Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People

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Wiley, Oct 13, 1995 - Business & Economics - 272 pages
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Unlike many other books in project management that focus on engineering and manufacturing settings, Managing Projects in Organizations encompasses product, engineering, and service-based organizations and has been updated to cover important new developments in software, outsourcing, quality, and related issues. With examples from a range of industries - including government and health care - and an updated bibliography of project management literature, the author goes beyond a mere checklist of techniques to provide a sound overall methodology for dealing with information-age projects. Frame presents a practical, flexible approach to managing projects, with a special emphasis on avoiding pitfalls and making things happen. He provides advice on overcoming problems at the organizational level as well as the team and individual levels, providing pointers on managing human resources and selecting the best team structure. Frame also suggests ways to help identify customer needs, define project requirements, and avoid planning and control problems, offering a range of both standard and lesser-known tools for enhancing planning and control.

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The Project Context
The Project Customer
Project Planning and Control

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About the author (1995)

J. DAVIDSON FRAME is professor of management science at George Washington University in Washington, D.C., where he is also founder and director of The International Center for Project Management Excellence, an industry-sponsored research group. Frame has conducted training in project management for thousands of professionals worldwide, including those at NCR/AT&T, Citicorp, and for government agencies such as Fannie Mae. He is the author of The New Project Management (Jossey-Bass, 1994).

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