Project Management: The Managerial Process w/ Student CD-ROM
by Gray, Clifford F.; Larson, Erik W.Edition: 2nd
Format: Hardcover
Pub. Date: 2002-10-21
Publisher(s): McGraw-Hill/Irwin
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Summary
Not long ago project management was perceived as a highly technical endeavor with applications to highly specialized industries. Times have changed-and so have the collective perceptions about project management.
Table of Contents
1. MODERN PROJECT MANAGEMENT 2. ALIGNMENT OF PROJECTS WITH ORGANIZATION STRATEGY 3. ORGANIZATION:STRUCTURE AND CULTURE 4. DEFINING THE PROJECT 5. THE CHALLENGE OF ESTIMATING PROJECT TIMES AND COSTS 6. DEVELOPING A PROJECT PLAN 7. MANAGING RISK 8. SCHEDULING RESOURCES 9. REDUCING PROJECT DURATION 10. LEADERSHIP: BEING AN EFFECTIVE PROJECT MANAGER 11. MANAGING PROJECT TEAMS 12. PARTNERING: MANAGING INTERORGANIZATIONAL RELATIONS 13. PROGRESS AND PERFORMANCE MEASUREMENT AND EVALUATION 14. PROJECT AUDIT AND CLOSURE 15. INTERNATIONAL PROJECTS 16. THE PROCESS OF PROJECT MANAGEMENT AND THE FUTURE
3. ORGANIZATION:STRUCTURE AND CULTURE 4. DEFINING THE PROJECT 5. THE CHALLENGE OF ESTIMATING PROJECT TIMES AND COSTS 6. DEVELOPING A PROJECT PLAN 7. MANAGING RISK 8. SCHEDULING RESOURCES 9. REDUCING PROJECT DURATION 10. LEADERSHIP: BEING AN EFFECTIVE PROJECT MANAGER 11. MANAGING PROJECT TEAMS 12. PARTNERING: MANAGING INTERORGANIZATIONAL RELATIONS 13. PROGRESS AND PERFORMANCE MEASUREMENT AND EVALUATION 14. PROJECT AUDIT AND CLOSURE 15. INTERNATIONAL PROJECTS 16. THE PROCESS OF PROJECT MANAGEMENT AND THE FUTURE
5. THE CHALLENGE OF ESTIMATING PROJECT TIMES AND COSTS 6. DEVELOPING A PROJECT PLAN 7. MANAGING RISK 8. SCHEDULING RESOURCES 9. REDUCING PROJECT DURATION 10. LEADERSHIP: BEING AN EFFECTIVE PROJECT MANAGER 11. MANAGING PROJECT TEAMS 12. PARTNERING: MANAGING INTERORGANIZATIONAL RELATIONS 13. PROGRESS AND PERFORMANCE MEASUREMENT AND EVALUATION 14. PROJECT AUDIT AND CLOSURE 15. INTERNATIONAL PROJECTS 16. THE PROCESS OF PROJECT MANAGEMENT AND THE FUTURE
7. MANAGING RISK 8. SCHEDULING RESOURCES 9. REDUCING PROJECT DURATION 10. LEADERSHIP: BEING AN EFFECTIVE PROJECT MANAGER 11. MANAGING PROJECT TEAMS 12. PARTNERING: MANAGING INTERORGANIZATIONAL RELATIONS 13. PROGRESS AND PERFORMANCE MEASUREMENT AND EVALUATION 14. PROJECT AUDIT AND CLOSURE 15. INTERNATIONAL PROJECTS 16. THE PROCESS OF PROJECT MANAGEMENT AND THE FUTURE
9. REDUCING PROJECT DURATION 10. LEADERSHIP: BEING AN EFFECTIVE PROJECT MANAGER 11. MANAGING PROJECT TEAMS 12. PARTNERING: MANAGING INTERORGANIZATIONAL RELATIONS 13. PROGRESS AND PERFORMANCE MEASUREMENT AND EVALUATION 14. PROJECT AUDIT AND CLOSURE 15. INTERNATIONAL PROJECTS 16. THE PROCESS OF PROJECT MANAGEMENT AND THE FUTURE
11. MANAGING PROJECT TEAMS 12. PARTNERING: MANAGING INTERORGANIZATIONAL RELATIONS 13. PROGRESS AND PERFORMANCE MEASUREMENT AND EVALUATION 14. PROJECT AUDIT AND CLOSURE 15. INTERNATIONAL PROJECTS 16. THE PROCESS OF PROJECT MANAGEMENT AND THE FUTURE
13. PROGRESS AND PERFORMANCE MEASUREMENT AND EVALUATION 14. PROJECT AUDIT AND CLOSURE 15. INTERNATIONAL PROJECTS 16. THE PROCESS OF PROJECT MANAGEMENT AND THE FUTURE
15. INTERNATIONAL PROJECTS 16. THE PROCESS OF PROJECT MANAGEMENT AND THE FUTURE
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