LEADER 12381nam 2200601 a 450 001 9910974997003321 005 20250416110057.0 010 $a9781118418550 010 $a1118418557 010 $a9781283978033 010 $a1283978032 035 $a(CKB)24989497600041 035 $a(Au-PeEL)EBL1113482 035 $a(CaPaEBR)ebr10648910 035 $a(CaONFJC)MIL429053 035 $a(OCoLC)809250664 035 $a(MiAaPQ)EBC1113482 035 $a(MiAaPQ)EBC7103629 035 $a(MiAaPQ)EBC5231571 035 $a(FR-PaCSA)88813028 035 $a(FRCYB88813028)88813028 035 $a(EXLCZ)9924989497600041 100 $a20120904d2013 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aProject management $ea systems approach to planning, scheduling, and controlling /$fHarold Kerzner 205 $a11th ed. 210 $aHoboken, N.J. $cJohn Wiley & Sons, Inc.$d2013 215 $axxvii, 1264 p. $cill. (some col.) 320 $aIncludes bibliographical references and indexes. 327 $aIntro -- 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. 327 $a2.14: 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 -- 3.14: Transitional Management -- 3.15: Barriers to Implementing Project Management in Emerging Markets -- Culture -- Status and Politics -- Implementation of Project Management -- Other Barriers -- Recommendations -- 3.16: Seven Fallacies that Delay Project Management Maturity -- 3.17: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Jones and Shephard Accountants, Inc. -- Coronado Communications -- 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 -- Team-Building Skills -- Leadership Skills -- Conflict Resolution Skills. 327 $aTechnical Skills -- Planning Skills -- Organizational Skills -- Entrepreneurial Skills -- Administrative Skills -- Management Support Building Skills -- Resource Allocation Skills -- 4.4: Special Cases in Project Manager Selection -- 4.5: Selecting the Wrong Project Manager -- Maturity -- Hard-Nosed Tactics -- Availability -- Technical Expertise -- Customer Orientation -- New Exposure -- Company Exposure -- 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 the Project Management Implementation Team -- 4.14: Mistakes Made by Inexperienced Project Managers -- 4.15: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- 5: Management Functions -- 5.0: Introduction -- 5.1: Controlling -- 5.2: Directing -- 5.3: Project Authority -- 5.4: Interpersonal Influences -- 5.5: Barriers to Project Team Development -- 5.6: Suggestions for Handling the Newly Formed Team -- 5.7: Team Building as an Ongoing Process -- 5.8: Dysfunctions of a Team -- 5.9: Leadership in a Project Environment -- 5.10: Life-Cycle Leadership -- 5.11: Value-Based Project Leadership -- 5.12: Organizational Impact -- 5.13: Employee-Manager Problems -- 5.14: Management Pitfalls -- 5.15: Communications -- 5.16: Project Review Meetings -- 5.17: Project Management Bottlenecks -- 5.18: Cross-Cutting Skills -- 5.19: Active Listening -- 5.20: Project Problem-Solving -- 5.21: Brainstorming -- 5.22: Project Decision-Making -- 5.23: Predicting the Outcome of a Decision -- 5.24: Facilitation -- 5.25: Handling Negative Team Dynamics -- 5.26: Communication Traps -- 5.27: Proverbs and Laws -- 5.28: Human Behavior Education -- 5.29: Management Policies and Procedures. 327 $a5.30: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- The Trophy Project -- Communication Failures -- McRoy Aerospace -- The Poor Worker -- The Prima Donna -- The Team Meeting -- A Tough Decision -- Leadership Effectiveness (A) -- Leadership Effectiveness (B) -- Motivational Questionnaire -- 6: Management of Your Time and Stress -- 6.0: Introduction -- 6.1: Understanding Time Management -- 6.2: Time Robbers -- 6.3: Time Management Forms -- 6.4: Effective Time Management -- 6.5: Stress and Burnout -- 6.6: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- The Reluctant Workers -- 7: Conflicts -- 7.0: Introduction -- 7.1: Objectives -- 7.2: The Conflict Environment -- 7.3: Types of Conflicts -- 7.4: Conflict Resolution -- 7.5: Understanding Superior, Subordinate, and Functional Conflicts -- 7.6: The Management of Conflicts -- 7.7: Conflict Resolution Modes -- Confronting (or Collaborating) -- Compromising -- Smoothing (or Accommodating) -- Forcing (or Competing, Being Uncooperative, Being Assertive) -- Avoiding (or Withdrawing) -- 