PROJECT MANAGEMENT CLELAND D. Księgarnia

Project Management

Strategic Design and Implementation

This Third Edition of Project Management has been put together with the objective of contributing to the improvement of the reader's knowledge of, skills in, and attitudes concerning project management, and in so doing shaping the reader's philosophy of the theory and practice of project management. I use the term philosophy in the sense of a body of thought a way of thinking that underlies the project management discipline.

There are three attributes of a project management philosophy. First is knowledge a familiarity with project management theory and practice applied to contemporary organizations. Second is skill the ability to apply knowledge of project management to the concepts, processes, and techniques of the discipline. Finally, there is the development of a set of attitudes values and aspirations that facilitates the ability to work with all of the project stakeholders in designing and implementing strategies to accomplish project purposes.

Managers and professionals engaged in project management who aspire to be effective contributors to their organizations will find that this book will help them. The format of the book is adaptable to many different uses. Readers may apply the sections and topics in whatever order best suits their purposes.

Part 1, Introduction, consists of two chapters that introduce project management and describe the processes that are involved in the practice of this discipline.

Part 2, The Strategic Context of Projects, shows how projects are used in strategic management as a means for dealing with changes in the organization. A description of when projects should be used, how to manage the project stakeholders, strategic issue management, and the role of the board of directors are also included in this part.

Part 3, Organizational Design for Project Management, presents in three chapters how projects can be organized and how authority and responsibility can be delegated to the project team and its supporting stakeholders.

Part 4, Project Operations, contains four chapters concerned with planning, information systems, control, and project termination.

Part 5, Interpersonal Dynamics in the Management of Projects, looks at communication patterns, team building, and the matter of leadership in attaining project and enterprise purposes.

Part 6, The Cultural Elements, considers the use of project teams in maintaining continuous improvement in the management of an enterprise. The second chapter in this part provides insight into the cultural ambience in which projects are best managed.

Part 7, New Prospects, provides insight into how project management has fostered the use and growth of alternative teams in the strategic management of the enterprise. The final chapter of this book makes some predictions as to what project management might become in its future as a key building block in the management discipline.

The reader who wishes to do further reading about project management should refer to the references in the footnotes throughout the text. The reader is also encouraged to use the cases mentioned at the end of each chapter as a learning technique; these cases have been drawn from the practice of project management by experts who have not only survived, but prospered in the management of their challenging projects.

Good reading!

560 pages

Po otrzymaniu zamówienia poinformujemy,
czy wybrany tytuł polskojęzyczny lub anglojęzyczny jest aktualnie na półce księgarni.