Project management : strategic design and implementation / David I. Cleland, Lewis R. Ireland.

Format:

Book

Author/Creator:

Cleland, David I.

Contributor:

Ireland, Lewis R., 1937-

Series:

McGraw-Hill's AccessEngineering

Language:

English

Subjects (All):

Project management.

Physical Description:

1 online resource (xxii, 51 p. ) ill.

Edition:

5th ed.

Place of Publication:

New York : McGraw-Hill, 2006, c2007

System Details:

text file

Summary:

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 practice Helpful sections added to each chapter, including chapter summary, additional sources of information, discussion questions, project management principles, case study, assignment, and checklist Updated examples and exercises on key project management topics A larger format with sidebars to highlight major issues This new material: chapters on "The Evolution of Project Management" and "Successful Project Teams" 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

Contents:

Cover

Contents

Preface

Acknowledgments

Introduction

Part 1 Introduction

Chapter 1. The Evolution of Project Management

1.1. Introduction

1.2. Types of Evidence for Historical Projects

1.3. Project Charter

1.4. Early Literature on Projects

1.5. Government Literature

1.6. Leading Projects of Antiquity

1.7. Military Campaigns

1.8. Projects That Changed the World

1.9. The Modern Projects

1.10. The Results of Historical Projects

1.11. The Past, the Present, and the Future for Projects

1.12. To Summarize

1.13. Additional Sources of Information

1.14. Discussion Questions

1.15. User Checklist

1.16. Principles of Project Management

1.17. Project Management Situation-Projects of Antiquity

1.18. Student/Reader Assignment

Chapter 2. Why Project Management?

