Project management: a systems approach to planning, scheduling, and controlling

The bestselling project management text for students and professionals-now updated and expanded This Eleventh Edition of the bestselling "bible" of project management maintains the streamlined approach of the prior editions and moves the content even closer to PMI's Project Management Body of Knowledge (PMBOK). New content has been added to this edition on measuring project management ROI, value to the organization and to customers, and much more. The capstone "super" case on the "Iridium Project" has been maintained, covering all aspects of project management. Increased use of sidebars throughout the book helps further align it with the PMBOK and the Project Management Professional (PMP) Certification Exam. This new edition features significant expansion, including more than three dozen entirely new sections and updates on process supporting; types of project closure; project sponsorship; and culture, teamwork, and trust. This comprehensive guide to the principles 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 of industries, almost all of which are real-world situations drawn from the author's practiceIncludes 400 discussion questions and more than 125 multiple-choice questionsServes as an excellent study guide for the PMP Certification Exam

ProQuest Ebook Central Purchased.

Implementation of Project Management.

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 Agent1.12: 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 Company2: Project Man…