Project Management : Strategic Design and Implementation

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  • Edition: 5th
  • Format: Hardcover
  • Copyright: 2006-09-11
  • Publisher: McGraw-Hill Education

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Supplemental Materials

What is included with this book?

  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
  • The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.


The theme of the last edition will continue as authors improve individual chapters by adding a brief introduction that outlines the central points of the chapter and warms up readers for what follows. Each chapter concludes with four additional sections: a listing of additional sources of information in the form of a generously annotated bibliography; a listing of project management principles that summarize chapter content in pithy statements of enduring, universal value; a project management situation--a brief, descriptive case study that illuminates chapter content by way of a practical example; and a student/reader assignment that offers food for thought, discussion, or investigation. More student problems are added in this edition along with new chapters throughout and up-dated chapters where change is warranted. Graphics and illustrations updated with side bar information included throughout and the book with have a new look in a larger 7 3/8 x 9 frac14; trim.

Author Biography

David I. Cleland is professor emeritus in the School of Engineering at the University of Pittsburgh and the author/editor of 36 books on project management and engineering management. Often described as the "Father of Project Management," he is a Fellow of the Project Management Institute and has received the Institute's Distinguished Contribution to Project Management Award three times. The Institute's annual David I. Cleland Excellence in Project Management Literature Award is named in his honor.

Lewis R. Ireland is president of the American Society for the Advancement of Project Management. He is a Fellow of the Project Management Institute and has received the Institute’s Distinguished Contribution Award and Person of the Year Award. He has more than three decades of management experience and is active in advancing the project management discipline.

Table of Contents

Part 1: State of the Art Global Project Management

Chapter 1: The Evolution of Project Management

Chapter 2: Project Management: A Business Process of the Project-Oriented Company

Chapter 3: The Future of Project Management: Mapping the Dynamics of Project Management Field in Action

Chapter 4: Total Life-Cycle System Management

Chapter 5: Developing Multinational Project Teams

Chapter 6: Risk Identification and Assessment for International Construction Projects

Chapter 7: Program Management and Project Portfolio Management

Part 2: Competency Factors in Project Management

Chapter 8: Competencies of Project Managers

Chapter 9: Managing Risks and Uncertainty in Major Projects in the New Global Environment

Chapter 10: Managing Human Energy in the Project-Oriented Company

Chapter 11: Managing Project Management Personnel and Their Competencies in the Project-Oriented Company

Chapter 12: Lessons Learned: Rebuilding Iraq in 2004

Chapter 13: Project Critical Success Factors: The Project-Implementation Profile

Part 3: Management of Global Programs and Projects

Chapter 14: Project Management for Outsourcing Decisions

Chapter 15: Project Quality Management in International Projects

Chapter 16: Success Factors in Virtual Global Software Projects

Chapter 17: Managing Global Projects Over a Collaborative Knowledge Framework

Part 4: Management of the Project-Oriented Company

Chapter 18: Management of the Project-Oriented Company

Chapter 19: Project Portfolio Score Card

Chapter 20: Partnering in Projects

Chapter 21: Business Process Management in the Project-Oriented Company

Part 5: National Project Management

Chapter 22: Project Management in Austria: Analysis of the Maturity of Austria as a Project-Oriented Nation

Chapter 23: A Brief Insight of Project Management in the Mainland of China

Chapter 24: Project Management in Australia

Chapter 25: Project Management in Romania

Chapter 26: Japanese Project Management Practices on Global Projects

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