AMA Handbook of Project Management

Name: AMA Handbook of Project Management
Brand: Amacom
Price: 91.73 EUR
Availability: OutOfStock

Paul C. Dinsmore Jeannette Cabanis-Brewin(Autor*in)

Amacom (Verlag)

2. Auflage

Erschienen am 25. Januar 2006

Buch

Hardcover

512 Seiten

978-0-8144-7271-2 (ISBN)

91,73 €inkl. 7% MwSt.

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Beschreibung

<html> The AMA Handbook of Project Management has been awarded the prestigious 2007 David I. Cleland Project Management Literature Award, presented by the Project Management Institute (PMI(r)). Long considered the authoritative guide to project management, The AMA Handbook of Project Management presents the critical concepts and theories that all project managers must master. Now completely revised to reflect the accelerating pace of the current project management environment-as well as the most recent changes to the Guide to the Project Management Body of Knowledge (PMBOK(r) Guide)-the book gives you practical, how-to-do-it information on everything you need to succeed in this complex, constantly growing field. Containing definitive models, case studies, advice, and in-depth solutions to specific project management dilemmas, The AMA Handbook of Project Management provides you with indispensable guidance on various topics, from passing the Project Management Professional (PMP(r)) Certification Exam, to thriving in a specific organization and succeeding in your project management career.
The book compiles essays and advice from top professionals with specific expertise on areas such as designing adequate organizational structures, generating and maintaining teamwork, managing the project life cycle, and much more. The book first tackles the basics of project management, including the fundamental disciplines and processes required to insure that projects are brought to successful completion. An invaluable reference for experienced practitioners, this section also acts as a helpful study guide for project management novices, with chapters specifically corresponding to those found in the latest edition of the PMBOK(r) Guide. Moving beyond the individual project, section two looks at the history and current state of project management as a profession, highlighting the latest trends from a global perspective. The book considers ethics, professionalism, and career development with a look at how they affect you as a project management practitioner.
Even a certified professional cannot escape the realities of organizational life, and increasingly, your role as a project manager will catapult you out of the single-project milieu and into organizational issues such as alignment with strategy, organizational culture and structure, and the synchronization of multiple projects. Section three covers these increasingly important organizational challenges. Section four brings together writers on some of the leading-edge topics in project management to provide a glimpse of where the discipline and the organizations in which it is practiced may be heading, taking a careful look at new methodologies, organizational structures, and globally diverse teams. Finally, in section five, the book considers how the basics of project management must be adapted to the environments found in different industries and professions including construction and engineering, new product development, information technology, and others. This second edition of The AMA Handbook of Project Management is a comprehensive reference that should have a place on every project manager's bookshelf.

