As we enter the first decade of the twenty-first century, our perception of project management
has changed. Project management, once considered nice to have, is now recognized as a necessity. Organizations that were opponents of project management are now advocates. Management educators of the past, who preached that project management could not work, are now staunch supporters. Project management is here to stay. This text discusses the principles of project management. Students who are interested in advanced topics in project management, as well as in best practices in implementation, may wish to read one of my other texts, Applied Project Management (New York: Wiley, 2000). This book is addressed not only to those undergraduate and graduate students who wish to understand and improve upon their project management skills, but also to those functional managers and upper-level executives who must provide continuous support to all projects. During the past several years, management’s knowledge and understanding of project management has matured to the point where almost every company is using project management in one form or another. These companies have come to the realization that project management and productivity are related. Project management coursework is now consuming more of training budgets than ever before. General reference is provided in the text to engineers. However, the reader should not consider project management as strictly engineering-related. The engineering examples are the result of the fact that project management first appeared in the engineering disciplines, and we should be willing to learn from their mistakes.
The textbook is designed for undergraduate and graduate courses in both business and engineering. The structure of the text is based upon my belief that project management is much more behavioral than quantitative. The first five chapters are part of the basic core
Cotents:
1. OVERVIEW
2. PROJECT MANAGEMENT GROWTH: CONCEPTS AND
DEFINITIONS
3. ORGANIZATIONAL STRUCTURES
4. ORGANIZING AND STAFFING THE PROJECT OFFICE AND
TEAM
5. MANAGEMENT FUNCTIONS
6. TIME MANAGEMENT AND STRESS
7. CONFLICTS
8. SPECIAL TOPICS
9. THE VARIABLES FOR SUCCESS
10. WORKING WITH EXECUTIVES
11. PLANNING
12. NETWORK SCHEDULING TECHNIQUES
13. PROJECT GRAPHICS
14. PRICING AND ESTIMATING
15. COST CONTROL
16. TRADE-OFF ANALYSIS IN A PROJECT ENVIRONMENT
17. RISK MANAGEMENT
18. LEARNING CURVES
19. MODERN DEVELOPMENTS IN PROJECT MANAGEMENT
20. QUALITY MANAGEMENT
21. CONTRACTS AND PROCUREMENT
22. CRITICAL CHAIN PROJECT MANAGEMENT
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