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Project Management Concepts, Methods, and Techniques




ISBN 9781466502888
Published May 15, 2012 by Auerbach Publications
482 Pages - 230 B/W Illustrations

 
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Book Description

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.

Table of Contents

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
Stakeholders
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
Estimating
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
Terminology
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

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Author(s)

Biography

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.

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