Over five editions, Gower Handbook of Project Management has become the definitive desk reference for project management practitioners. The Handbook gives an introduction to, and overview of, the essential knowledge required for managing projects.
Over five editions, Gower Handbook of Project Management has become the definitive desk reference for project management practitioners. The Handbook gives an introduction to, and overview of, the essential knowledge required for managing projects.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Rodney Turner is Professor of Project Management at the Lille School of Management and The Centre for Project Management in the Kemmy Business School, Limerick. He is also an Adjunct Professor at the University of Technology Sydney, and Visiting Professor at Henley Management College. He is editor of The International Journal of Project Management, and has written articles for journals, conferences and magazines. He lectures on and teaches project management worldwide. Rodney was for twelve years a member of Council of the UK's Association for Project Management. He is now an Honorary Fellow and Vice President. He has also been President and Chairman of the International Project Management Association, the global federation of national associations in project management.
Inhaltsangabe
Contents: Preface; A handbook for project management practitioners Rodney Turner. Part 1 Projects: Projects and their management Rodney Turner; Implementing strategy through projects Aaron Shenhar and Peerasit Patanakul; The value of project management: rethinking project management maturity and fit Mark Mullaly and Janice Thomas; Maturity models in project management Ginger Levin and J. LeRoy Ward; Auditing projects and programs Martina Huemann. Part 2 Performance: Measuring performance Lynn Crawford; Benefits realization management Gerald Bradley; Requirements management Darren Dalcher; Managing scope and configuration Hemanta Doloi; Managing value Stephen Simister; Managing quality Nevan Wright; Organizing for projects Monique Aubry; Managing for stakeholders Pernille Eskerod and Martina Huemann; Managing the schedule Homayoun Khamooshi; Managing cost and earned value Mario Vanhouke; Managing resources Vittal Anantatmula; Managing risk David Hillson; International projects Rodney Turner; Sustainable development Gilbert Silvius and Ron Schipper. Part 3 Process: Managing the process Rodney Turner and Martina Huemann; Project start-up Rodney Turner; Feasibility design and planning Willie Tan; Managing implementation Dennis Lock; Project close-out Hemanta Dolloi. Part 4 Portfolio: Complex projects Marcel Hertogh and Eddy Westerveld; Managing programs of projects Ginger Levin and J. LeRoy Ward; Managing portfolios of projects Ginger Levin and J. LeRoy Ward; Managing the project-oriented organization Martina Huemann; The governance of projects and project management Ralf Muller; The project management office: building a PMO for performance Monique Aubry and Brian Hobbs. Part 5 Perspectives: The common story of great projects Dov Dvir and Aaron Shenhar; Project history: history meets project Sylvain Lenfle and Jonas Soederlund. Index.
Contents: Preface; A handbook for project management practitioners Rodney Turner. Part 1 Projects: Projects and their management Rodney Turner; Implementing strategy through projects Aaron Shenhar and Peerasit Patanakul; The value of project management: rethinking project management maturity and fit Mark Mullaly and Janice Thomas; Maturity models in project management Ginger Levin and J. LeRoy Ward; Auditing projects and programs Martina Huemann. Part 2 Performance: Measuring performance Lynn Crawford; Benefits realization management Gerald Bradley; Requirements management Darren Dalcher; Managing scope and configuration Hemanta Doloi; Managing value Stephen Simister; Managing quality Nevan Wright; Organizing for projects Monique Aubry; Managing for stakeholders Pernille Eskerod and Martina Huemann; Managing the schedule Homayoun Khamooshi; Managing cost and earned value Mario Vanhouke; Managing resources Vittal Anantatmula; Managing risk David Hillson; International projects Rodney Turner; Sustainable development Gilbert Silvius and Ron Schipper. Part 3 Process: Managing the process Rodney Turner and Martina Huemann; Project start-up Rodney Turner; Feasibility design and planning Willie Tan; Managing implementation Dennis Lock; Project close-out Hemanta Dolloi. Part 4 Portfolio: Complex projects Marcel Hertogh and Eddy Westerveld; Managing programs of projects Ginger Levin and J. LeRoy Ward; Managing portfolios of projects Ginger Levin and J. LeRoy Ward; Managing the project-oriented organization Martina Huemann; The governance of projects and project management Ralf Muller; The project management office: building a PMO for performance Monique Aubry and Brian Hobbs. Part 5 Perspectives: The common story of great projects Dov Dvir and Aaron Shenhar; Project history: history meets project Sylvain Lenfle and Jonas Soederlund. Index.
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