Project Managers Portable Handbook
Authors: Cleland, David; Ireland, Lewis
ISBN-13: 978-0-07-174105-7
ISBN-10: 0071741054
©2011 | 3rd Edition | 464 pages , Softcover
Pub Date: August 2010
Price: US$ 49.95
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The Latest Project Management Data at Your Fingertips
Fully 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 management
PRAISE 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, (Pittsburgh, PA) is a Fellow of the Project Management Institute and two-time recipient of the “Distinguished Contribution to Project Management Award.” He has been described as the “Father of Project Management” and is honored annually with the establishment of the “David I. Cleland Excellence in Project Management Literature Award” sponsored by the PMI.
Lewis R. “Lew” Ireland, (Clarksville, TN), Director of Research for the American Society for the Advancement of Project Management (ASAPM), is a 20-year veteran of the Project Management Institute and served as President and Chair in 1998. He received the PMI’s Distinguished Contribution Award and Person of the Year Award.
Table of Contents
Section 1. The Discipline of Project Management
Projects as building blocks to success
Project Success and Failure
Project Management: A Distinct and Changing Discipline
Project Management Competency
Performance competence for ProjectManagements
A Project Management Philosophy
Benefits of Project Management
Ethics in Project Management
Ethics of P Professionals
Project Life Cycle
Project Mangement Bodies of Knowledge (PMBOK) & PM Certification
Project Management Process
Managerial and technical complexity of Projects
Section 2. Project Organizational Design
Organizing for Project Management
Project Organization Charting
Authority Responsibility Accountability
Project Management Training
International Projects
Working in Projects
Project Office
Setting up a Project Management office
Project Management standards
Project Team Culture
Section 3. Alternative Project Applications
Alternative Project Teams
Reengineering Through Project Teams
Concurrent Engineering
The Management of Small Projects
Ming Multiple Projects
Self Managed Production Teams
Benchmarking Teams
Ming Change by Project Management
New product development using Project Management
Section 4. The Strategic Context of Ps
Selling Project Management to Senior Managers
Project Partnering
Project Strategic Issue Management
Project Stakeholder Management
The Strategic Management of Teams
Senior Management and Projects
Board of Directors and Major Projects
Program Management
Portfolio Management for Projects
Project portfolio Management
International vis-à-vis national Projects
Section 5. Project Leadership
Overview of Project Leadership
Leadership in Projects
Coaching Project Team Members
Ming Conflict in Projects
Team Leadership
Project Manager’s decision process
The role of Project resource Managers
Trust in Project teams
Project Team Building
Behavioral aspects of Project team members
Section 6. P Initiation and Execution
Project Statement of Work
Project Contract Negotiations and Administration
Section 7. P Planning and Control
Establishing a Project Management System (PMS)
Ming Costs in Projects
Section 8. The Project Culture
Section 9. Project Communications
The Project Management Information System
Project Communications
Section 10. Improving Project Management
Project Management Maturity
Project Recovery for the Challenged Project
