Project Management : A Systems Approach to Planning, Scheduling, and Controlling.

Format:

Book

Author/Creator:

Kerzner, Harold.

Contributor:

Kerzner, Harold R.

Language:

English

Subjects (All):

Project management.

Physical Description:

1 online resource (1296 pages)

Edition:

11th ed.

Place of Publication:

New York : John Wiley & Sons, Incorporated, 2013.

Summary:

The bestselling project management text for students andprofessionals-now updated and expanded This Eleventh Edition of the bestselling "bible" ofproject management maintains the streamlined approach of the prioreditions and moves the content even closer to PMI's ProjectManagement Body of Knowledge (PMBOK). New content has been added tothis edition on measuring project management ROI, value to theorganization and to customers, and much more. The capstone "super"case on the "Iridium Project" has been maintained, covering allaspects of project management. Increased use of sidebars throughoutthe book helps further align it with the PMBOK and the ProjectManagement Professional (PMP) Certification Exam. This new edition features significant expansion, including morethan three dozen entirely new sections and updates on processsupporting; types of project closure; project sponsorship; andculture, teamwork, and trust. This comprehensive guide to theprinciples and practices of project management: Offers new sections on added value, business intelligence,project governance, and much moreProvides twenty-five case studies covering a variety ofindustries, almost all of which are real-world situations drawnfrom the author's practiceIncludes 400 discussion questions and more than 125multiple-choice questionsServes as an excellent study guide for the PMP CertificationExam.

Contents:

Intro

Project Management: A Systems Approach to Planning, Scheduling, and Controlling

Copyright

Contents

Preface

1: Overview

1.0: Introduction

1.1: Understanding Project Management

1.2: Defining Project Success

1.3: Success, Trade-Offs, and Competing Constraints

1.4: The Project Manager-Line Manager Interface

1.5: Defining the Project Manager's Role

1.6: Defining the Functional Manager's Role

1.7: Defining the Functional Employee's Role

1.8: Defining the Executive's Role

1.9: Working with Executives

1.10: Committee Sponsorship/Governance

1.11: The Project Manager as the Planning Agent

1.12: Project Champions

1.13: The Downside of Project Management

1.14: Project-Driven versus Non-Project-Driven Organizations

1.15: Marketing in the Project-Driven Organization

1.16: Classification of Projects

1.17: Location of the Project Manager

1.18: Differing Views of Project Management

1.19: Public-Sector Project Management

1.20: International Project Management

1.21: Concurrent Engineering: A Project Management Approach

1.22: Added Value

1.23: Studying Tips for the PMI® Project Management Certification Exam

Problems

Case Study

Williams Machine Tool Company

2: Project Management Growth: Concepts and Definitions

2.0: Introduction

2.1: General Systems Management

2.2: Project Management: 1945-1960

2.3: Project Management: 1960-1985

2.4: Project Management: 1985-2012

2.5: Resistance to Change

2.6: Systems, Programs, and Projects: A Definition

2.7: Product versus Project Management: A Definition

2.8: Maturity and Excellence: A Definition

2.9: Informal Project Management: A Definition

2.10: The Many Faces of Success

2.11: The Many Faces of Failure

2.12: The Stage-Gate Process

2.13: Project Life Cycles.

2.14: Gate Review Meetings (Project Closure)

2.15: Engagement Project Management

2.16: Project Management Methodologies: A Definition

2.17: Enterprise Project Management Methodologies

2.18: Methodologies Can Fail

2.19: Organizational Change Management and Corporate Cultures

2.20: Project Management Intellectual Property

2.21: Systems Thinking

2.22: Studying Tips for the PMI® Project Management Certification Exam

Creating a Methodology

3: Organizational Structures

3.0: Introduction

3.1: Organizational Work Flow

3.2: Traditional (Classical) Organization

3.3: Developing Work Integration Positions

3.4: Line-Staff Organization (Project Coordinator)

3.5: Pure Product (Projectized) Organization

3.6: Matrix Organizational Form

3.7: Modification of Matrix Structures

3.8: The Strong, Weak, or Balanced Matrix

3.9: Center for Project Management Expertise

3.10: Matrix Layering

3.11: Selecting the Organizational Form

3.12: Structuring the Small Company

3.13: Strategic Business Unit (SBU) Project Management

3.14: Transitional Management

3.15: Barriers to Implementing Project Management in Emerging Markets

Culture

Status and Politics

Implementation of Project Management

Other Barriers

Recommendations

3.16: Seven Fallacies that Delay Project Management Maturity

3.17: Studying Tips for the PMI® Project Management Certification Exam

Case Studies

Jones and Shephard Accountants, Inc.

Coronado Communications

4: Organizing and Staffing the Project Office and Team

4.0: Introduction

4.1: The Staffing Environment

4.2: Selecting the Project Manager: An Executive Decision

4.3: Skill Requirements for Project and Program Managers

Team-Building Skills

Leadership Skills

Conflict Resolution Skills.

