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Project Management : A Systems Approach to Planning, Scheduling, and Controlling by Harold Kerzner (2009, Hardcover)

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Product Information

The landmark project management reference, now in a new edition Now in a Tenth Edition , this industry-leading project management "bible" aligns its streamlined approach to the latest release of the Project Management Institute's Project Management Body of Knowledge (PMI(R)'s PMBOK(R) Guide), the new mandatory source of training for the Project Management Professional (PMP(R)) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject. From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features: New sections on scope changes, exiting a project, collective belief, and managing virtual teams More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management 400 discussion questions More than 125 multiple-choice questions (PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)

Product Identifiers

Publisher
Wiley & Sons, Incorporated, John
ISBN-10
0470278706
ISBN-13
9780470278703
eBay Product ID (ePID)
70895122

Product Key Features

Number of Pages
1120 Pages
Publication Name
Project Management : a Systems Approach to Planning, Scheduling, and Controlling
Language
English
Subject
Industrial Engineering, Project Management
Publication Year
2009
Type
Textbook
Author
Harold Kerzner
Subject Area
Technology & Engineering, Business & Economics
Format
Hardcover

Dimensions

Item Height
1.7 in
Item Weight
62.2 Oz
Item Length
9.2 in
Item Width
7.8 in
Length
9.2in
Height
1.7in

Additional Product Features

Edition Number
10
Intended Audience
Scholarly & Professional
LCCN
2008-049907
Dewey Edition
21
Illustrated
Yes
Dewey Decimal
658.4/04
Lc Classification Number
Hd69.P75k47 2009
Table of Content
Preface.1. OVERVIEW.1.0 Introduction.1.1 Understanding Project Management.1.2 Defining Project Success.1.3 The Project Manager-Line Manager Interface.1.4 Defining the Project Manager's Role.1.5 Defining the Functional Manager's Role.1.6 Defining the Functional Employee's Role.1.7 Defining the Executive's Role.1.8 Working with Executives.1.9 The Project Manager as the Planning Agent.1.10 Project Champions.1.11 The Downside of Project Management.1.12 Project-Driven versus Non-Project-Driven Organizations.1.13 Marketing in the Project-Driven Organization.1.14 Classification of Projects.1.15 Location of the Project Manager.1.16 Differing Views of Project Management.1.17 Concurrent Engineering: A Project Management Approach.1.18 Studying Tips for the PMIr 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: 1985-2009.2.5 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 Project Management Methodologies: A Definition.2.16 Organizational Change Management and Corporate Cultures.2.17 Project Management Intellectual Property.2.18 Systems Thinking.2.19 Studying Tips for the PMIr Project Management Certification Exam.Problems.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, 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.3.14 Transitional Management.3.15 Studying Tips for the PMIr Project Management Certification Exam.Problems.Case Study.Jones and Shephard Accountants, Inc.4. ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM.4.0 Introduction.4.1 The Staffing Environment.4.2 Selecting the Project Manager: An Executive Decision.4.3 Skill Requirements for Project and Program Managers.4.4 Special Cases in Project Manager Selection.4.5 Selecting the Wrong Project Manager.4.6 Next Generation Project Managers.4.7 Duties and Job Descriptions.4.8 The Organizational Staffing Process.4.9 The Project Office.4.10 The Functional Team.4.11 The Project Organizational Chart.4.12 Special Problems.4.13 Selecting t