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Inhalt

<html> "Foreword David I. Cleland, Ph.D. xi Preface Paul C. Dinsmore, PMP, and Jeannette Cabanis-Brewin xiii Acknowledgments xvii About the Editors xix Chapter 1 What Is Project Management? Project Management Concepts and Methodologies Francis M. Webster, Jr. PhD, and Joan Knutson 1 Section One The Project Management Body of Knowledge: Comprehension and Practice Introduction 13 Chapter 2 Bodies of Knowledge and Competency Standards In Project Management ALAN M. sTRETTON 15 Chapter 3 Project Management Process Groups: Project Management Knowledge in Action Geree Streun, PMP, CSQE 25 Chapter 4 Initiation Strategies for Managing Major Projects Peter W. G. Morris 31 Chapter 5 Comprehensive Planning for Complex Projects David L. Pells 44 Chapter 6 Controlling Costs and Schedule: Systems That Really Work Ralph D. Ellis, Jr. 60 Chapter 7 Project Management Integration in Practice Geree Streun, PMP, CSQE 69 Chapter 8 Project Scope Management in Practice Renee Mepyans-Robinson 74 Chapter 9 Time Management in Practice Valis Houston, PMP 81 Chapter 10 Project Cost Management in Practice MUHAMED Abdomerovic, PMP 89 10a Studies in Cost Management: Earned Value-An Integrated Project Management Approach Lee R. Lambert, PMP 104 Chapter 11 Project Quality Management in Practice Geree Streun, PMP, CSQE 119 11A Studies in Project Quality Managment: Achieving Business Excellence Using Baldrige, Business Process Management, Six Sigma, and Project Management Alan Mendelssohn and Michael Howell 125 Chapter 12 Human Resource Management in Practice Lee Towe, PMP 136 12a Studies in Project Human Resource Management: Interpersonal Skills Paul C. Dinsmore, PMP 144 12b Studies in Project Human Resource Management: Leadership Hans J. Thamhain, PHD, PMP 155 Chapter 13 Project Communications Management in Practice Renee Mepyans-Robinson 165 13a Studies in Communications Management: Achieving Project Success Through Team Building and Stakeholder Management John Tuman, Jr., P.ENG 174 Chapter 14 Risk Management in Practice David Hillson, PHD, PMP, FAPM, fIRM 184 CHAPTER 15 Project Procurement Management in Practice JudITH A. Edwards, PHD, PMP 196 15a Studies in Procurement Management: Managing to Avoid Claims Irving m. Fogel 206 Chapter 16 Preparing for the Project Management Professional Certification Exam Theodore BocCuzzi, PMP 211 Section Two The Profession of Project Management introduction 225 Chapter 17 Project Management Ethics: Responsibility, Values, and Ethics in Project Environments Thomas Mengel, PhD, PMP 227 Chapter 18 Professionalization of Project Management: What Does It Mean for Practice? BILL ZWERMAN AND Janice Thomas, PhD 236 CHAPTER 19 Competency and Careers in Project Management J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin 248 Section THREE Organizational Issues in Project Management INTRODUCTION 267 Chapter 20 Project Management: A Strategic Asset? Kam Jugdev, PhD, PMP 269 CHAPTER 21 Enterprise Project Management: Elements and Deployment Issues Chris Vandersluis 280 Chapter 22 Project Portfolio Management: Principles and Best Practices Gerald I. Kendall, PMP 290 CHAPTER 23 Measuring the Value of Project Management James S. Pennypacker 302 CHAPTER 24 The Project Office: Rationale and Implementation J. Kent Crawford, PMP 312 Chapter 25 A Process of Organizational Change: From Bureaucracy to Project Management Orientation Robert J. Graham, PhD, PMP 323 CHAPTER 26 Managing Multiple Projects: Balancing Time, Resources, and Objectives Lowell Dye, PMP 333 Section FOUR Issues and Ideas in Project Management Practice Introduction 347 Chapter 27 Dealing With Power and Politics in Project Management Randall I. Englund 348 Chapter 28 Multi-Project Constraint Management: The "Critical Chain" Approach Frank Patrick 363 CHAPTER 29 Communities of Practice and Project Management Connie deLisle, PHD, and Kim Rowe, P.ENG 372 Chapter 30 A Project Management Strategy for Six Sigma Projects Antonio C.A. Maximiano and Alonso Mazini Soler 384 CHAPTER 31 Cultural Challenges in Managing International Projects Paul C. Dinsmore, PMP, and Manuel M. Benitez Codas 399 Section FIVE Industry Applications of Project Management Practice INTRODUCTION 411 Chapter 32 Building Organizational Project Management Capability: Learning From Engineering and Construction Christopher Sauer, FIM 413 CHAPTER 33 New Product Development: Issues for Project Management Dennis M. Smith 424 CHAPTER 34 Why IT Matters: Project Management for Information Technology Karen R.J. White, PMP 433 Chapter 35 Project Management for Software Engineering Lois Zells 444 CHAPTER 36 R&D Project Management: Adapting to Technological Risk and Uncertainty Lee R. Lambert, PMP 458 CHAPTER 37 Applying Project Management Tools and Techniques in the Ecosystem Restoration Industry Stan Veraart, PMP, and Donald Ross 469 About the Contributors 475 Index 489"

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