Project Managers Portable Handbook, Third Edition

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  • Edition: 3rd
  • Format: Paperback
  • Copyright: 2010-08-03
  • Publisher: McGraw-Hill Education

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The Latest Project Management Data at Your FingertipsFully updated throughout, this hands-on guide gives you quick access to current information on project management concepts and practices.Project Manager's Portable Handbook. third edition, offers concise, practical details on the fundamental knowledge, skills, and attitudes required to manage projects. Written by world-renowned project management experts, this compact reference summarizes best practices for defining, designing, developing, and producing project results. Handy tables, charts, models, and callout boxes illustrate pertinent information in this essential on-the-job tool.Easy-to-Find Project Management Topics: The discipline of project management Project organizational chart Alternative project applications The strategic context of projects Project leadership Project initiation and execution Project planning and control The project culture Improving project managementPRAISE FOR PREVIOUS EDITIONS: :"It is perhaps the one book that best summarizes a complete knowledge set to be applied in successfully managing projects. It is the one book that project managers should not 'go to work' without."-- Ken Rose, Book Review Editor,Project Management Journal"Unique and, summarized style...wealth of information...annotated book a project manager should not be without."-- PM Network

Author Biography

David I. Cleland, Ph.D., is a Fellow of the Project Management Institute (PMI®) and three-time recipient of PMI’s “Distinguished Contribution Award.” He has been described as the “Father of Project Management” and is honored annually with the presentation of the “David I. Cleland Project Management Literature Award” sponsored by PMI. Dr. Cleland continues to provide consulting assistance to international organizations. He has authored or edited 40 books in the project management and engineering management fields.

Lewis R. Ireland, Ph.D., is an executive project management consultant based in Tennessee, serving both U.S. and international clients. He is Past President and Chair of the Project Management Institute and a 25-year veteran of PMI®. Dr. Ireland has been recognized by PMI for his contributions by the “Distinguished Contribution Award” and the “Person of the Year Award,” and by being elected a Fellow of the Project Management Institute. He currently serves as Past President of the American Society for the Advancement of Project Management (asapm), a professional society dedicated to better project management practices.

Table of Contents

Prefacep. xi
Acknowledgmentsp. xiii
Introductionp. xv
The Discipline of Project Managementp. 1
Project Success or Failurep. 1
Project Management: A Distinct and Changing Disciplinep. 5
Project Management Competencep. 9
A Project Management Philosophyp. 16
Benefits of Project Managementp. 23
Ethics in Project Managementp. 28
Project Life Cyclep. 33
Project Management Bodies of Knowledge and PM Certificationp. 37
Project Management Processp. 45
Program Managementp. 49
Project Organizational Designp. 57
Organizing for Project Managementp. 57
Project Organization Chartingp. 63
Authority-Responsibility-Accountabilityp. 66
Project Management Trainingp. 70
Working in Projectsp. 74
Project Officep. 79
Alternative Project Applicationsp. 87
Alternative Project Teamsp. 87
Reengineering Through Project Teamsp. 91
The Management of Small Projectsp. 96
Self-Managed Production Teamsp. 101
Benchmarking Teamsp. 107
Managing Change by Project Managementp. 110
The Strategic Context of Projectsp. 119
Selling Project Management to Senior Managersp. 119
Project Partneringp. 125
Project Strategic Issue Managementp. 131
Project Stakeholder Managementp. 134
The Strategic Management of Teamsp. 140
Senior Management and Projectsp. 145
The Board of Directors and Major Projectsp. 149
International Projectsp. 152
Portfolio Management for Projectsp. 159
Managing Multiple Projectsp. 167
Project Leadershipp. 173
Overview of Project Leadershipp. 173
Leadership in Projects-A Further Perspectivep. 177
Coaching Project Team Membersp. 184
Managing Conflict in Projectsp. 190
Team Leadershipp. 195
Developing the Project Manager's Competencep. 200
Motivating the Project Teamp. 207
Decision Making in Projectsp. 213
Project Initiation and Executionp. 221
Project Selection Considerationsp. 221
Project Feasibility Studyp. 229
Legal Considerations in Project Managementp. 236
Project Start-upp. 240
Developing Winning Proposalsp. 245
Project Statement of Workp. 251
Selecting PM Softwarep. 255
Project Contract Negotiations and Administrationp. 261
Quality in Projectsp. 265
Project Terminationp. 271
Project Planning and Controlp. 277
Project Planningp. 277
Establishing Project Prioritiesp. 287
Project Schedulingp. 293
Project Monitoring, Evaluation, and Controlp. 298
Project Risk Managementp. 304
Project Auditingp. 310
Scheduling Standardsp. 316
Outsourcing Project Managementp. 322
Establishing a Project Management Systemp. 329
Managing Costs in Projectsp. 332
Project Work Breakdown Structurep. 338
Earned Value Managementp. 342
The Project Culturep. 351
Understanding the Team Culturep. 351
Positive and Negative Aspects of Teamsp. 358
Project Team Building and Developmentp. 362
Role and Responsibilities of the Project Teamp. 368
Project Manager Competencep. 373
The Political Process in Project Managementp. 376
Project Communicationsp. 383
The Project Management Information Systemp. 383
Project Communicationsp. 387
Communication in Project Meetingsp. 392
Negotiationsp. 396
Improving Project Managementp. 401
Project Management Organizational Competencep. 401
Project Recovery for the Project Teamp. 407
Project Recovery for the Challenged Projectp. 415
Project Stabilityp. 421
Assessing Organizational Project Competencep. 425
Indexp. 433
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