Project management : strategic design and implementation

Project management strategic design and implementation

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...

Descripción completa

Detalles Bibliográficos
Autor principal: Cleland, David I. (-)
Otros Autores: Ireland, Lewis R., 1937-
Formato: Libro electrónico
Idioma:Inglés
Publicado: New York : McGraw-Hill 2006, c2007
Edición:5th ed
Colección:McGraw-Hill's AccessEngineering
Materias:
Project management.
Diseño de proyectos
Libros electrónicos
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628811906719
Tabla de Contenidos:
  • Cover
  • Contents
  • Preface
  • Acknowledgments
  • Introduction
  • Part 1 Introduction
  • Chapter 1. The Evolution of Project Management
  • 1.1. Introduction
  • 1.2. Types of Evidence for Historical Projects
  • 1.3. Project Charter
  • 1.4. Early Literature on Projects
  • 1.5. Government Literature
  • 1.6. Leading Projects of Antiquity
  • 1.7. Military Campaigns
  • 1.8. Projects That Changed the World
  • 1.9. The Modern Projects
  • 1.10. The Results of Historical Projects
  • 1.11. The Past, the Present, and the Future for Projects
  • 1.12. To Summarize
  • 1.13. Additional Sources of Information
  • 1.14. Discussion Questions
  • 1.15. User Checklist
  • 1.16. Principles of Project Management
  • 1.17. Project Management Situation-Projects of Antiquity
  • 1.18. Student/Reader Assignment
  • Chapter 2. Why Project Management?
  • 2.1. Introduction
  • 2.2. The Role of Strategic Planning
  • 2.3. The Spirit of Strategic Planning
  • 2.4. Some Limitations of Formal Strategic Planning
  • 2.5. Strategic Management-the Project Linkages
  • 2.6. Projects
  • 2.7. Other Examples
  • 2.8. Early Literature
  • 2.9. Organizational Liaison Devices
  • 2.10. Teams
  • 2.11. The Project Management Professional Societies
  • 2.12. A Philosophy
  • 2.13. Breaking Down Hierarchies
  • 2.14. To Summarize
  • 2.15. Additional Sources of Information
  • 2.16. Discussion Questions
  • 2.17. User Checklist
  • 2.18. Principles of Project Management
  • 2.19. Project Management Situation-External and Internal Projects
  • 2.20. Student/Reader Assignment
  • Chapter 3. The Project Management Process
  • 3.1. Introduction
  • 3.2. The General Management Process
  • 3.3. The Project Management Process
  • 3.4. The Project Life Cycle
  • 3.5. Managing the Life Cycle
  • 3.6. Project Life Cycles and Uncertainty
  • 3.7. To Summarize
  • 3.8. Additional Sources of Information
  • 3.9. Discussion Questions.
  • 3.10. User Checklist
  • 3.11. Principles of Project Management
  • 3.12. Project Management Situation-Strategic Monitoring and Control
  • 3.13. Student/Reader Assignment
  • Part 2 The Strategic Context of Projects
  • Chapter 4. When to Use Project Management
  • 4.1. Introduction
  • 4.2. Business Process Changes
  • 4.3. Specific Uses
  • 4.4. Projects and Strategic Planning
  • 4.5. When Is a Project Needed?
  • 4.6. Promoting Participative Management
  • 4.7. Senior Management Responsibility
  • 4.8. Selling Project Management to Senior Managers
  • 4.9. External Project Management Selling
  • 4.10. What It Takes to Sell Project Management
  • 4.11. Two Views of Selling Project Management
  • 4.12. Types of Projects
  • 4.13. The Management of Small Projects
  • 4.14. To Summarize
  • 4.15. Additional Sources of Information
  • 4.16. Discussion Questions
  • 4.17. User Checklist
  • 4.18. Principles of Project Management
  • 4.19. Project Management Situation-When to Use Project Management
  • 4.20. Student/Reader Assignment
  • Chapter 5. The Strategic Context of Projects
  • 5.1. Introduction
  • 5.2. Strategic Transitions
  • 5.3. Implications of Technology
  • 5.4. A Stream of Projects
  • 5.5. Strategic Relationship of Projects
  • 5.6. Determining Strategic Fit
  • 5.7. The Vision
  • 5.8. Projects and Organizational Management
  • 5.9. Project Planning
  • 5.10. Project Management System
  • 5.11. To Summarize
  • 5.12. Additional Sources of Information
  • 5.13. Discussion Questions
  • 5.14. User Checklist
  • 5.15. Principles of Project Management
  • 5.16. Project Management Situation-Improvement of Project Management
  • 5.17. Student/Reader Assignment
  • Chapter 6. The Board of Directors and Major Projects
  • 6.1. Introduction
  • 6.2. The Need for Boards of Directors
  • 6.3. Surveillance
  • 6.4. Some Board Inadequacies
  • 6.5. Exemplary Board Behavior.
  • 6.6. The Board's Responsibilities
  • 6.7. The Role of Managers
  • 6.8. The Role of Projects
  • 6.9. Project Reviews
  • 6.10. Information for the Board
  • 6.11. The Performance Audit
  • 6.12. Selection of Directors
  • 6.13. To Summarize
  • 6.14. Additional Sources of Information
  • 6.15. Discussion Questions
  • 6.16. User Checklist
  • 6.17. Principles of Project Management
  • 6.18. Project Management Situation-Boards of Directors' Inadequacies
  • 6.19. Student/Reader Assignment
  • Chapter 7. Project Stakeholder Management
  • 7.1. Introduction
  • 7.2. Why Manage Stakeholders?
  • 7.3. Organizational Stakeholders
  • 7.4. Project Stakeholders
