Project management : a managerial approach / Jack R. Meredith, Samuel J. Mantel, Jr.

Includes bibliographical references and index.

Chapter 1. Projects in Contemporary Organizations -- Part I. Project Initiation -- Chapter 2. Strategic Management and Project Selection -- Chapter 3. The Project Manager -- Chapter 4. Managing Conflict and the Art of Negotiation -- Chapter 5. The Project in the Organizational Structure -- Part II. Project Planning -- Chapter 6. Project Activity and Risk Planning -- Chapter 7. Budgeting: Estimating Costs and Risks -- Chapter 8. Scheduling -- Chapter 9. Resource Allocation -- Part III. Project Execution -- Chapter 10. Monitoring and Information Systems -- Chapter 11. Project Control -- Chapter 12. Project Auditing -- Chapter 13. Project Termination -- --

1.1. The Definition Of A "Project" -- 1.2. Why Project Management? -- 1.3. The Project Life Cycle -- 1.4. The Structure Of This Text -- 2.1. Project Management Maturity -- 2.2. Project Selection Criteria And Models -- 2.3. Types Of Project Selection Models -- 2.4. Risk Considerations In Project Selection -- 2.5. The Project Portfolio Process (Ppp) -- 2.6. Project Bids And Rfps (Requests For Proposals) -- 3.1. Project Management And The Project Manager -- 3.2. Special Demands On The Project Manager -- 3.3. Attributes Of Effective Project Managers -- 3.4. Of Cultural Differences -- 4.1. Conflict And The Project Life Cycle -- 4.2. The Nature Of Negotiation -- 4.3. Partnering, Chartering,and Scope Change -- 4.4. Some Requirements And Principles Of Negotiation -- 5.1. Projects In A Functional Organization -- 5.2. Projects In A Projectized Organization -- 5.3. Projects In A Matrixed Organization -- 5.4. Projects In Composite Organizational Structures -- 5.5. Selecting A Project Form -- 5.6. The Project Management Office (Pmo) -- 5.7. The Project Team -- 5.8. Human Factors And The Project Team -- 6.1. Initial Project Coordination And The Project Charter -- 6.2. Starting The Project Plan:the Wbs -- 6.3. Human Resources:the Raci Matrix And Agile Projects -- 6.4. Interface Coordination Through Integration Management -- 6.5. Project Risk Management -- 7.1. Estimating Project Budgets -- 7.2. Improving The Process Of Cost Estimating -- 7.3. Risk Estimation -- 8.1. Background -- 8.2. Network Techniques: Pert (Adm)and Cpm (Pdm) -- 8.3. Risk Analysis Using Simulation With Crystal Ball® -- 8.4. Using These Tools -- 9.1. Critical Path Method-Crashing A Project -- 9.2. The Resource Allocation Problem -- 9.3. Resource Loading -- 9.4. Resource Leveling -- 9.5. Constrained Resource Scheduling -- 9.6. Multiproject Scheduling And Resource Allocation -- 9.7. Goldratt's Critical Chain -- 10.1. The Planning-Monitoring-Controlling Cycle -- 10.2. Information Needs And Reporting -- 10.3. Earned Value Analysis -- 10.4. Computerized Pmis (Project Management Information Systems) -- 11.1. The Fundamental Purposes Of Control -- 11.2. Three Types Of Control Processes -- 11.3. The Design Of Control Systems -- 11.4. Control Of Change And Scope Creep -- 11.5. Control:a Primary Function Of Management -- 12.1. Purposes Of Evaluation-Goals Of The System -- 12.2. The Project Audit -- 12.3. The Project Audit Life Cycle -- 12.4. Some Essentials Of An Audit/Evaluation -- 12.5. Measurement -- 13.1. The Varieties Of Project Termination -- 13.2. When To Terminate A Project -- 13.3. The Termination Process -- 13.4. The Final Report-A Project History -- 13.5. Afterword.

Focuses on all facets of the steps needed to successfully manage a project - from planning and resources to budgeting and more. An important goal is to appeal to help those preparing to take the PMBOK certification exams of the Project Management Institute.