1st Edition

Project Management Concepts, Methods, and Techniques

By Claude H. Maley Copyright 2012
    482 Pages 230 B/W Illustrations
    by Auerbach Publications

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    In order to succeed in today’s increasingly competitive environment, corporations, companies, governments, and nonprofit organizations must be conversant with modern project management techniques. This is especially true for individuals looking to remain professionally competitive.

    Illustrating the why, what, and how of project management, Project Management Concepts, Methods, and Techniques will help readers develop and refine the skills needed to achieve strategic objectives. It presents a balanced blend of detailed explanatory texts and more than 200 illustrations to supply readers with actionable knowledge that can be put to use immediately.

    Completely aligned with the Project Management Institute Body of Knowledge (PMBOK® Guide), this book is the ideal platform for developing the understanding needed to plan, schedule, and deliver successful projects. Explaining how to recognize performance obstacles, it supplies time-tested strategies to help you:

    • Overcome performance obstacles and produce positive results
    • Master the communication and relationship management techniques required for success
    • Develop and refine the core project management skills needed to manage projects in multi-disciplinary and cross-functional environments

    Filled with exercises, worked-through answers, and self-assessment techniques, this book is an ideal guide for anyone who works directly or indirectly with the management of projects. It illustrates a wide range of real-world situations to help you develop the real-world knowledge needed to consistently deliver projects that meet and exceed stakeholder requirements well into the future.

    Introduction to Project Management
    Projects and the Business Environment
    The Life Cycle
    Project Governance
    Business Drivers and Business Needs
    The Triple Constraint
    The Project Manager’s Role and Responsibilities
    Project Organizations
    PMI Body of Knowledge

    Project Initiation
    Project Origination
    Project Selection
    Project Initiation
    Project Requirements
    Role of the Project Manager

    Project Planning
    Synopsis and Approach
    Establishing the Project Core Team
    The Key Planning Steps
    Scope Development
    The Work Breakdown Structure
    Precedence Analysis
    Case Study

    Project Scheduling
    Scheduling Overview
    Building the Gantt Chart
    Building the Cost Estimate
    Resource Management
    Project Communication Plan
    Consolidating the Project Plan

    Risk Management
    Risk Management—Synopsis
    Vulnerability and Potential Risks
    The Risk Management Process
    Glossary of Terms

    Procurement Management
    Project Procurement Management Synopsis
    Project Procurement Planning
    Different Types of Contracts
    Procurement Process: Requirement
    Procurement Process: Requisition
    Procurement Process: Solicitation
    Procurement Process: Contract Administration
    Procurement Process: Closeout

    Project Implementation
    Project Implementation Overview
    Scope Management and Change Request Management
    Project Performance Tracking and Control
    Project Earned Value Management
    Project Documentation Management
    Project Acceptance

    Project Closeout
    Project Closeout Overview
    Project Closure and Approval
    Administrative Closure and Financial Reporting
    Contract Closure
    Organizational Readiness
    People Management
    Lessons Learned

    Project Leadership Skills
    The Project Manager’s Role as a Leader
    The Project Manager and the Organization
    The Project Manager’s Communication
    Overview of Conflict Management in Projects


    Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in management of change, and chairman of a business solutions company. He started his career as a systems engineer with IBM, after reading estate management and building construction at the London School of Building, and has held various management positions for international organizations and companies.

    His functional management and consulting experience with major corporations such as ABB, Alcatel, Areva, BP, Cadbury-Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, and Siemens, to name but a few, has spanned more than forty years in engineering, production and manufacturing, distribution, transportation, and marketing services sectors. This has exposed him to a variety of situations, which have all forged a deep understanding of the issues governing the management of change by projects.

    In a professional career spanning forty years, Claude has held responsibility for a significant number of projects. These have involved internal organizational projects, and external commercial projects, ranging in duration from one month to five years, and in budget from $50,000 to $500 million. Claude has also participated in many projects as team leader of subsystems, and he has served on numerous occasions as an external advisor to lead project managers.

    Claude is a PMP and professional speaker, instructor, and lecturer in topics ranging from general organizational, program and project management to sales and marketing, leadership, and motivation. In the practice of his consulting and education profession he has worked with more than eighty different nationalities in more than sixty nations in all continents. Claude is fluent in English, French, Spanish, and Italian.

    Claude is author of educational courses and papers on business solutions, management of change by projects, organizational management and leadership, and is a member of the International Project Management Association and the Project Management Institute.