The AMA Handbook of Project Management
3rd Edition
Published on 16. October 2010
Book
Hardback
544 pages
978-0-8144-1542-9 (ISBN)
Description
A comprehensive reference presenting the critical concepts and theories all project managers must master, The AMA Handbook of Project Management compiles essays and advice from the field's top professionals. Compatible with the most recent edition of the Project Management Body of Knowledge (R) and featuring new data on the Project Management Office, the completely revised third edition shows readers how to:
Establish project goals Implement planning on both the strategic and operational levels Manage the project life cycle and meet objectives Budget the project Handle the transition from project idea to project reality Manage political and resource issues
Packed with research-based information and advice from experienced practitioners as well as new information on agile project management, Six Sigma projects, the use of social media, and the alignment of strategy and projects this guide is a vital resource for everyone involved in project tasks.
Establish project goals Implement planning on both the strategic and operational levels Manage the project life cycle and meet objectives Budget the project Handle the transition from project idea to project reality Manage political and resource issues
Packed with research-based information and advice from experienced practitioners as well as new information on agile project management, Six Sigma projects, the use of social media, and the alignment of strategy and projects this guide is a vital resource for everyone involved in project tasks.
More details
Edition
3rd edition
Language
English
Place of publication
New York
United States
Target group
Professional and scholarly
Dimensions
Height: 103 mm
Width: 74 mm
Thickness: 16 mm
Weight
3 gr
ISBN-13
978-0-8144-1542-9 (9780814415429)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Paul C. Dinsmore, PMP (Rio De Janeiro, Brazil) is an international authority on project management and organizational change. He has been honored with PMI's Distinguished Contributions Award, and is a Fellow of the Institute.
Jeannette Cabanis-Brewin (Cullowhee, North Carolina), editor-in-chief for Project Management Solutions, Inc., and principal of WordSource, LLC, has written about project man age ment for over fifteen years. In 2007, PMI honored her with a Distinguished Contributions Award.
Jeannette Cabanis-Brewin (Cullowhee, North Carolina), editor-in-chief for Project Management Solutions, Inc., and principal of WordSource, LLC, has written about project man age ment for over fifteen years. In 2007, PMI honored her with a Distinguished Contributions Award.
Content
Contents
ForewordDavid I. Cleland, PhD, FPMIxi
PrefacePaul C. Dinsmore, PMP, and Jeannette Cabanis-Brewinxiii
Acknowledgmentsxvii
About the Editorsxix
Chapter 1 What Is Project Management?
Project Management Concepts and Methodologies
Francis M. Webster, Jr., PhD, and Joan Knutson1
Section One
The Project Management Body of Knowledge: Comprehension and Practice
Introduction13
Chapter 2Bodies of Knowledge and Competency Standards in
Project Management
Alan M. Stretton15
Chapter 3 Project Management Process Groups:
Project Management Knowledge in Action
Geree Streun, PMP, CSQE27
Chapter 4Initiation Strategies for Managing Major Projects
Peter W. G. Morris33
Chapter 5Comprehensive Planning for Complex Projects
David L. Pells47
Chapter 6 Controlling Costs and Schedule:
Systems That Really Work
Ralph d. Ellis, Jr.63
Chapter 7Project Management Integration in Practice
Geree Streun, PMP, CSQE73
Chapter 8Project Scope Management in Practice
Renee Mepyans-Robinson79
Chapter 9 Time Management in Practice
Valis Houston, PMP87
Chapter 10 Project Cost Management in Practice
Paul Lombard, PMP, CQM97
10aStudies in Cost Management:
Earned Value-An Integrated Project Management Ap-proach
Lee R. Lambert, PMP107
Chapter 11 Project Quality Management in Practice
Geree Streun, PMP, CSQE123
11AStudies in Project Quality Management:
Achieving Business Excellence Using Baldrige,
Business Process Management, Process Improvement and
Project Management
Alan Mendelssohn and Michael Howell, ASQ129
Chapter 12 Human Resource Management in Practice
Lee Towe, PMP141
12a Studies in Project Human Resource Management:
Team Building and Interpersonal Skills
Paul C. Dinsmore, PMP151
12b Studies in Project Human Resource Management: Leadership
Hans J. Thamhain, PHD, PMP163
Chapter 13 Project Communications Management in Practice
Renee Mepyans-Robinson173
13a Studies in Communications Management:
Achieving Project Success Through
Stakeholder Management
John Tuman, Jr., P.ENG183
Chapter 14 Risk Management in Practice
David Hillson, PHD, PMP, FAPM, FIRM193
CHAPTER 15 Project Procurement Management in Practice
Judith A. Edwards, PHD, PMP, IEEE, SM205
15a Studies in Procurement Management:
Managing to Avoid Claims
Irving M. Fogel, P. ENG217
Section Two
The Profession of Project Management
introduction225
Chapter 16 Preparing for the Project Management
Professional Certification Exam
Theodore R. BocCuzzi, PMP227
CHAPTER 17 Competency and Careers in Project Manage-ment
J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin239
Chapter 18 Project Management Ethics:
Responsibility, Values, and Ethics in Project Environments
Thomas Mengel, PhD, PMP255
Chapter 19 Professionalization of Project Management:
What Does It Mean for Practice?
