Chapter 12: Project Management Maturity<H2>Part 4: Project Operations<H3>Chapter 13: Project Planning<H3>Chapter 14: Project Management Information System<H3>Chapter 15: Project Monitoring. Evaluation, and Control<H3>Chapter 16: The Project Earned Value Management System<H3>Chapter 17: Project Termination<H2>Part 5: Interpersonal Dynamics in the Management of Projects<H3>Chapter 18: Project Leadership<H3>Chapter 19: Project Communications<H3>Chapter 20: Successful Project Teams<H2>Part 6: The Cultural Elements<H3>Chapter 21: Continuous Improvement Through Projects<H3>Chapter 22: Cultural Considerations in Project Management<H2>Part 7: New Prospects<H3>Chapter 23: Alternative Project Teams<H4>INDEX
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        Project Management