Project Management: Strategic Design and Implementation
McGraw Hill Professional, Aug 21, 2006 - Business & Economics - 523 pages
The theme of the last edition will continue as authors improve individual chapters by adding a brief introduction that outlines the central points of the chapter and warms up readers for what follows. Each chapter concludes with four additional sections: a listing of additional sources of information in the form of a generously annotated bibliography; a listing of project management principles that summarize chapter content in pithy statements of enduring, universal value; a project management situation--a brief, descriptive case study that illuminates chapter content by way of a practical example; and a student/reader assignment that offers food for thought, discussion, or investigation. More student problems are added in this edition along with new chapters throughout and up-dated chapters where change is warranted. Graphics and illustrations updated with side bar information included throughout and the book with have a new look in a larger 7 3/8 x 9 ¼ trim.
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The Evolution of Project Management
Why Project Management?
The Project Management Process
21 other sections not shown
activities alternative teams assessment audit authority benchmarking breakdown structure budget building capability maturity model chapter Cleland communication company’s competitive completed concepts continuous improvement corporate cost criteria culture cycle decision defined described earned value earned value management effective engineering enterprise enterprise’s environment evaluation EVMS example failure functional managers future G Project identify impact implementation important individual initiatives innovation integrated involved ject leadership major management process management system manager’s manufacturing matrix organization maturity model meeting nuclear operational organization’s organizational culture organizational design organizational processes outsourcing packages plant PMIS problems products and services professional project life cycle project management information Project Management Institute project planning project portfolio management project stakeholders project team members project-driven relationships responsibility role schedule senior managers skills specific strategic issues strategic management strategic planning structure technical performance techniques termination tion today’s
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Harnessing Knowledge Dynamics: Principled Organizational Knowing & Learning
Mark E. Nissen
No preview available - 2006