Project Management: The Managerial Process with Student CD-ROM Package
Price: Rs 1505.52
Pub Date: JAN-99
Publish Status: In Stock
Copyright Year: 2000
This text addresses the major questions and issues the authors have encountered while teaching and consulting with practicing project managers in domestic and foreign countries.
|About the book|| |
Project Management strikes a balance between the technical and human aspects of managing projects. It is suitable for a course in project management and for professionals who seek a project management handbook. This text addresses the major questions and issues the authors have encountered while teaching and consulting with practicing project managers in domestic and foreign countries. The text is very contemporary and up-to-date. This application-oriented text provides a road map for managing any type of project--for example, information technology, R & D, engineering design, construction, pharmaceutical, and manufacturing. The text helps the reader discover the strategic role of projects in contemporary organizations, how projects are prioritized, what tools and techniques can be used to plan and schedule projects, what organization and managerial styles will improve chances of project success, how project managers orchestrate the complex network of relationships, factors that contribute to the development of a high performing project team, the project system which will help gain some measure of control, how project managers prepare for a new international project in a foreign culture, and finally how senior management can develop a supportive organizational culture for implementing projects.
|Key features|| |
Approaches Project Management From a Holistic, Balanced Perspective. The text is developed around a philosophy of a project-driven organization committed to continuous improvement and organizational learning. The text is holistic--it directs attention to the needed linkage between projects and organizational strategy. Many project management textbooks emphasize the technical aspects of the subject, while providing scant attention to the human element in projects. This text succeeds in redressing the balance by treating both the technical and the behavioral aspects of the subject in nearly equal parts. Such a balance is possible because of the complementary backgrounds of the authors: Gray, a specialist in project management systems with an operations background, provides strong technical coverage of project management. Larson, whose professional background is in organizational behavior, brings a distinctive behavioral perspective to the subject. This holistic, balanced perspective
is an excellent primer for the 45,000 plus PMI members who may be considering to sit for the Project Management Institute Body of Knowledge (PMBOK) certification exam!
Emphasizes Project Management Process: Other project management textbooks focus on what to do and how to do it. Gray and Larson do this but also emphasize why a particular solution should be implemented. As a result, the reader is encouraged not only to master practical skills of implementation but also to understand why the approach will or will not work in their situational environment.
Microsoft Project TM: Each copy of the book is packaged with a student version of Microsoft Project. This software is a nice complement to the book’s applied approach. An integrative computer case requiring the application of the text tools and techniques spans steps from defining the project through controlling the project using earned value. The case exercise is sufficiently complete to allow the student to immediately apply the tools and software to their own real world projects. While there are many project management software options, Microsoft Project is one that the students, as managers, will likely have access.
Selective Coverage of the Tools, Techniques, and Concepts: Gray and Larson have taken care to cover only those tools, techniques, and concepts that have practical relevance to today’s project managers. All of the tools and techniques assume the activity-on-node (AON) format used by nearly all practitioners. The transition from the classroom to a working environment should be close to seamless.
“Snapshot From Practice” Boxes: Each chapter features a brief, relevant example that deals with project management issues and challenges. This is one of the many advantages of having authors who have consulted and trained project managers around the world. There are many contemporary examples for the students to read which bring managing projects to life.
Case Studies: There is typically at least one case study per chapter. These short case studies offer a detailed look at specific, relevant project situations and require some critical analysis and response to the issue/problem.
Exercises: The exercises at the end of each chapter provide a project scenario and then ask the reader to offer possible approaches or responses to the scenario situation. This feature is also a nice complement to the applied and practical approach the authors have taken.
Chapter Flow Chart: Each chapter begins with an overview flow-chart; this chart provides the reader with a roadmap for what they have read, what they will read, and how all the parts of the text are linked together.
Complete Supplements Package: The text contains a student CD-ROM that includes Microsoft Project, quizzes, outline notes, and PowerPoint slides . For instructors using the text in their project management course, an Instructor’s Presentation CD-ROM and an Instructor's Manual are provided. The Instructor’s Presentation CD-ROM includes the Presentation Manager feature and contains the Instructor’s Manual and Test Bank, PowerPoint transparencies, and Microsoft Project software. The Instructor’s Manual includes a test bank and teaching notes for each case, exercise, and review question. The Manual also includes suggested cases to supplement the text, sample class outlines, transparency masters, and detailed chapter outlines.
|Table of contents|| |
Chapter 1. Modern Project Management
Chapter 2. Integration of Organization Strategy with Projects
Chapter 3. Defining the Project
Chapter 4. Developing a Network Plan
Chapter 5. Managing Risk
Chapter 6. Reducing Project Time
Chapter 7. Resource Scheduling
Chapter 8. Organizing and Culture
Chapter 9. Leadership: Being an Effective Project Manager
Chapter 10. Managing Project Teams
Chapter 11. Partnering: Managing Inter-Organizational Relations
Chapter 12. Progress and Performance Measurement and Evaluation
Chapter 13. Project Audit and Closure
Chapter 14. International Projects
Chapter 15. The Process of Project Management and The Future