Project Management Casebook

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David I. Cleland
Project Management Institute, 1998 - Business & Economics - 626 pages
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How do project team members get the knowledge, skills, and attitudes needed to perform effectively? One proven method is through the case study approach. The book offers 50 case studies that represent the breadth and importance of project management and its impact on the everyday management of projects. Each of the cases provides new and unique challenges that have been mastered by the practice of project management. Readers will be able to apply the knowledge learned from this casebook in their work. The cases enable readers to see how and why projects are used in a wide variety of organizational settings in contemporary life. Readers are exposed to both successful and not-so-successful project management practices. The case-study approach encourages reader participation and active learning, and provides the opportunity to learn something of the real world of project management. It is essential in the curricula of project management training for both undergraduate and graduate students, as well as for continuing education, consulting, and in-house company training programs. The cases were chosen for their importance in discussing the fundamentals of project management. Most contain descriptions of actual projects, and each is followed by a series of questions to guide readers' analysis of the article to maximize the learning process.

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About the author (1998)

DAVID I. CLELAND is the author or editor of twenty-five books on general management, project management, and team management. Dr. Cleland is a nationally and internationally recognized consultant in the fields of project management and team management and has been honored for his continuing contributions to engineering management. In 1987 he was elected a Fellow of the Project Management Institute (PMI).

An active researcher, Dr. Cleland has received funding for eighteen major research projects during his academic career. In 1990 he was appointed to the Ernest E. Roth Professor-ship in the School of Engineering at the University of Pittsburgh in recognition of his outstanding productivity as a senior member of the faculty.

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