The theme of the last edition will continue as authors improve individual chapters by adding a brief introduction that outlines the central points of the chapter and warms up readers for what follows. Each chapter concludes with four additional sections: a listing of additional sources of information in the form of a generously annotated bibliography; a listing of project management principles that summarize chapter content in pithy statements of enduring, universal value; a project management situation--a brief, descriptive case study that illuminates chapter content by way of a practical example; and a student/reader assignment that offers food for thought, discussion, or investigation. More student problems are added in this edition along with new chapters throughout and up-dated chapters where change is warranted. Graphics and illustrations updated with side bar information included throughout and the book with have a new look in a larger 7 3/8 x 9 A trim.
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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:
Inside this Updated PM Classic:
Introduction to Project Management * The Strategic Context of Projects * Organizational Design for Project Management * Project Operations * Interpersonal Dynamics in the Management of Projects * The Cultural Elements * New Uses of Teams
David I. Cleland is professor emeritus in the School of Engineering at the University of Pittsburgh and the author/editor of 36 books on project management and engineering management. Often described as the "Father of Project Management," he is a Fellow of the Project Management Institute and has received the Institute's Distinguished Contribution to Project Management Award three times. The Institute's annual David I. Cleland Excellence in Project Management Literature Award is named in his honor.
Lewis R. Ireland is president of the American Society for the Advancement of Project Management. He is a Fellow of the Project Management Institute and has received the Institute’s Distinguished Contribution Award and Person of the Year Award. He has more than three decades of management experience and is active in advancing the project management discipline.
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Book Description McGraw-Hill Professional, 2006. Hardcover. Book Condition: New. 5. Bookseller Inventory # DADAX007147160X
Book Description McGraw-Hill Professional, 2006. Book Condition: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: PREFACE ACKNOWLEDGMENTS INTRODUCTION Part 1: Introduction Chapter 1: The Evolution of Project Management Chapter 2: Why Project Management? Chapter 3: The Project Management Process Part 2: The Strategic Context of Projects Chapter 4: When to Use Project Management Chapter 5: The Strategic Context of Projects Chapter 6: The Board of Directors and Major Projects Chapter 7: Project Stakeholder Management Chapter 8: Strategic Issues in Project Management Part 3: Organizational Design for Project Management Chapter 9: Organizing for Project Management Chapter 10: Project Portfolio Management Chapter 11: Project Authority Chapter 12: Project Management Maturity Part 4: Project Operations Chapter 13: Project Planning Chapter 14: Project Management Information System Chapter 15: Project Monitoring. Evaluation, and Control Chapter 16: The Project Earned Value Management System Chapter 17: Project Termination Part 5: Interpersonal Dynamics in the Management of Projects Chapter 18: Project Leadership Chapter 19: Project Communications Chapter 20: Successful Project Teams Part 6: The Cultural Elements Chapter 21: Continuous Improvement Through Projects Chapter 22: Cultural Considerations in Project Management Part 7: New Prospects Chapter 23: Alternative Project Teams INDEX. Bookseller Inventory # ABE_book_new_007147160X
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