Overview

A comprehensive reference presenting the critical concepts and theories all project managers must master, The AMA Handbook of Project Management compiles essays and advice from the field’s top professionals. Compatible with the most recent edition of the Project Management Body of Knowledge® and featuring new data on the Project Management Office, the completely revised third edition shows readers how to: Establish project goals Implement planning on both the strategic and operational levels Manage the project life cycle and meet objectives Budget the project Handle the transition from project idea to project reality Manage political and resource issues Packed with research-based information and advice from experienced practitioners as well as new information on agile project management, Six Sigma projects, the use of social media, and the alignment of strategy and projects this guide is a vital resource for everyone involved in project tasks.

Full Product Details

Author:   Paul Dinsmore ,  Jeannette Cabanis-Brewin
Publisher:   Amacom
Imprint:   Amacom
Edition:   3rd edition
Dimensions:   Width: 7.40cm , Height: 1.60cm , Length: 10.30cm
Weight:   0.003kg
ISBN:  

9780814415429

ISBN 10:   0814415423
Pages:   544
Publication Date:   16 October 2010
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Out of stock  
The supplier is temporarily out of stock of this item. It will be ordered for you on backorder and shipped when it becomes available.

Table of Contents

Contents ForewordDavid I. Cleland, PhD, FPMIxi PrefacePaul C. Dinsmore, PMP, and Jeannette Cabanis-Brewinxiii Acknowledgmentsxvii About the Editorsxix Chapter 1 What Is Project Management? Project Management Concepts and Methodologies Francis M. Webster, Jr., PhD, and Joan Knutson1 Section One The Project Management Body of Knowledge: Comprehension and Practice Introduction13 Chapter 2Bodies of Knowledge and Competency Standards in Project Management Alan M. Stretton15 Chapter 3 Project Management Process Groups: Project Management Knowledge in Action Geree Streun, PMP, CSQE27 Chapter 4Initiation Strategies for Managing Major Projects Peter W. G. Morris33 Chapter 5Comprehensive Planning for Complex Projects David L. Pells47 Chapter 6 Controlling Costs and Schedule: Systems That Really Work Ralph d. Ellis, Jr.63 Chapter 7Project Management Integration in Practice Geree Streun, PMP, CSQE73 Chapter 8Project Scope Management in Practice Renee Mepyans-Robinson79 Chapter 9 Time Management in Practice Valis Houston, PMP87 Chapter 10 Project Cost Management in Practice Paul Lombard, PMP, CQM97 10aStudies in Cost Management: Earned Value—An Integrated Project Management Ap-proach Lee R. Lambert, PMP107 Chapter 11 Project Quality Management in Practice Geree Streun, PMP, CSQE123 11AStudies in Project Quality Management: Achieving Business Excellence Using Baldrige, Business Process Management, Process Improvement and Project Management Alan Mendelssohn and Michael Howell, ASQ129 Chapter 12 Human Resource Management in Practice Lee Towe, PMP141 12a Studies in Project Human Resource Management: Team Building and Interpersonal Skills Paul C. Dinsmore, PMP151 12b Studies in Project Human Resource Management: Leadership Hans J. Thamhain, PHD, PMP163 Chapter 13 Project Communications Management in Practice Renee Mepyans-Robinson173 13a Studies in Communications Management: Achieving Project Success Through Stakeholder Management John Tuman, Jr., P.ENG183 Chapter 14 Risk Management in Practice David Hillson, PHD, PMP, FAPM, FIRM193 CHAPTER 15 Project Procurement Management in Practice Judith A. Edwards, PHD, PMP, IEEE, SM205 15a Studies in Procurement Management: Managing to Avoid Claims Irving M. Fogel, P. ENG217 Section Two The Profession of Project Management introduction225 Chapter 16 Preparing for the Project Management Professional Certification Exam Theodore R. BocCuzzi, PMP227 CHAPTER 17 Competency and Careers in Project Manage-ment J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin239 Chapter 18 Project Management Ethics: Responsibility, Values, and Ethics in Project Environments Thomas Mengel, PhD, PMP255 Chapter 19 Professionalization of Project Management: What Does It Mean for Practice? Janice Thomas, PhD and Bill Zwerman 265 Section THREE Organizational Issues in Project Management INTRODUCTION 279 Chapter 20 Projects: The Engine of Strategy Execution James S. Pennypacker and Jeannette Cabanis-Brewin281 Chapter 21 Project Management: A Strategic Asset? Kam Jugdev, PhD, PMP291 CHAPTER 22 Enterprise Project Management: Elements and Deployment Issues Chris Vandersluis303 Chapter 23 Project Portfolio Management: Principles and Best Practices Gerald I. Kendall, PMP313 CHAPTER 24 Measuring the Value of Project Management: A Measurement System James S. Pennypacker325 Chapter 25 A Process of Organizational Change: From Bureaucracy to Project Management Orientation Robert J. Graham, PhD, PMP335 CHAPTER 26 Managing Multiple Projects: Balancing Time, Resources, and Objectives Lowell Dye, PMP345 CHAPTER 27 The Project Office: Rationale and Implementation J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin355 Section FOUR Issues and Ideas in Project Management Practice Introduction 369 Chapter 28 Dealing with Power and Politics in Project Manage-ment Randall L. Englund371 Chapter 29 Multiproject Constraint Management: The “Critical Chain” Approach Frank Patrick385 CHAPTER 30 Communities of Practice and Project Manage-ment Connie deLisle, PHD, and Kim Rowe, P.ENG395 Chapter 31 Six Sigma and Project Management Rip stauffer407 CHAPTER 32 Cultural Challenges in Managing International Projects Paul C. Dinsmore, PMP, and Manuel M. Benitez Codas 417 CHAPTER 33 Social Media Tools: An Introduction to Their Role in Project Management Alan Levine 427 Section FIVE Industry Applications of Project Management Practice INTRODUCTION 439 Chapter 34 Building Organizational Project Management Capabil-ity: Learning From Engineering and Construction Christopher Sauer441 CHAPTER 35 New Product Development: Issues for Project Management Dennis M. Smith453 CHAPTER 36 Why IT Matters: Project Management for Information Technology Karen R.J. White, PMP463 CHAPTER 37 Applying Project Management Tools and Techniques in the Ecosystem Restoration Industry Stan Veraart, PMP, and Donald Ross475 CHAPTER 38 Rescue Mission: Project Management in the Helping Professions Jeannette Cabanis-Brewin483 About the Contributors491 Index505

Reviews

Author Information

Paul C. Dinsmore, PMP (Rio De Janeiro, Brazil) is an international authority on project management and organizational change. He has been honored with PMI’s Distinguished Contributions Award, and is a Fellow of the Institute. Jeannette Cabanis-Brewin (Cullowhee, North Carolina), editor-in-chief for Project Management Solutions, Inc., and principal of WordSource, LLC, has written about project man age ment for over fifteen years. In 2007, PMI honored her with a Distinguished Contributions Award.

Tab Content 6

Author Website:  

Customer Reviews

Recent Reviews

No review item found!

Add your own review!

Countries Available

All regions