Project management : a managerial approach /
Jack R. Meredith, Samuel J. Mantel, Jr.
- Eighth edition.
- xvii, 589 pages : illustrations ; 27 cm
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 -- -- The Definition Of A "Project" -- Why Project Management? -- The Project Life Cycle -- The Structure Of This Text -- Project Management Maturity -- Project Selection Criteria And Models -- Types Of Project Selection Models -- Risk Considerations In Project Selection -- The Project Portfolio Process (Ppp) -- Project Bids And Rfps (Requests For Proposals) -- Project Management And The Project Manager -- Special Demands On The Project Manager -- Attributes Of Effective Project Managers -- Of Cultural Differences -- Conflict And The Project Life Cycle -- The Nature Of Negotiation -- Partnering, Chartering,and Scope Change -- Some Requirements And Principles Of Negotiation -- Projects In A Functional Organization -- Projects In A Projectized Organization -- Projects In A Matrixed Organization -- Projects In Composite Organizational Structures -- Selecting A Project Form -- The Project Management Office (Pmo) -- The Project Team -- Human Factors And The Project Team -- Initial Project Coordination And The Project Charter -- Starting The Project Plan:the Wbs -- Human Resources:the Raci Matrix And Agile Projects -- Interface Coordination Through Integration Management -- Project Risk Management -- Estimating Project Budgets -- Improving The Process Of Cost Estimating -- Risk Estimation -- Background -- Network Techniques: Pert (Adm)and Cpm (Pdm) -- Risk Analysis Using Simulation With Crystal BallŪ -- Using These Tools -- Critical Path Method-Crashing A Project -- The Resource Allocation Problem -- Resource Loading -- Resource Leveling -- Constrained Resource Scheduling -- Multiproject Scheduling And Resource Allocation -- Goldratt's Critical Chain -- The Planning-Monitoring-Controlling Cycle -- Information Needs And Reporting -- Earned Value Analysis -- Computerized Pmis (Project Management Information Systems) -- The Fundamental Purposes Of Control -- Three Types Of Control Processes -- The Design Of Control Systems -- Control Of Change And Scope Creep -- Control:a Primary Function Of Management -- Purposes Of Evaluation-Goals Of The System -- The Project Audit -- The Project Audit Life Cycle -- Some Essentials Of An Audit/Evaluation -- Measurement -- The Varieties Of Project Termination -- When To Terminate A Project -- The Termination Process -- The Final Report-A Project History -- Afterword. 1.1. 1.2. 1.3. 1.4. 2.1. 2.2. 2.3. 2.4. 2.5. 2.6. 3.1. 3.2. 3.3. 3.4. 4.1. 4.2. 4.3. 4.4. 5.1. 5.2. 5.3. 5.4. 5.5. 5.6. 5.7. 5.8. 6.1. 6.2. 6.3. 6.4. 6.5. 7.1. 7.2. 7.3. 8.1. 8.2. 8.3. 8.4. 9.1. 9.2. 9.3. 9.4. 9.5. 9.6. 9.7. 10.1. 10.2. 10.3. 10.4. 11.1. 11.2. 11.3. 11.4. 11.5. 12.1. 12.2. 12.3. 12.4. 12.5. 13.1. 13.2. 13.3. 13.4. 13.5.
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.