  • 7.5. Some Examples of Stakeholder Influence
  • 7.6. Some Examples of Successful Stakeholder Management
  • 7.7. Project Stakeholder Management Process
  • 7.8. Planning Stakeholder Management
  • 7.9. A Model of the PSM Process
  • 7.10. Identification of Stakeholders
  • 7.11. Primary Stakeholders
  • 7.12. Secondary Stakeholders
  • 7.13. Gathering Stakeholder Information
  • 7.14. Identification of Stakeholder Mission
  • 7.15. Determining Stakeholder Strengths and Weaknesses
  • 7.16. Identification of Stakeholder Strategy
  • 7.17. Prediction of Stakeholder Behavior
  • 7.18. Project Audit
  • 7.19. Implementing Stakeholder Management Strategy
  • 7.20. To Summarize
  • 7.21. Additional Sources of Information
  • 7.22. Discussion Questions
  • 7.23. User Checklist
  • 7.24. Principles of Project Management
  • 7.25. Project Management Situation-Stakeholder Initiatives
  • 7.26. Student/Reader Assignment
  • Chapter 8. Strategic Issues in Project Management
  • 8.1. Introduction
  • 8.2. What Are Strategic Issues?
  • 8.3. Some Examples
  • 8.4. An Application of the Concept of Strategic Issues: Nuclear Construction Industry
  • 8.5. Managing Project Strategic Issues
  • 8.6. Issue Identification
  • 8.7. Assessment of an Issue.
  • 8.8. Analysis of Action
  • 8.9. Implementation
  • 8.10. To Summarize
  • 8.11. Additional Sources of Information
  • 8.12. Discussion Questions
  • 8.13. User Checklist
  • 8.14. Principles of Project Management
  • 8.15. Project Management Situation-Some Strategic Issues
  • 8.16. Student/Reader Assignment
  • Part 3 Organizational Design for Project Management
  • Chapter 9. Organizing for Project Management
  • 9.1. Introduction
  • 9.2. Project-Driven Organization
  • 9.3. Organizational Deficiencies
  • 9.4. Self-Management in Organizations
  • 9.5. The Project Organization
  • 9.6. Various Forms of the Project Organization
  • 9.7. The Matrix Organization
  • 9.8. Functional Area Knowledge
  • 9.9. Focus of the Matrix Design
  • 9.10. Importance of Work Packages
  • 9.11. The Project-Functional Interface
  • 9.12. A Controversial Design
  • 9.13. No One Best Organizational Design
  • 9.14. Global Project Organizations
  • 9.15. Project-Customer Relationships
  • 9.16. Organizational Networking
  • 9.17. The Project Management Office
  • 9.18. Procurement and Contract Negotiations/Administration
  • 9.19. To Summarize
  • 9.20. Additional Sources of Information
  • 9.21. Discussion Questions
  • 9.22. User Checklist
  • 9.23. Principles of Project Management
  • 9.24. Project Management Situation-Understanding the Matrix Organization
  • 9.25. Student/Reader Assignment
  • Chapter 10. Project Portfolio Management
  • 10.1. Introduction
  • 10.2. Decision to Use Portfolios
  • 10.3. Project Portfolio
  • 10.4. Project Selection Criteria
  • 10.5. Reviewing Project Portfolio Management
  • 10.6. Project Portfolio Management Transition and Implementation
  • 10.7. To Summarize
  • 10.8. Additional Sources of Information
  • 10.9. Discussion Questions
  • 10.10. User Checklist
  • 10.11. Principles of Project Management
  • 10.12. Project Management Situation-Portfolio Project Management.
  • 10.13. Student/Reader Assignment
  • Chapter 11. Project Authority
  • 11.1. Introduction
  • 11.2. Authority, Responsibility, and Accountability
  • 11.3. Defining Authority
  • 11.4. Power
  • 11.5. Matrix Implications
  • 11.6. The Power to Reward
  • 11.7. Reverse Delegation
  • 11.8. Documenting Project Manager's Authority
  • 11.9. What is Responsibility?
  • 11.10. What is Accountability?
  • 11.11. Project Organization Charting
  • 11.12. Traditional Organizational Chart
  • 11.13. Linear Responsibility Chart
  • 11.14. Work Packages
  • 11.15. Work Package-Organizational Position Interfaces
  • 11.16. A Project Management LRC
  • 11.17. Developing the LRC
  • 11.18. To Summarize
  • 11.19. Additional Sources of Information
  • 11.20. Discussion Questions
  • 11.21. User Checklist
  • 11.22. Principles of Project Management
  • 11.23. Project Management Situation-Prescribing Project Management Authority
  • 11.24. Student/Reader Assignment
  • Chapter 12. Project Management Maturity
  • 12.1. Introduction
  • 12.2. Organizational Productivity Improvements
  • 12.3. Project Management Maturity Models
  • 12.4. Total Organizational Capability Maturity Model
  • 12.5. Assessing Project Management Maturity
  • 12.6. Building a Mature Capability
  • 12.7. Benchmarking
  • 12.8. Competitive Intelligence
  • 12.9. To Summarize
  • 12.10. Additional Sources of Information
  • 12.11. Discussion Questions
  • 12.12. User Checklist
  • 12.13. Principles of Project Management
  • 12.14. Project Management Situation-Gaining Project Management Maturity
  • 12.15. Student/Reader Assignment
  • Part 4 Project Operations
  • Chapter 13. Project Planning
  • 13.1. Introduction
  • 13.2. The Importance of Planning
  • 13.3. Planning Realities
  • 13.4. A Conceptual Model of Planning
  • 13.5. Project Planning Model
  • 13.6. Project Planning Process
  • 13.7. Project Planning Considerations.
  • 13.8. Work Breakdown Structure.

Ejemplares similares