Project Management
Achieving Competitive Advantage: United States Edition
Published on 16. March 2006
Book
Hardback
512 pages
978-0-13-009233-5 (ISBN)
Description
For undergraduate or graduate courses in Project Management.
This text takes a holistic, integrated approach to managing projects, exploring both technical and managerial challenges.
It emphasizes not only individual project execution, but also provides a strategic perspective, demonstrating means to manage projects at the program and portfolio levels. Overall, the text strikes a balance by using cases, examples, and problems from a variety of project types, including IT examples, construction, engineering, manufacturing, new product development, R&D, and services. This balance was designed to create a text that was useful for teaching project management across the widest possible range of settings.
This text takes a holistic, integrated approach to managing projects, exploring both technical and managerial challenges.
It emphasizes not only individual project execution, but also provides a strategic perspective, demonstrating means to manage projects at the program and portfolio levels. Overall, the text strikes a balance by using cases, examples, and problems from a variety of project types, including IT examples, construction, engineering, manufacturing, new product development, R&D, and services. This balance was designed to create a text that was useful for teaching project management across the widest possible range of settings.
More details
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 284 mm
Width: 216 mm
Thickness: 26 mm
Weight
1270 gr
ISBN-13
978-0-13-009233-5 (9780130092335)
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
Other editions
New editions
Book
10/2009
2nd Edition
Pearson
€169.59
Article exhausted; check for reprint
Content
Chapter 1 - Introduction: Why Project Management?
Chapter 2 - The Organization Context: Strategy, Structure, and Culture
Chapter 3 - Project Selection and Portfolio Management
Chapter 4 - Leadership and the Project Manager
Chapter 5 - Scope Management
Chapter 6 - Project Team Building, Conflict, and Negotiation
Chapter 7 - Risk Management
Chapter 8 - Cost Estimation and Budgeting
Chapter 9 - Project Scheduling: Networks, Duration Estimation, and Critical Path
Chapter 10 - Project Scheduling: Lagging, Crashing, and Activity Networks
Chapter 11 - Critical Chain Project Scheduling
Chapter 12 - Resource Management
Chapter 13 - Project Evaluation and Control
Chapter 14 - Project Close-out and Termination
Chapter 2 - The Organization Context: Strategy, Structure, and Culture
Chapter 3 - Project Selection and Portfolio Management
Chapter 4 - Leadership and the Project Manager
Chapter 5 - Scope Management
Chapter 6 - Project Team Building, Conflict, and Negotiation
Chapter 7 - Risk Management
Chapter 8 - Cost Estimation and Budgeting
Chapter 9 - Project Scheduling: Networks, Duration Estimation, and Critical Path
Chapter 10 - Project Scheduling: Lagging, Crashing, and Activity Networks
Chapter 11 - Critical Chain Project Scheduling
Chapter 12 - Resource Management
Chapter 13 - Project Evaluation and Control
Chapter 14 - Project Close-out and Termination