Project Management

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

Biographical note

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.

Back cover copy

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"

Inside this Updated PM Classic:
Introduction to Project Management * The Strategic Context of Projects * Organizational Design for Project Management * Project Operations * Interpersonal Dynamics in the Management of Projects * The Cultural Elements * New Uses of Teams