The Principles of Project Management

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Project Management Institute, Jan 1, 1997 - Business & Economics - 285 pages
Contents- Conflict Management for Project Managers, Nicki S. Kirchof and John R. Adams, 1982.- Contract Administration for the Project Manager, M. Dean Martin, C. Claude Teagarden, and Charles F. Lambreth, 1983.- Negotiating and Contracting for Project Management. Penny Cavendish and M. Dean Martin, 1982.- An Organization Development Approach to Project Management. John R. Adams, C. Richard Bilbro, and Timothy C. Stockert, 1986.- Organizing for Project Management, Dwayne Cable and John R. Adams, 1982.- The Project Manager's Work Environment: Coping With Time and Stress, Paul C. Dinsmore, M. Dean Martin, and Gary T. Huettel, 1985.- Roles and Responsibilities of the Project Manager, John R. Adams and Bryan W. Campell, 1982.- Team Building for Project Managers, Linn C. Stuckenbruck and David Marshall, 1985.

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Contents

The Practical Organization for Projects
22
The Project Managers Work Environment
29
Stress Management
54
Copyright

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accomplished activities ager agerial antecedent conditions areas assigned Barndt breakdown structure buyer change master client commitment communication complete configuration management Conflict Management Conflict Resolution conflict situation contract clause contract management contracting department contracting process coordination cost Critical Path Method Dave Francis David L Dayton deal Dean Martin decision devil's advocate Don Young Douglas McGregor Drexel Hill effective effective project manager effort Egyptian Pyramids eral eustress evaluation Executive Stress Figure Figure 17 Filley functional department functional managers goals groupthink Hans Selye Henry Davidoff Ibid ically implementing important individual integration interface involved James Granger ject manager leadership Lorsch lose-lose strategy Managing by Project Martin D Martin Dean Matrix Management Matrix Organization matrix structure Medium Medium meeting ment negotiation negotiation process objectives orga organization development organizational climate organizational structure Pareto distribution participants parties performance person personnel Peter Principle phase planning PMBOK problem-solving problems Process Identify Profes project environment project expeditor project leader project life cycle Project Management Institute project management organization project management professionals Project Management Quarterly project management system project manager's project objectives project organization project plan project team project team members psychological contracts purchase order Quality Control referent power relationships request for proposal responsibility result Robert Townsend role Rosabeth Moss Kanter schedule Search of Excellence seller Seminar/Symposium sorbing sources specific stakeholders Stephen E strategy stress stress management stressors Stuckenbruck subcontract suppliers task team building team members team-building process technical Thamhain Thamhain and Wilemon tight matrix tion Tom Peters top management tween two-party conflict Universal Technology Corp VP Marketing Wilemon win-lose win-win strategy Woodcock

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