Managing High-Technology Programs and Projects
3rd Edition
Will be published approx. on 21. March 2003
Book
Hardback
396 pages
978-0-471-26557-3 (ISBN)
Description
A well-known author within the field: Russell Archibald is widely known in the project management field. He helped to found the Project Management Institute, and he is a former principal with Integrated Project Systems, a consulting firm that specializes in process and system implementation and training in project management for high-tech corporations and agencies.
* The definitive book on managing high-tech initiatives: This book fulfills a long-standing need for a comprehensive, practical and unified description of the business of managing complex programs and projects. It provides detailed coverage of all aspects of complex project management, with emphasis on those involving advanced technology.
Reviews / Votes
"... by far the most comprehensive, practical and easy to understand reference book on project management principles...." (PROJECTmagazine, Spring 2004)"... unique among project management literature... define(s) an integrated path to improved project performance and success." (Project Management World Today, March-April 2004)
More details
Product info
GB
Edition
3., Auflage
Language
English
Place of publication
New York
United States
Target group
Professional and scholarly
Edition type
New edition
Product notice
sewn/stitched
Cloth over boards
With dust jacket
Dimensions
Height: 240 mm
Width: 161 mm
Thickness: 27 mm
Weight
804 gr
ISBN-13
978-0-471-26557-3 (9780471265573)
Schweitzer Classification
Other editions
Previous edition
Russell D. Archibald
Managing High Technology Programs and Projects
Book
04/1992
2nd Edition
Wiley
€146.08
Article exhausted; check for reprint
Person
RUSSELL D. ARCHIBALD, PMP, Fellow PMI and APM/IPMA, MSc, has held engineering and executive positions in the defense/aerospace, refinery construction and operation, automotive manufacturing, and telecommunications industries. Since 1982, he has consulted in project management to companies and agencies in twelve countries on four continents, and has taught project management principles and practices to thousands of managers and specialists around the world. He is an original founding trustee and member of the Project Management Institute.
Content
PART I. EXECUTIVE GUIDE TO PROGRAM AND PROJECT MANAGEMENT.
Executive Overview of Project Management.
Programs and Projects.
Improving Project Management Capabilities.
Integrative Roles in Project Management.
Integrative and Predictive Project Planning and Control.
Project Team and Key Human Aspects of Project Management.
Organizing the Project Management Function and Office.
Managing Project Portfolios, Programs, and Multiple Projects.
PART II. MANAGING SPECIFIC PROJECTS.
Organizing the Individual Project Office and Project Team.
Planning and Initiating Projects.
Project Team Planning and Project Start-Up.
Authorizing and Controlling the Work, Schedule, and Costs.
Project Interface Management.
Evaluating, Directing, and Closing Out the Project.
Appendix: Integrated Scope, Schedule, Resource, Financial, and Risk Management for Projects.
Bibliography.
Index.