Project Managers Portable Handbook, Third

The Latest Project Management Data at Your FingertipsFully updated throughout, this hands-on guide gives you quick access to current information on project management concepts and practices.Project Manager's Portable Handbook. third edition, offers concise, practical details on the fundamental knowledge, skills, and attitudes required to manage projects. Written by world-renowned project management experts, this compact reference summarizes best practices for defining, designing, developing, and producing project results. Handy tables, charts, models, and callout boxes illustrate pertinent information in this essential on-the-job tool.Easy-to-Find Project Management Topics: The discipline of project management Project organizational chart Alternative project applications The strategic context of projects Project leadership Project initiation and execution Project planning and control The project culture Improving project managementPRAISE FOR PREVIOUS EDITIONS: :"It is perhaps the one book that best summarizes a complete knowledge set to be applied in successfully managing projects. It is the one book that project managers should not 'go to work' without."-- Ken Rose, Book Review Editor,Project Management Journal"Unique and invaluable...direct, summarized style...wealth of information...annotated bibliography...one book a project manager should not be without."-- PM Network

David I. Cleland, Ph.D., is a Fellow of the Project Management Institute (PMI®) and three-time recipient of PMI’s “Distinguished Contribution Award.” He has been described as the “Father of Project Management” and is honored annually with the presentation of the “David I. Cleland Project Management Literature Award” sponsored by PMI. Dr. Cleland continues to provide consulting assistance to international organizations. He has authored or edited 40 books in the project management and engineering management fields.

Lewis R. Ireland, Ph.D., is an executive project management consultant based in Tennessee, serving both U.S. and international clients. He is Past President and Chair of the Project Management Institute and a 25-year veteran of PMI®. Dr. Ireland has been recognized by PMI for his contributions by the “Distinguished Contribution Award” and the “Person of the Year Award,” and by being elected a Fellow of the Project Management Institute. He currently serves as Past President of the American Society for the Advancement of Project Management (asapm), a professional society dedicated to better project management practices.

Preface	p. xi
Acknowledgments	p. xiii
Introduction	p. xv
The Discipline of Project Management	p. 1
Project Success or Failure	p. 1
Project Management: A Distinct and Changing Discipline	p. 5
Project Management Competence	p. 9
A Project Management Philosophy	p. 16
Benefits of Project Management	p. 23
Ethics in Project Management	p. 28
Project Life Cycle	p. 33
Project Management Bodies of Knowledge and PM Certification	p. 37
Project Management Process	p. 45
Program Management	p. 49
Project Organizational Design	p. 57
Organizing for Project Management	p. 57
Project Organization Charting	p. 63
Authority-Responsibility-Accountability	p. 66
Project Management Training	p. 70
Working in Projects	p. 74
Project Office	p. 79
Alternative Project Applications	p. 87
Alternative Project Teams	p. 87
Reengineering Through Project Teams	p. 91
The Management of Small Projects	p. 96
Self-Managed Production Teams	p. 101
Benchmarking Teams	p. 107
Managing Change by Project Management	p. 110
The Strategic Context of Projects	p. 119
Selling Project Management to Senior Managers	p. 119
Project Partnering	p. 125
Project Strategic Issue Management	p. 131
Project Stakeholder Management	p. 134
The Strategic Management of Teams	p. 140
Senior Management and Projects	p. 145
The Board of Directors and Major Projects	p. 149
International Projects	p. 152
Portfolio Management for Projects	p. 159
Managing Multiple Projects	p. 167
Project Leadership	p. 173
Overview of Project Leadership	p. 173
Leadership in Projects-A Further Perspective	p. 177
Coaching Project Team Members	p. 184
Managing Conflict in Projects	p. 190
Team Leadership	p. 195
Developing the Project Manager's Competence	p. 200
Motivating the Project Team	p. 207
Decision Making in Projects	p. 213
Project Initiation and Execution	p. 221
Project Selection Considerations	p. 221
Project Feasibility Study	p. 229
Legal Considerations in Project Management	p. 236
Project Start-up	p. 240
Developing Winning Proposals	p. 245
Project Statement of Work	p. 251
Selecting PM Software	p. 255
Project Contract Negotiations and Administration	p. 261
Quality in Projects	p. 265
Project Termination	p. 271
Project Planning and Control	p. 277
Project Planning	p. 277
Establishing Project Priorities	p. 287
Project Scheduling	p. 293
Project Monitoring, Evaluation, and Control	p. 298
Project Risk Management	p. 304
Project Auditing	p. 310
Scheduling Standards	p. 316
Outsourcing Project Management	p. 322
Establishing a Project Management System	p. 329
Managing Costs in Projects	p. 332
Project Work Breakdown Structure	p. 338
Earned Value Management	p. 342
The Project Culture	p. 351
Understanding the Team Culture	p. 351
Positive and Negative Aspects of Teams	p. 358
Project Team Building and Development	p. 362
Role and Responsibilities of the Project Team	p. 368
Project Manager Competence	p. 373
The Political Process in Project Management	p. 376
Project Communications	p. 383
The Project Management Information System	p. 383
Project Communications	p. 387
Communication in Project Meetings	p. 392
Negotiations	p. 396
Improving Project Management	p. 401
Project Management Organizational Competence	p. 401
Project Recovery for the Project Team	p. 407
Project Recovery for the Challenged Project	p. 415
Project Stability	p. 421
Assessing Organizational Project Competence	p. 425
Index	p. 433
Table of Contents provided by Ingram. All Rights Reserved.

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Project Managers Portable Handbook, Third Edition

Summary

Author Biography

Table of Contents

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