Harold Kerzner

Project Management

A Systems Approach to Planning, Scheduling, and Controlling

• Gebundenes Buch

Produktbeschreibung

The "bible" of project management, updated to address emerging issues
Project Management is the bestselling text for students and professionals, presenting a streamlined approach to project management functions in full alignment with PMI(r)'s latest Project Management Body of Knowledge (PMBOK(r)). This new 12th edition has been updated to reflect the latest changes found in the PMBOK(r) Guide--Sixth Edition, and features new coverage of emerging topics including global stakeholder management, causes of failure, agile project management, project governance failure, customer approval milestones, classifying project metrics, and more. Supplementary materials are available for students, working professionals, and instructors. Widely considered the "bible" of project management, this book provides complete, practical guidance on all aspects of project management.
This book provides detailed explanation of the tools and methods used during all stages of a project, reflecting the concepts and standards outlined in the PMBOK(r) Guide.
Understand organizational structures and project management functions
Learn how to control costs, manage risk, and analyze trade-offs
Examine different methods used for planning, scheduling, QA, and more
Work effectively with customers and stakeholders from around the globe
As projects increase in scope and complexity, managing scheduling, cost, and specifications across time zones, language barriers, technological differences, and other obstacles requires a systematic approach that accounts for every detail. Project Management is the comprehensive reference to keep within arm's reach throughout all stages of the project.
(PMI and PMBOK are registered mark of the Project Management Institute, Inc.)

Produktdetails

• Verlag: Wiley & Sons
• Artikelnr. des Verlages: 1W119165350
• 12. Aufl.
• Seitenzahl: 848
• Englisch
• Abmessung: 241mm
• ISBN-13: 9781119165354
• ISBN-10: 1119165350
• Artikelnr.: 47243513

Autorenporträt

HAROLD KERZNER, PHD, is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with the Project Management Institute (PMI), the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP(r) credential holder or global equivalent each year.

Inhaltsangabe

Preface xix
1 Overview 1
1.0 Introduction 1
1.1 Understanding Project Management 2
1.2 Defining Project Success 6
1.3 Trade-Offs and Competing Constraints 7
1.4 The Entry-Level Project Manager 9
1.5 The Talent Triangle 10
1.6 Technology-Based Projects 10
1.7 The Project Manager-Line Manager Interface 11
1.8 Defining the Project Manager's Role 13
1.9 Defining the Functional Manager's Role 15
1.10 Defining the Functional Employee's Role 17
1.11 Defining the Executive's Role 17
1.12 Working with Executives 17
1.13 Committee Sponsorship/Governance 19
1.14 The Project Manager as the Planning Agent 20
1.15 Project Champions 21
1.16 Project-Driven versus Non-Project-Driven Organizations 22
1.17 Marketing in the Project-Driven Organization 24
1.18 Classification of Projects 25
1.19 Location of the Project Manager 26
1.20 Differing Views of Project Management 27
1.21 Public-Sector Project Management 28
1.22 International Project Management 31
1.23 Concurrent Engineering: A Project Management Approach 32
1.24 Added Value 32
1.25 Studying Tips for the Pmi(r) Project Management Certification Exam 33
Problems 36
Williams Machine Tool Company 37
2 Project Management Growth: Concepts and Definitions 39
2.0 Introduction 39
2.1 The Evolution of Project Management: 1945-2017 39
2.2 Resistance to Change 43
2.3 Systems, Programs, and Projects: A Definition 45
2.4 Product versus Project Management: A Definition 47
2.5 Maturity and Excellence: A Definition 49
2.6 Informal Project Management: A Definition 50
2.7 The Many Faces of Success 52
2.8 The Many Faces of Failure 54
2.9 Causes of Project Failure 572.10 Degrees of Success and Failure 59
2.11 The Stage-Gate Process 60
2.12 Project Life Cycles 61
2.13 Gate Review Meetings (Project Closure) 65
2.14 Engagement Project Management 66
2.15 Project Management Methodologies: A Definition 67
2.16 From Enterprise Project Management Methodologies to Frameworks 69
2.17 Methodologies Can Fail 70
2.18 Organizational Change Management and Corporate Cultures 71
2.19 Benefits Harvesting and Cultural Change 76
2.20 Agile and Adaptive Project Management Cultures 77
2.21 Project Management Intellectual Property 77
2.22 Systems Thinking 79
2.23 Studying Tips for the Pmi(r) Project Management Certification Exam 82
Problems 85
Creating a Methodology 86
3 Organizational Structures 89
3.0 Introduction 89
3.1 Organizational Work Flow 90
3.2 Traditional (Classical) Organization 91
3.3 Pure Product (Projectized) Organization 93
3.4 Matrix Organizational Form 95
3.5 Modification of Matrix Structures 99
3.6 The Strong, Weak, or Balanced Matrix 101
3.7 Project Management Offices 101
3.8 Selecting the Organizational Form 103
3.9 Strategic Business Unit (SBU) Project Management 106
3.10 Transitional Management 107
3.11 Seven Fallacies that Delay Project Management Maturity 109
3.12 Studying Tips for the Pmi(r) Project Management Certification Exam 111
Problems 113
4 Organizing and Staffing the Project Office and Team 115
4.0 Introduction 115
4.1 The Staffing Environment 116
4.2 Selecting the Project Manager: an Executive Decision 117
4.3 Skill Requirements for Project and Program Managers 121
4.4 Special Cases in Project Manager Selection 125
4.5 Today's Project Managers 126
4.6 Duties and Job Descriptions 127
4.7 The Organizational Staffing Process 128
4.8 The Project Office 131
4.9 The Functional Team 133
4.10 The Project Organizational Chart 133
4.11 Selecting the Project Management Implementation Team 136
4.12 Mistakes Made by Inexperienced Project Managers 139
4.13 Studying Tips for the Pmi(r) Project Management Certification Exam 140
Problems 142
5 Management Functions 145
5.0 Introduction 145
5.1 Controlling 146
5.2 Directing 146
5.3 Project Authority 148
5.4 Interpersonal Influences 152
5.5 Barriers to Project Team Development 154
5.6 Suggestions for Handling the Newly Formed Team 157
5.7 Team Building as an Ongoing Process 1