Janice Thomas, PhD and Bill Zwerman 265
Section THREE
Organizational Issues in Project Management
INTRODUCTION 279
Chapter 20 Projects: The Engine of Strategy Execution
James S. Pennypacker and Jeannette Cabanis-Brewin281
Chapter 21 Project Management:
A Strategic Asset?
Kam Jugdev, PhD, PMP291
CHAPTER 22 Enterprise Project Management:
Elements and Deployment Issues
Chris Vandersluis303
Chapter 23 Project Portfolio Management:
Principles and Best Practices
Gerald I. Kendall, PMP313
CHAPTER 24 Measuring the Value of Project Management:
A Measurement System
James S. Pennypacker325
Chapter 25 A Process of Organizational Change:
From Bureaucracy to Project Management Orientation
Robert J. Graham, PhD, PMP335
CHAPTER 26 Managing Multiple Projects:
Balancing Time, Resources, and Objectives
Lowell Dye, PMP345
CHAPTER 27 The Project Office:
Rationale and Implementation
J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin355
Section FOUR
Issues and Ideas in Project Management Practice
Introduction 369
Chapter 28 Dealing with Power and Politics in Project Manage-ment
Randall L. Englund371
Chapter 29 Multiproject Constraint Management:
The "Critical Chain" Approach
Frank Patrick385
CHAPTER 30 Communities of Practice and Project Manage-ment
Connie deLisle, PHD, and Kim Rowe, P.ENG395
Chapter 31 Six Sigma and Project Management
Rip stauffer407
CHAPTER 32 Cultural Challenges in Managing International Projects
Paul C. Dinsmore, PMP, and Manuel M. Benitez Codas 417
CHAPTER 33 Social Media Tools: An Introduction to Their Role in
Project Management
Alan Levine 427
Section FIVE
Industry Applications of Project Management Practice
INTRODUCTION 439
Chapter 34 Building Organizational Project Management Capabil-ity:
Learning From Engineering and Construction
Christopher Sauer441
CHAPTER 35 New Product Development:
Issues for Project Management
Dennis M. Smith453
CHAPTER 36 Why IT Matters:
Project Management for Information Technology
Karen R.J. White, PMP463
CHAPTER 37 Applying Project Management Tools and Techniques
in the Ecosystem Restoration Industry
Stan Veraart, PMP, and Donald Ross475
CHAPTER 38 Rescue Mission: Project Management in the Helping Professions
Jeannette Cabanis-Brewin483
About the Contributors491
Index505
ForewordDavid I. Cleland, PhD, FPMIxi
PrefacePaul C. Dinsmore, PMP, and Jeannette Cabanis-Brewinxiii
Acknowledgmentsxvii
About the Editorsxix
Chapter 1 What Is Project Management?