7.8: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Facilities Scheduling at Mayer Manufacturing -- Telestar International -- Handling Conflict in Project Management -- Part 1: Facing the Conflict -- Part 2: Understanding Emotions -- Part 3: Establishing Communications -- Part 4: Conflict Resolution Modes -- Part 5: Understanding Your Choices -- Part 6: Interpersonal Influences -- 8: Special Topics -- 8.0: Introduction -- 8.1: Performance Measurement -- 8.2: Financial Compensation and Rewards -- Job Classifications and Job Descriptions -- Base-Pay Classifications and Incentives -- Performance Appraisals -- Merit Increases and Bonuses -- 8.3: Critical Issues with Rewarding Project Teams. 327 $a8.4: Effective Project Management in the Small Business Organization -- 8.5: Mega Projects -- 8.6: Morality, Ethics, and the Corporate Culture -- 8.7: Professional Responsibilities -- Conflict of Interest -- Inappropriate Connections -- Acceptance of Gifts -- Responsibility to Your Company (and Stakeholders) -- 8.8: Internal Partnerships -- 8.9: External Partnerships -- 8.10: Training and Education -- 8.11: Integrated Product/Project Teams -- 8.12: Virtual Project Teams -- 8.13: Breakthrough Projects -- 8.14: Managing Innovation Projects -- Understanding Innovation -- Project Selection -- Project Selection Obstacles -- Identification of Projects -- 8.15: Agile Project Management -- 8.16: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Is It Fraud? -- 9: The Variables for Success -- 9.0: Introduction -- 9.1: Predicting Project Success -- 9.2: Project Management Effectiveness -- 9.3: Expectations -- 9.4: Lessons Learned -- 9.5: Understanding Best Practices -- What to Do with a Best Practice? -- Critical Questions -- Levels of Best Practices -- Common Beliefs -- Best Practices Library -- 9.6: Best Practices versus Proven Practices -- 9.7: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Radiance International -- 10: Working with Executives -- 10.0: Introduction -- 10.1: The Project Sponsor -- Committee Sponsorship -- When to Seek Help -- The New Role of the Executive -- Active versus Passive Involvement -- Managing Scope Creep -- The Executive Champion -- 10.2: Handling Disagreements with the Sponsor -- 10.3: The Collective Belief -- 10.4: The Exit Champion -- 10.5: The In-House Representatives -- 10.6: Stakeholder Relations Management -- 10.7: Politics -- 10.8: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies. 327 $aCorwin Corporation. 330 $aThe bestselling project management text for students andprofessionals—now updated and expanded This Eleventh Edition of the bestselling "bible" ofproject management maintains the streamlined approach of the prioreditions and moves the content even closer to PMI's ProjectManagement Body of Knowledge (PMBOK). New content has been added tothis edition on measuring project management ROI, value to theorganization and to customers, and much more. The capstone "super"case on the "Iridium Project" has been maintained, covering allaspects of project management. Increased use of sidebars throughoutthe book helps further align it with the PMBOK and the ProjectManagement Professional (PMP) Certification Exam. This new edition features significant expansion, including morethan three dozen entirely new sections and updates on processsupporting; types of project closure; project sponsorship; andculture, teamwork, and trust. This comprehensive guide to theprinciples and practices of project management: Offers new sections on added value, business intelligence,project governance, and much moreProvides twenty-five case studies covering a variety ofindustries, almost all of which are real-world situations drawnfrom the author's practiceIncludes 400 discussion questions and more than 125multiple-choice questionsServes as an excellent study guide for the PMP CertificationExam. 606 $aProject management$vCase studies 606 $aProject management 615 0$aProject management 615 0$aProject management. 676 $a658.4/04 700 $aKerzner$b Harold$0248153 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910974997003321 996 $aProject management$91130932 997 $aUNINA