Project Management
Achieving Competitive Advantage
3rd Edition
Published on 24. September 2012
Book
Hardback
528 pages
978-0-13-266415-8 (ISBN)
Description
The fundamentals of project management with a wide assortment of business applications.
Project Management takes a decision-making, business-oriented approach to the management of projects, which is reinforced throughout the text with current examples of project management in action. And because understanding project management is central to operations in various industries, this text also addresses project management within the context of a variety of successful organizations, whether publicly held, private, or not-for-profit.
Project Management takes a decision-making, business-oriented approach to the management of projects, which is reinforced throughout the text with current examples of project management in action. And because understanding project management is central to operations in various industries, this text also addresses project management within the context of a variety of successful organizations, whether publicly held, private, or not-for-profit.
More details
Edition
3rd edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
College/higher education
Dimensions
Height: 254 mm
Width: 203 mm
Weight
1170 gr
ISBN-13
978-0-13-266415-8 (9780132664158)
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
Jeffrey Pinto | Jeffrey K. Pinto
Project Management: Achieving Competitive Advantage, Global Edition
Book
07/2019
5th Edition
Pearson Education Limited
€96.99
Shipment within 10-20 days
Previous edition
Book
10/2009
2nd Edition
Pearson
€169.59
Article exhausted; check for reprint
Content
Chapter 1: Introduction: Why Project Management?
Chapter 2: The Organizational Context: Strategy, Sturcutre, 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 Closeout and Termination
Appendix: Tutorial for MicroSoft (R) Project 2010
Chapter 2: The Organizational Context: Strategy, Sturcutre, 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 Closeout and Termination
Appendix: Tutorial for MicroSoft (R) Project 2010