Project Management Concepts and Methodologies
Francis M. Webster, Jr., PhD, and Joan Knutson1
Section One
The Project Management Body of Knowledge: Comprehension and Practice
Introduction13
Chapter 2Bodies of Knowledge and Competency Standards in
Project Management
Alan M. Stretton15
Chapter 3 Project Management Process Groups:
Project Management Knowledge in Action
Geree Streun, PMP, CSQE27
Chapter 4Initiation Strategies for Managing Major Projects
Peter W. G. Morris33
Chapter 5Comprehensive Planning for Complex Projects
David L. Pells47
Chapter 6 Controlling Costs and Schedule:
Systems That Really Work
Ralph d. Ellis, Jr.63
Chapter 7Project Management Integration in Practice
Geree Streun, PMP, CSQE73
Chapter 8Project Scope Management in Practice
Renee Mepyans-Robinson79
Chapter 9 Time Management in Practice
Valis Houston, PMP87
Chapter 10 Project Cost Management in Practice
Paul Lombard, PMP, CQM97
10aStudies in Cost Management:
Earned Value-An Integrated Project Management Ap-proach
Lee R. Lambert, PMP107
Chapter 11 Project Quality Management in Practice
Geree Streun, PMP, CSQE123
11AStudies in Project Quality Management:
Achieving Business Excellence Using Baldrige,
Business Process Management, Process Improvement and
Project Management
Alan Mendelssohn and Michael Howell, ASQ129
Chapter 12 Human Resource Management in Practice
Lee Towe, PMP141
12a Studies in Project Human Resource Management:
Team Building and Interpersonal Skills
Paul C. Dinsmore, PMP151
12b Studies in Project Human Resource Management: Leadership
Hans J. Thamhain, PHD, PMP163
Chapter 13 Project Communications Management in Practice
Renee Mepyans-Robinson173
13a Studies in Communications Management:
Achieving Project Success Through
Stakeholder Management
John Tuman, Jr., P.ENG183
Chapter 14 Risk Management in Practice
David Hillson, PHD, PMP, FAPM, FIRM193
CHAPTER 15 Project Procurement Management in Practice
Judith A. Edwards, PHD, PMP, IEEE, SM205
15a Studies in Procurement Management:
Managing to Avoid Claims
Irving M. Fogel, P. ENG217
Section Two
The Profession of Project Management
introduction225
Chapter 16 Preparing for the Project Management
Professional Certification Exam
Theodore R. BocCuzzi, PMP227
CHAPTER 17 Competency and Careers in Project Manage-ment
J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin239
Chapter 18 Project Management Ethics:
Responsibility, Values, and Ethics in Project Environments
Thomas Mengel, PhD, PMP255
Chapter 19 Professionalization of Project Management:
What Does It Mean for Practice?
Janice Thomas, PhD and Bill Zwerman 265
Section THREE
Organizational Issues in Project Management
INTRODUCTION 279
Chapter 20 Projects: The Engine of Strategy Execution
James S. Pennypacker and Jeannette Cabanis-Brewin281
Chapter 21 Project Management:
A Strategic Asset?
Kam Jugdev, PhD, PMP291
CHAPTER 22 Enterprise Project Management:
Elements and Deployment Issues
Chris Vandersluis303
Chapter 23 Project Portfolio Management:
Principles and Best Practices
Gerald I. Kendall, PMP313
CHAPTER 24 Measuring the Value of Project Management:
A Measurement System
James S. Pennypacker325
Chapter 25 A Process of Organizational Change:
From Bureaucracy to Project Management Orientation
Robert J. Graham, PhD, PMP335
CHAPTER 26 Managing Multiple Projects:
Balancing Time, Resources, and Objectives
Lowell Dye, PMP345
CHAPTER 27 The Project Office:
Rationale and Implementation
J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin355
Section FOUR
Issues and Ideas in Project Management Practice
Introduction 369
Chapter 28 Dealing with Power and Politics in Project Manage-ment
Randall L. Englund371
Chapter 29 Multiproject Constraint Management:
The "Critical Chain" Approach
Frank Patrick385
CHAPTER 30 Communities of Practice and Project Manage-ment
Connie deLisle, PHD, and Kim Rowe, P.ENG395
Chapter 31 Six Sigma and Project Management
Rip stauffer407
CHAPTER 32 Cultural Challenges in Managing International Projects
Paul C. Dinsmore, PMP, and Manuel M. Benitez Codas 417
CHAPTER 33 Social Media Tools: An Introduction to Their Role in
Project Management
Alan Levine 427
Section FIVE
Industry Applications of Project Management Practice
INTRODUCTION 439
Chapter 34 Building Organizational Project Management Capabil-ity:
Learning From Engineering and Construction
Christopher Sauer441
CHAPTER 35 New Product Development:
Issues for Project Management
Dennis M. Smith453
CHAPTER 36 Why IT Matters:
Project Management for Information Technology
Karen R.J. White, PMP463
CHAPTER 37 Applying Project Management Tools and Techniques
in the Ecosystem Restoration Industry
Stan Veraart, PMP, and Donald Ross475
CHAPTER 38 Rescue Mission: Project Management in the Helping Professions
Jeannette Cabanis-Brewin483
About the Contributors491
Index505