Field Guide to Project Management

by Cleland, David I.

• ISBN13: 9780471462125
• ISBN10: 0471462128
• Edition: 2nd
• Format: Paperback
• Copyright: 2004-07-29
• Publisher: Wiley

Summary

Up-to-date solutions to critical issues facing project managers on the job The skillful blend of conceptual basics and hands-on practice that made Field Guide to Project Management a cornerstone resource in the field is now completely updated in a new Second Edition.One of the best-known authorities on project management, David Cleland developed this new edition for professionals who need a dependable, on-the-job resource to answer questions and solve problems as they arise. Field Guide to Project Management, Second Edition is unmatched in its wealth of reliable information on project management systems and its concise and accessible format, also making it the perfect volume to read cover to cover for a unique, up-to-date survey of the field.Every aspect of project management is addressed with practical explanations and advice by a who' s-who roster of expert authors who cover planning techniques, concepts, paradigms, processes, tools, and techniques. A relevant book across all professional levels and industries, this Second Edition covers the areas of project management that are critical to successful implementation, as defined by the Project Management Institute (PMI).This revised edition includes new material on: The strategic context of projects Project leadership Effective project information systems Building the project statement of work Project management software Building high-performance teams Project selection and use Project management maturity Implementing earned value Maintaining project oversight Project management systems are a primary means of dealing withorganizational change and execution of enterprise strategies across a wide range of applications, such as construction management, benchmarking, competitive analysis, crisis management, new business development, quality man

Author Biography

DAVID I. CLELAND, PhD, is Professor Emeritus in the School of Engineering, University of Pittsburgh in Pennsylvania. He is a Fellow of the Project Management Institute and has received PMI’s Distinguished Contribution to Project Management Award three times. He is often described as the "Father of Project Management" and has been honored through the establishment of the annual David I. Cleland Excellence in Project Management Literature Award sponsored by PMI. He is the author or editor of thirty-six books in the fields of project and engineering management. His current research interests are in the evolution of project management and the strategic context of projects in the management of enterprises.

Table of Contents

Acknowledgments	ix
Preface	xi
SECTION I Project Management	1	(54)
Chapter 1 Strategic Planning	3	(11)
David I. Cleland
Chapter 2 The Elements of Project Success	14	(14)
Jeffrey K. Pinto
Chapter 3 Why Project Management?	28	(14)
Carl L. Pritchard
Chapter 4 Implementing the Project-ManagementProcess	42	(13)
Lewis R. Ireland
SECTION II Project Planning Techniques	55	(190)
Chapter 5 Practical Tools for Project Selection	57	(14)
Christopher A. Chung and Abu Md Huda
Chapter 6 A Comprehensive Model of Project Management	71	(17)
John R. Adams and Miguel E. Caldentey
Chapter 7 Another Look at Life Cycles	88	(15)
Thomas C. Belanger and Jim Highsmith
Chapter 8 Putting Together a Work-Breakdown Structure	103	(13)
Paul Warner and Paul Cassar
Chapter 9 Tools to Achieve On-Time Performance	116	(27)
J. Davidson Frame
Chapter 10 Keeping the Lid on Project Costs	143	(16)
Kim LaScola Needy and Kimberly L. Sarnowski
Chapter 11 Calculating Costs and Keeping Records for Project Contracts	159	(21)
James J. O'Brien
Chapter 12 Developing Winning Proposals	180	(22)
Hans J. Thamhain
Chapter 13 Techniques for Managing Project Risk	202	(17)
Guy M. Merritt and Preston G. Smith
Chapter 14 Building the Foundation for Project Success-The Statement of Work	219	(26)
Michael G. Martin
SECTION III Project Leadership	245	(160)
Chapter 15 The Tasks of Project Leadership	247	(25)
Timothy J. Kloppenborg, Arthur Shriberg, and Jayashree Venkatraman
Chapter 16 Making Optimal Use of the Matrix Organization	272	(16)
Charles J. Teplitz
Chapter 17 How to Motivate All Stakeholders to Work Together	288	(17)
R. Max Wideman
Chapter 18 Political Strategies for Projects and Project Managers	305	(8)
Bud Baker
Chapter 19 The Role of Senior Management on Projects	313	(12)
Kenneth O. Hartley
Chapter 20 Building a High-Performance Project Team	325	(18)
Warren Opfer
Chapter 21 Motivation in the Project Environment	343	(10)
Robert J. Yourzak
Chapter 22 How to Get the Right Message Across	353	(15)
Francis M. Webster, Jr. and Stephen D. Owens
Chapter 23 Negotiating Skills for Project Managers	368	(11)
Stephen D. Owens and Francis M. Webster, Jr.
Chapter 24 Integrating Project-Management Skills for the Future	379	(26)
Elvin Isgrig
SECTION IV Project Oversight	405	(154)
Chapter 25 How to Monitor and Evaluate Projects	407	(19)
James R. Snyder
Chapter 26 Project-Management Software: A Guideline for System Selection and Use	426	(22)
Bopaya Bidanda and David Hackworth
Chapter 27 Effective Project-Management Information Systems	448	(19)
Frank T. Anbari
Chapter 28 Total Customer Satisfaction	467	(14)
Lewis R. Ireland
Chapter 29 Project Evaluation at Lucent Technologies	481	(22)
Daniel P. Ono
Chapter 30 Project Termination: The Good, the Bad, and the Ugly	503	(18)
Carl L. Pritchard
Chapter 31 Implementing Earned-Value Project Management in Ten Easy Steps	521	(19)
Quentin W. Fleming and Joel M. Koppelman
Chapter 32 Legal Considerations for Project Managers	540	(19)
Randall L. Speck
SECTION V Team Management	559	(64)
Chapter 33 New Ways to Use Project Teams	561	(14)
David I. Cleland
Chapter 34 Energizing Project Teams	575	(19)
Gwenn C. Carr, Gary L. Englehardt, and John Tuman, Jr.
Chapter 35 Concurrent Product-Development Teams	594	(15)
Preston G. Smith
Chapter 36 Self-Managed Production Teams	609	(14)
Karen M. Bursic
Index	623