2.1. Introduction

2.2. The Role of Strategic Planning

2.3. The Spirit of Strategic Planning

2.4. Some Limitations of Formal Strategic Planning

2.5. Strategic Management-the Project Linkages

2.6. Projects

2.7. Other Examples

2.8. Early Literature

2.9. Organizational Liaison Devices

2.10. Teams

2.11. The Project Management Professional Societies

2.12. A Philosophy

2.13. Breaking Down Hierarchies

2.14. To Summarize

2.15. Additional Sources of Information

2.16. Discussion Questions

2.17. User Checklist

2.18. Principles of Project Management

2.19. Project Management Situation-External and Internal Projects

2.20. Student/Reader Assignment

Chapter 3. The Project Management Process

3.1. Introduction

3.2. The General Management Process

3.3. The Project Management Process

3.4. The Project Life Cycle

3.5. Managing the Life Cycle

3.6. Project Life Cycles and Uncertainty

3.7. To Summarize

3.8. Additional Sources of Information

3.9. Discussion Questions.

3.10. User Checklist

3.11. Principles of Project Management

3.12. Project Management Situation-Strategic Monitoring and Control

3.13. Student/Reader Assignment

Part 2 The Strategic Context of Projects

Chapter 4. When to Use Project Management

4.1. Introduction

4.2. Business Process Changes

4.3. Specific Uses

4.4. Projects and Strategic Planning

4.5. When Is a Project Needed?

4.6. Promoting Participative Management

4.7. Senior Management Responsibility

4.8. Selling Project Management to Senior Managers

4.9. External Project Management Selling

4.10. What It Takes to Sell Project Management

4.11. Two Views of Selling Project Management

4.12. Types of Projects

4.13. The Management of Small Projects

4.14. To Summarize

4.15. Additional Sources of Information

4.16. Discussion Questions

4.17. User Checklist

4.18. Principles of Project Management

4.19. Project Management Situation-When to Use Project Management

4.20. Student/Reader Assignment

Chapter 5. The Strategic Context of Projects

5.1. Introduction

5.2. Strategic Transitions

5.3. Implications of Technology

5.4. A Stream of Projects

5.5. Strategic Relationship of Projects

5.6. Determining Strategic Fit

5.7. The Vision

5.8. Projects and Organizational Management

5.9. Project Planning

5.10. Project Management System

5.11. To Summarize

5.12. Additional Sources of Information

5.13. Discussion Questions

5.14. User Checklist

5.15. Principles of Project Management

5.16. Project Management Situation-Improvement of Project Management

5.17. Student/Reader Assignment

Chapter 6. The Board of Directors and Major Projects

6.1. Introduction

6.2. The Need for Boards of Directors

6.3. Surveillance

6.4. Some Board Inadequacies

6.5. Exemplary Board Behavior.

6.6. The Board's Responsibilities

6.7. The Role of Managers

6.8. The Role of Projects

6.9. Project Reviews

6.10. Information for the Board

6.11. The Performance Audit

6.12. Selection of Directors

6.13. To Summarize

6.14. Additional Sources of Information

6.15. Discussion Questions

6.16. User Checklist

6.17. Principles of Project Management

6.18. Project Management Situation-Boards of Directors' Inadequacies

6.19. Student/Reader Assignment

Chapter 7. Project Stakeholder Management

7.1. Introduction

7.2. Why Manage Stakeholders?

7.3. Organizational Stakeholders

7.4. Project Stakeholders

7.5. Some Examples of Stakeholder Influence

7.6. Some Examples of Successful Stakeholder Management

7.7. Project Stakeholder Management Process

7.8. Planning Stakeholder Management

7.9. A Model of the PSM Process

7.10. Identification of Stakeholders

7.11. Primary Stakeholders

7.12. Secondary Stakeholders

7.13. Gathering Stakeholder Information

7.14. Identification of Stakeholder Mission

7.15. Determining Stakeholder Strengths and Weaknesses

7.16. Identification of Stakeholder Strategy

7.17. Prediction of Stakeholder Behavior

7.18. Project Audit

7.19. Implementing Stakeholder Management Strategy

7.20. To Summarize

7.21. Additional Sources of Information

7.22. Discussion Questions

7.23. User Checklist

7.24. Principles of Project Management

7.25. Project Management Situation-Stakeholder Initiatives

7.26. Student/Reader Assignment

Chapter 8. Strategic Issues in Project Management

8.1. Introduction

8.2. What Are Strategic Issues?

8.3. Some Examples

8.4. An Application of the Concept of Strategic Issues: Nuclear Construction Industry

8.5. Managing Project Strategic Issues

8.6. Issue Identification

8.7. Assessment of an Issue.

8.8. Analysis of Action

8.9. Implementation

8.10. To Summarize

8.11. Additional Sources of Information

8.12. Discussion Questions

8.13. User Checklist

8.14. Principles of Project Management

8.15. Project Management Situation-Some Strategic Issues

8.16. Student/Reader Assignment

Part 3 Organizational Design for Project Management

Chapter 9. Organizing for Project Management

9.1. Introduction

9.2. Project-Driven Organization

9.3. Organizational Deficiencies

9.4. Self-Management in Organizations

9.5. The Project Organization

9.6. Various Forms of the Project Organization

9.7. The Matrix Organization

9.8. Functional Area Knowledge

9.9. Focus of the Matrix Design

9.10. Importance of Work Packages

9.11. The Project-Functional Interface

9.12. A Controversial Design

9.13. No One Best Organizational Design

9.14. Global Project Organizations

9.15. Project-Customer Relationships

9.16. Organizational Networking

9.17. The Project Management Office

9.18. Procurement and Contract Negotiations/Administration

9.19. To Summarize

9.20. Additional Sources of Information

9.21. Discussion Questions

9.22. User Checklist

9.23. Principles of Project Management

9.24. Project Management Situation-Understanding the Matrix Organization

9.25. Student/Reader Assignment

Chapter 10. Project Portfolio Management

10.1. Introduction

10.2. Decision to Use Portfolios

10.3. Project Portfolio

10.4. Project Selection Criteria

10.5. Reviewing Project Portfolio Management

10.6. Project Portfolio Management Transition and Implementation

10.7. To Summarize

10.8. Additional Sources of Information

10.9. Discussion Questions

10.10. User Checklist

10.11. Principles of Project Management

10.12. Project Management Situation-Portfolio Project Management.

10.13. Student/Reader Assignment

Chapter 11. Project Authority

11.1. Introduction

11.2. Authority, Responsibility, and Accountability

11.3. Defining Authority

11.4. Power

11.5. Matrix Implications

11.6. The Power to Reward

11.7. Reverse Delegation

11.8. Documenting Project Manager's Authority

11.9. What is Responsibility?

11.10. What is Accountability?

11.11. Project Organization Charting

11.12. Traditional Organizational Chart

11.13. Linear Responsibility Chart

11.14. Work Packages

11.15. Work Package-Organizational Position Interfaces

11.16. A Project Management LRC

11.17. Developing the LRC

11.18. To Summarize

11.19. Additional Sources of Information

11.20. Discussion Questions

11.21. User Checklist

11.22. Principles of Project Management

11.23. Project Management Situation-Prescribing Project Management Authority

11.24. Student/Reader Assignment

Chapter 12. Project Management Maturity

12.1. Introduction

12.2. Organizational Productivity Improvements

12.3. Project Management Maturity Models

12.4. Total Organizational Capability Maturity Model

12.5. Assessing Project Management Maturity

12.6. Building a Mature Capability

12.7. Benchmarking

12.8. Competitive Intelligence

12.9. To Summarize

12.10. Additional Sources of Information

12.11. Discussion Questions

12.12. User Checklist

12.13. Principles of Project Management

12.14. Project Management Situation-Gaining Project Management Maturity

12.15. Student/Reader Assignment

Part 4 Project Operations

Chapter 13. Project Planning

13.1. Introduction

13.2. The Importance of Planning

13.3. Planning Realities

13.4. A Conceptual Model of Planning

13.5. Project Planning Model

13.6. Project Planning Process

13.7. Project Planning Considerations.

13.8. Work Breakdown Structure.

Notes:

Title from resource description page (viewed Apr. 23, 2009).

Includes bibliographical references and index.

Description based on publisher supplied metadata and other sources.

ISBN:

9786613172204

9780071490153

0071490159

9781283172202

1283172208

9780071777087

0071777083

OCLC:

319832085