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The landmark project management reference, now in a new edition Now in a Tenth Edition, this industry-leading project management "bible" aligns its streamlined approach to the latest release of the Project Management Institute's Project Management Body of Knowledge (PMI®'s PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject. From the intricate…mehr

Produktbeschreibung
The landmark project management reference, now in a new edition Now in a Tenth Edition, this industry-leading project management "bible" aligns its streamlined approach to the latest release of the Project Management Institute's Project Management Body of Knowledge (PMI®'s PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject. From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features: * New sections on scope changes, exiting a project, collective belief, and managing virtual teams * More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management * 400 discussion questions * More than 125 multiple-choice questions (PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)
  • Produktdetails
  • Verlag: John Wiley & Sons
  • Seitenzahl: 1120
  • Erscheinungstermin: 09.03.2009
  • Englisch
  • ISBN-13: 9780470502181
  • Artikelnr.: 37293111
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