Project Management: Strategic Design and Implementation / Edition 5

by David L. Cleland, Lewis R. Ireland

Overview

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Today's Most Effective Guide for Applying Project Management to Implement Organizational Strategies — Now Updated and Expanded!

Project Management: Strategic Design and Implementation delivers complete guidance on applying the theory, processes, practices, and techniques of project management to support strategic planning. Written by two world-renowned project management leaders, this new edition presents the latest methods for using flexible teams to implement organizational strategies — especially changes to products, services, and processes.

Designed for use in both large and small organizations, this updated classic ranges from the project management process…to project planning, monitoring, evaluation, and control…to continuous improvement through projects. This resource offers new material on project portfolio management, earned value, project management maturity, nontraditional teams, project partnering, project management outsourcing, and much more.

The Fifth edition of Project Management: Strategic Design and Implementation features:

• Detailed coverage of all advances in project management theory and practice
• Helpful sections added to each chapter, including chapter summary, additional sources of information, discussion questions, project management principles, case study, assignment, and checklist
• Updated examples and exercises on key project management topics
• A larger format with sidebars to highlight major issues
• This new material: chapters on "The Evolution of Project Management" and "Successful Project Teams"

Product Details

ISBN-13:	9780071471602
Publisher:	McGraw Hill LLC
Publication date:	08/28/2006
Edition description:	REV
Pages:	523
Product dimensions:	7.50(w) x 9.10(h) x 1.40(d)

About the Author

David I. Cleland is professor emeritus in the School of Engineering at the University of Pittsburgh and the author/editor of 36 books on project management and engineering management. Often described as the "Father of Project Management," he is a Fellow of the Project Management Institute and has received the Institute's Distinguished Contribution to Project Management Award three times. The Institute's annual David I. Cleland Excellence in Project Management Literature Award is named in his honor.

Lewis R. Ireland is president of the American Society for the Advancement of Project Management. He is a Fellow of the Project Management Institute and has received the Institute’s Distinguished Contribution Award and Person of the Year Award. He has more than three decades of management experience and is active in advancing the project management discipline.

Table of Contents

PREFACE
ACKNOWLEDGMENTS
INTRODUCTION
Part 1: Introduction

Chapter 1: The Evolution of Project Management

Chapter 2: Why Project Management?

Chapter 3: The Project Management Process
Part 2: The Strategic Context of Projects

Chapter 4: When to Use Project Management

Chapter 5: The Strategic Context of Projects

Chapter 6: The Board of Directors and Major Projects

Chapter 7: Project Stakeholder Management

Chapter 8: Strategic Issues in Project Management
Part 3: Organizational Design for Project Management

Chapter 9: Organizing for Project Management

Chapter 10: Project Portfolio Management

Chapter 11: Project Authority

Chapter 12: Project Management Maturity
Part 4: Project Operations

Chapter 13: Project Planning

Chapter 14: Project Management Information System

Chapter 15: Project Monitoring. Evaluation, and Control

Chapter 16: The Project Earned Value Management System

Chapter 17: Project Termination
Part 5: Interpersonal Dynamics in the Management of Projects

Chapter 18: Project Leadership

Chapter 19: Project Communications

Chapter 20: Successful Project Teams
Part 6: The Cultural Elements

Chapter 21: Continuous Improvement Through Projects

Chapter 22: Cultural Considerations in Project Management
Part 7: New Prospects

Chapter 23: Alternative Project Teams
INDEX

Editorial Reviews

A text for managers, planners, and students. A guide to the theory and practice of project management (PM), it shows how to use the management of projects as key building blocks in the design and execution of organizational strategies. This edition updates the theory of PM and shows how PM continues to move toward "institutionalization" in the sense of becoming a permanent feature of organizations. It also adds a chapter, "Continuous Improvement Through Projects," to show how the application of PM has expanded. Annotation c. Book News, Inc., Portland, OR (booknews.com)

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