Harold Kerzner (Baldwin-Wallace College, Berea, Ohio)

Project Management

A Systems Approach to Planning, Scheduling, and Controlling

• Gebundenes Buch

Produktbeschreibung

PROJECT MANAGEMENT

THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS

In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling "bible" of project management, this book aligns with the concepts and standards outlined in PMI's latest A Guide to the Project Management Body of Knowledge, (PMBOK(r) Guide) and contains the detailed coverage of tools and methods used at all stages of a project.

New content added to this 13th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book's companion website.
_ A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification
_ Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions
_ Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation
_ In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management

Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP(r) exam, as well as practicing project managers, project consultants, and trainers.

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Produktdetails

• Verlag: Wiley / Wiley & Sons
• Artikelnr. des Verlages: 1W119805370
• 13. Aufl.
• Seitenzahl: 880
• Erscheinungstermin: 31. März 2022
• Englisch
• Abmessung: 240mm x 193mm x 38mm
• Gewicht: 1504g
• ISBN-13: 9781119805373
• ISBN-10: 1119805376
• Artikelnr.: 61862601

Autorenporträt

Harold Kerzner, is Senior Executive Director for Project Management for the International Institute for Learning (IIL). He taught project management at Baldwin-Wallace University for 38 years, and he has published over 60 textbooks on project management. His success and impact on the industry led IIL and the Project Management Institute (PMI) to establish the Kerzner International Project Manager of the Year Award as well as the annual Dr. Harold Kerzner Scholarship fund.

Inhaltsangabe

Preface

Chapter 1: Overview

1.0 Introduction

1.1 Understanding Project Management

1.2 Defining Project Success

1.3 Trade-Offs and Competing Constraints

1.4 The Entry-Level Project Manager

1.5 The Talent Triangle

1.6 Technology-Based Projects

1.7 The Project Manager-Line Manager Interface

1.8 Defining the Project Manager's Role

1.9 Defining the Functional Manager's Role

1.10 Defining the Functional Employee's Role

1.11 Defining the Executive's Role

1.12 Working with Executives

1.13 Committee Sponsorship/Governance

1.14 The Project Manager as the Planning Agent

1.15 Project Champions

1.16 Project-Driven Versus Non-Project-Driven Organizations

1.17 Marketing in the Project-Driven Organization

1.18 Classification of Projects

1.19 Location of the Project Manager

1.20 Differing Views of Project Management

1.21 Public-Sector Project Management

1.22 International Project Management

1.23 Concurrent Engineering: A Project Management Approach

1.24 Added Value

1.25 Studying Tips for the PMI(r) Project Management Certification Exam

Answers

Problems

Case Study: Williams Machine Tool Company

Chapter 2: Project Management Growth: Concepts and Definitions

2.0 Introduction

2.1 The Evolution of Project Management: 1945-2021

2.2 Resistance to Change

2.3 Systems, Programs, and Projects: A Definition

2.4 Projects versus Operations

2.5 Product versus Project Management: A Definition

2.6 Maturity and Excellence: A Definition

2.7 Informal Project Management: A Definition

2.8 The Many Faces of Success

2.9 The Many Faces of Failure

2.10 Causes of Project Failure

2.11 Degrees of Success and Failure

2.12 Project Health Checks

2.13 The Stage-Gate Process

2.14 Project Life Cycles

2.15 Gate Review Meetings (Project Closure)

2.16 Engagement Project Management

2.17 Project Management Methodologies: A Definition

2.18 From Enterprise Project Management Methodologies to Frameworks

2.19 Growth of Strategic Project Management

2.20 Business Models

2.21 Methodologies Can Fail

2.22 Lean Project Management

2.23 Organizational Change Management and Corporate Cultures

2.24 Benefits Harvesting and Cultural Change

2.25 Agile and Adaptive Project Management Cultures

2.26 Project Management Intellectual Property

2.27 Systems Thinking

2.28 Studying Tips for the PMI(r) Project Management Certification Exam

Answers

Problems

Case Study: Creating a Methodology

Chapter 3: Organizational Structures

3.0 Introduction

3.1 Organizational Work Flow

3.2 Traditional (Classical) Organization

3.3 Pure Product (Projectized) Organization

3.4 Matrix Organizational Form

3.5 Modification of Matrix Structures

3.6 The Strong, Weak, or Balanced Matrix

3.7 Project Management Offices

3.8 Selecting the Organizational Form

3.9 Strategic Business Unit (SBU) Project Management

3.10 Transitional Management

3.11 Seven Fallacies That Delay Project Management Maturity

3.12 Studying Tips for the PMI(r) Project Management Certification Exam

Answers

Problems

Chapter 4: Organizing and Staffin