Technical Skills

Planning Skills

Organizational Skills

Entrepreneurial Skills

Administrative Skills

Management Support Building Skills

Resource Allocation Skills

4.4: Special Cases in Project Manager Selection

4.5: Selecting the Wrong Project Manager

Maturity

Hard-Nosed Tactics

Availability

Technical Expertise

Customer Orientation

New Exposure

Company Exposure

4.6: Next Generation Project Managers

4.7: Duties and Job Descriptions

4.8: The Organizational Staffing Process

4.9: The Project Office

4.10: The Functional Team

4.11: The Project Organizational Chart

4.12: Special Problems

4.13: Selecting the Project Management Implementation Team

4.14: Mistakes Made by Inexperienced Project Managers

4.15: Studying Tips for the PMI® Project Management Certification Exam

5: Management Functions

5.0: Introduction

5.1: Controlling

5.2: Directing

5.3: Project Authority

5.4: Interpersonal Influences

5.5: Barriers to Project Team Development

5.6: Suggestions for Handling the Newly Formed Team

5.7: Team Building as an Ongoing Process

5.8: Dysfunctions of a Team

5.9: Leadership in a Project Environment

5.10: Life-Cycle Leadership

5.11: Value-Based Project Leadership

5.12: Organizational Impact

5.13: Employee-Manager Problems

5.14: Management Pitfalls

5.15: Communications

5.16: Project Review Meetings

5.17: Project Management Bottlenecks

5.18: Cross-Cutting Skills

5.19: Active Listening

5.20: Project Problem-Solving

5.21: Brainstorming

5.22: Project Decision-Making

5.23: Predicting the Outcome of a Decision

5.24: Facilitation

5.25: Handling Negative Team Dynamics

5.26: Communication Traps

5.27: Proverbs and Laws

5.28: Human Behavior Education

5.29: Management Policies and Procedures.

5.30: Studying Tips for the PMI® Project Management Certification Exam

The Trophy Project

Communication Failures

McRoy Aerospace

The Poor Worker

The Prima Donna

The Team Meeting

A Tough Decision

Leadership Effectiveness (A)

Leadership Effectiveness (B)

Motivational Questionnaire

6: Management of Your Time and Stress

6.0: Introduction

6.1: Understanding Time Management

6.2: Time Robbers

6.3: Time Management Forms

6.4: Effective Time Management

6.5: Stress and Burnout

6.6: Studying Tips for the PMI® Project Management Certification Exam

The Reluctant Workers

7: Conflicts

7.0: Introduction

7.1: Objectives

7.2: The Conflict Environment

7.3: Types of Conflicts

7.4: Conflict Resolution

7.5: Understanding Superior, Subordinate, and Functional Conflicts

7.6: The Management of Conflicts

7.7: Conflict Resolution Modes

Confronting (or Collaborating)

Compromising

Smoothing (or Accommodating)

Forcing (or Competing, Being Uncooperative, Being Assertive)

Avoiding (or Withdrawing)

7.8: Studying Tips for the PMI® Project Management Certification Exam

Facilities Scheduling at Mayer Manufacturing

Telestar International

Handling Conflict in Project Management

Part 1: Facing the Conflict

Part 2: Understanding Emotions

Part 3: Establishing Communications

Part 4: Conflict Resolution Modes

Part 5: Understanding Your Choices

Part 6: Interpersonal Influences

8: Special Topics

8.0: Introduction

8.1: Performance Measurement

8.2: Financial Compensation and Rewards

Job Classifications and Job Descriptions

Base-Pay Classifications and Incentives

Performance Appraisals

Merit Increases and Bonuses

8.3: Critical Issues with Rewarding Project Teams.

8.4: Effective Project Management in the Small Business Organization

8.5: Mega Projects

8.6: Morality, Ethics, and the Corporate Culture

8.7: Professional Responsibilities

Conflict of Interest

Inappropriate Connections

Acceptance of Gifts

Responsibility to Your Company (and Stakeholders)

8.8: Internal Partnerships

8.9: External Partnerships

8.10: Training and Education

8.11: Integrated Product/Project Teams

8.12: Virtual Project Teams

8.13: Breakthrough Projects

8.14: Managing Innovation Projects

Understanding Innovation

Project Selection

Project Selection Obstacles

Identification of Projects

8.15: Agile Project Management

8.16: Studying Tips for the PMI® Project Management Certification Exam

Is It Fraud?

9: The Variables for Success

9.0: Introduction

9.1: Predicting Project Success

9.2: Project Management Effectiveness

9.3: Expectations

9.4: Lessons Learned

9.5: Understanding Best Practices

What to Do with a Best Practice?

Critical Questions

Levels of Best Practices

Common Beliefs

Best Practices Library

9.6: Best Practices versus Proven Practices

9.7: Studying Tips for the PMI® Project Management Certification Exam

Radiance International

10: Working with Executives

10.0: Introduction

10.1: The Project Sponsor

Committee Sponsorship

When to Seek Help

The New Role of the Executive

Active versus Passive Involvement

Managing Scope Creep

The Executive Champion

10.2: Handling Disagreements with the Sponsor

10.3: The Collective Belief

10.4: The Exit Champion

10.5: The In-House Representatives

10.6: Stakeholder Relations Management

10.7: Politics

10.8: Studying Tips for the PMI® Project Management Certification Exam

Case Studies.

Corwin Corporation.

Notes:

Description based on publisher supplied metadata and other sources.

Other Format:

Print version: Kerzner, Harold Project Management

ISBN:

9781118418550

OCLC:

809250664