The Handbook of Project-based Management
Leading Strategic Change in Organizations
3rd Edition
Published on 1. September 2008
Book
Hardback
480 pages
978-0-07-154974-5 (ISBN)
Description
Discover How to Dramatically Improve the Processes of Project-Based Management in Any Organization! One of the most influential books ever written on the development of project management, The Handbook of Project-Based Management has been completely revised for a new generation of students and practitioners. The Third Edition now features a major change in focus from delivering corporate objectives to achieving strategic change, including embedding corporate change after a project is completed.
Filled with over 150 illustrations, The Third Edition of The Handbook of Project-Based Management contains: A rigorous guide to project management practice for the twenty-first century Complete tools for managing project performance and process New to this edition: new focus on achieving strategic change; new information on the project life cycle; new applications to different industries; new material on strategic design, stakeholders, and organizational capability; shift in emphasis from administrative procedures to governance Inside this Cutting-Edge Guide to Twenty-First Century Project Management / The Context of Projects: / Projects for Delivering Beneficial Change / Project Success and Strategy / The People Involved / Managing Performance: / Scope / Project Organization / Quality / Cost / Time / Risk / Managing the Process: / Project Process / Project Start-Up / Project Execution and Control / Project Close-Out / Governance of Project-Based Management: / Project Governance / Program and Portfolio Management / Developing Organizational Capability / Governance of the Project-Based Organization / International Projects
Filled with over 150 illustrations, The Third Edition of The Handbook of Project-Based Management contains: A rigorous guide to project management practice for the twenty-first century Complete tools for managing project performance and process New to this edition: new focus on achieving strategic change; new information on the project life cycle; new applications to different industries; new material on strategic design, stakeholders, and organizational capability; shift in emphasis from administrative procedures to governance Inside this Cutting-Edge Guide to Twenty-First Century Project Management / The Context of Projects: / Projects for Delivering Beneficial Change / Project Success and Strategy / The People Involved / Managing Performance: / Scope / Project Organization / Quality / Cost / Time / Risk / Managing the Process: / Project Process / Project Start-Up / Project Execution and Control / Project Close-Out / Governance of Project-Based Management: / Project Governance / Program and Portfolio Management / Developing Organizational Capability / Governance of the Project-Based Organization / International Projects
More details
Edition
3rd Revised edition
Language
English
Place of publication
United States
Publishing group
McGraw-Hill Education - Europe
Edition type
Revised edition
Illustrations
121 Illustrations
Dimensions
Height: 236 mm
Width: 157 mm
Thickness: 35 mm
Weight
729 gr
ISBN-13
978-0-07-154974-5 (9780071549745)
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
Rodney Turner
Handbook of Project-Based Management, Fourth Edition
Book
06/2014
4th Edition
McGraw-Hill Professional
€108.80
Shipment within 15-20 days
Person
Rodney Turner is Professor of Project Management at the Kemmy Business School of the University of Limerick and at the Lille School of Management. He is also an Adjunct Professor at the University of Technology, Sydney and Educatis University, Zurich, and Visiting Professor at Henley Management College and George Washington University. Rodney Turner is the author or editor of fourteen books. He is editor of The International Journal of Project Management, and has written articles for journals, conferences, and magazines. He lectures on and teaches project management worldwide. From 1991 to 2004, Rodney was a member of Council of the UK's Association for Project Management, with two years as Treasurer and two as Chairman. He is now a Vice-President. From 1999 to 2002, he was President and then Chairman of the International Project Management Association, the global federation of national associations in project management, of which APM is the largest member. He has also helped to establish the Benelux Region of the European Construction Institute as foundation Operations Director. Rodney is director of several SMEs and a member of the Institute of Directors. He is also a Fellow of the Institution of Mechanical Engineers and of the Association for Project Management.
Content
1 Leading change through projects PART ONE: MANAGING THE CONTEXT 2 Projects for delivering beneficial change 3 Project success and strategy 4 The people involved PART TWO: MANAGING PERFORMANCE 5 Managing scope 6 Managing project organization 7 Managing quality 8 Managing cost 9 Managing time 10 Managing risk PART THREE: MANAGING THE PROCESS 11 The project process 12 Project start-up 13 Project execution and control 14 Project close-out PART FOUR: GOVERNANCE OF PROJECT-BASED MANAGEMENT 15 Project governance 16 Program and portfolio management 17 Developing organizational capability 18 Governance of the project-based organization 19 International projects 20 Epilogue Appendix A: Project definition report for the CRMO Rationalization Project Appendix B: Project control documents for the CRMO Rationalization Project