Project Management A Systems Approach to Planning, Scheduling, and Controlling.

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Detalles Bibliográficos
Autor principal: Kerzner, Harold
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated, 2013.
Colección:New York Academy of Sciences Ser.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro
  • Project Management: A Systems Approach to Planning, Scheduling, and Controlling
  • Copyright
  • Contents
  • Preface
  • 1: Overview
  • 1.0: Introduction
  • 1.1: Understanding Project Management
  • 1.2: Defining Project Success
  • 1.3: Success, Trade-Offs, and Competing Constraints
  • 1.4: The Project Manager-Line Manager Interface
  • 1.5: Defining the Project Manager's Role
  • 1.6: Defining the Functional Manager's Role
  • 1.7: Defining the Functional Employee's Role
  • 1.8: Defining the Executive's Role
  • 1.9: Working with Executives
  • 1.10: Committee Sponsorship/Governance
  • 1.11: The Project Manager as the Planning Agent
  • 1.12: Project Champions
  • 1.13: The Downside of Project Management
  • 1.14: Project-Driven versus Non-Project-Driven Organizations
  • 1.15: Marketing in the Project-Driven Organization
  • 1.16: Classification of Projects
  • 1.17: Location of the Project Manager
  • 1.18: Differing Views of Project Management
  • 1.19: Public-Sector Project Management
  • 1.20: International Project Management
  • 1.21: Concurrent Engineering: A Project Management Approach
  • 1.22: Added Value
  • 1.23: Studying Tips for the PMI® Project Management Certification Exam
  • Problems
  • Case Study
  • Williams Machine Tool Company
  • 2: Project Management Growth: Concepts and Definitions
  • 2.0: Introduction
  • 2.1: General Systems Management
  • 2.2: Project Management: 1945-1960
  • 2.3: Project Management: 1960-1985
  • 2.4: Project Management: 1985-2012
  • 2.5: Resistance to Change
  • 2.6: Systems, Programs, and Projects: A Definition
  • 2.7: Product versus Project Management: A Definition
  • 2.8: Maturity and Excellence: A Definition
  • 2.9: Informal Project Management: A Definition
  • 2.10: The Many Faces of Success
  • 2.11: The Many Faces of Failure
  • 2.12: The Stage-Gate Process
  • 2.13: Project Life Cycles
  • 2.14: Gate Review Meetings (Project Closure)
  • 2.15: Engagement Project Management
  • 2.16: Project Management Methodologies: A Definition
  • 2.17: Enterprise Project Management Methodologies
  • 2.18: Methodologies Can Fail
  • 2.19: Organizational Change Management and Corporate Cultures
  • 2.20: Project Management Intellectual Property
  • 2.21: Systems Thinking
  • 2.22: Studying Tips for the PMI® Project Management Certification Exam
  • Problems
  • Case Study
  • Creating a Methodology
  • 3: Organizational Structures
  • 3.0: Introduction
  • 3.1: Organizational Work Flow
  • 3.2: Traditional (Classical) Organization
  • 3.3: Developing Work Integration Positions
  • 3.4: Line-Staff Organization (Project Coordinator)
  • 3.5: Pure Product (Projectized) Organization
  • 3.6: Matrix Organizational Form
  • 3.7: Modification of Matrix Structures
  • 3.8: The Strong, Weak, or Balanced Matrix
  • 3.9: Center for Project Management Expertise
  • 3.10: Matrix Layering
  • 3.11: Selecting the Organizational Form
  • 3.12: Structuring the Small Company
  • 3.13: Strategic Business Unit (SBU) Project Management

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