{"product_id":"successful-project-management-a-step-by-step-approach-with-practical-examples-hardback-9780471680321","title":"Successful Project Management; A Step-by-Step Approach with Practical Examples (Hardback) 9780471680321","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eSuccessful Project Management\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eA Step-by-Step Approach with Practical Examples\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eMilton D. Rosenau (Author), Gregory D. Githens (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780471680321, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 7 October 2005\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e384 pages, Photos: 1 B\u0026amp;W, 0 Color; Drawings: 158 B\u0026amp;W, 0 Color; Tables: 14 B\u0026amp;W, 0 Color\u003cbr\u003e23.6 x 16 x 3 cm, 0.68 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003eThe \u003ci\u003eFourth Edition\u003c\/i\u003e of this internationally bestseller details the quick and easy way to master the basics of project management. Using a lively, conversational style, project management gurus Mickey Rosenau and Gregory Githens equip readers with fundamental principles and \"tested-in-the-trenches\" techniques for managing projects in any type of organization. They arm readers with easy-to-use tools for resolving any technical, mechanical, or personnel problem that may arise over the course of a project and break project management down into twenty-two chronological steps. Extensively revised and updated, this \u003ci\u003eFourth Edition\u003c\/i\u003e examines the role of integration in project planning, risk-and-issues management, virtual teams, new theories, project management offices, and more! \u003ci\u003eSuccessful Project Management, Fourth Edition\u003c\/i\u003e is an ideal primer for students and an indispensable quick reference for experienced professionals.\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003ePreface.  \u003cp\u003e\u003cb\u003e1. What Is a Project?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProjects Are a Type of Work.\u003c\/p\u003e \u003cp\u003eProjects Distinguished From Tasks and From Processes.\u003c\/p\u003e \u003cp\u003ePrograms are Collections of Projects.\u003c\/p\u003e \u003cp\u003eProject Management Maturity.\u003c\/p\u003e \u003cp\u003eIntegrated Project Management.\u003c\/p\u003e \u003cp\u003eThe Project Management “Hat” is Different From the Technical or Product Management “Hat”.\u003c\/p\u003e \u003cp\u003eEffective Project Managers Manage Expectations of Stakeholders.\u003c\/p\u003e \u003cp\u003eA Roadmap of Five Important Program Management Functions.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 1. DEFINING THE GOALS OF A PROJECT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. Linking the Project to the Product.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategic Alignment of Projects.\u003c\/p\u003e \u003cp\u003eThe Product Life Cycle and the Project Life Cycle.\u003c\/p\u003e \u003cp\u003eProject Completion Includes Delivering a Result that Meets the Requirements.\u003c\/p\u003e \u003cp\u003eThe Delivering Organization and the Consuming Organization.\u003c\/p\u003e \u003cp\u003eAll Projects Involve Agreements.\u003c\/p\u003e \u003cp\u003eGood Boundaries.\u003c\/p\u003e \u003cp\u003eTaking Action.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. Balancing Competing Demands with the Triple Constraint.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMany Ways to Measure Project Performance.\u003c\/p\u003e \u003cp\u003eThe Triple Constraint.\u003c\/p\u003e \u003cp\u003eA Model to Help Evaluate Competing Demands.\u003c\/p\u003e \u003cp\u003eAdjusting Baseline for Risk.\u003c\/p\u003e \u003cp\u003eHow the Triple Constraint Helps to Explain Three Common Tradeoffs.\u003c\/p\u003e \u003cp\u003eThe Triple Constraint During Control.\u003c\/p\u003e \u003cp\u003eOther Examples of Balancing Competing Demands: Financial Management.\u003c\/p\u003e \u003cp\u003eProject Management as a Decision-Making Process.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. Contracts, Negotiations, and Proposals.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContracts.\u003c\/p\u003e \u003cp\u003eNegotiating the Contract.\u003c\/p\u003e \u003cp\u003eProposals: a Special Kind of Project.\u003c\/p\u003e \u003cp\u003eThe Proposal Process.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eInternational Projects.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 2. PLANNING A PROJECT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Why and How to Plan a Project.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntegrated Project Planning.\u003c\/p\u003e \u003cp\u003eUsing Computer Software During Project Planning.\u003c\/p\u003e \u003cp\u003e\"The Plan\".\u003c\/p\u003e \u003cp\u003eApplying Project Plans During Execution.\u003c\/p\u003e \u003cp\u003eProject Planning is an Investment, Not an Expense.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. The Work Breakdown Structure.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Work Breakdown Structure.\u003c\/p\u003e \u003cp\u003eThe work Package and the WBS Dictionary.\u003c\/p\u003e \u003cp\u003eTop-down Planning Approach for Developing the WBS.\u003c\/p\u003e \u003cp\u003eOrganizing the WBS for Completeness and Control.\u003c\/p\u003e \u003cp\u003eBottom-Up Planning Approach for Developing the WBS.\u003c\/p\u003e \u003cp\u003eValidating the Work Scope.\u003c\/p\u003e \u003cp\u003eWork Scope is Fundamental to Project Integration.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. Scheduling.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOverview of Scheduling Formats.\u003c\/p\u003e \u003cp\u003eBar Charts.\u003c\/p\u003e \u003cp\u003eMilestones.\u003c\/p\u003e \u003cp\u003eNetwork Diagrams.\u003c\/p\u003e \u003cp\u003eThe Network Logic Diagram.\u003c\/p\u003e \u003cp\u003eWhy Use a Network Diagram?\u003c\/p\u003e \u003cp\u003eComputer Software.\u003c\/p\u003e \u003cp\u003eHelpful Hints.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Time Estimating and Compressing the Schedule.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTypes of Time Estimates.\u003c\/p\u003e \u003cp\u003eEarliest and Latest Start and Finish Times.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. Cost Estimating and Budgeting.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eResource Planning.\u003c\/p\u003e \u003cp\u003eCost Estimating.\u003c\/p\u003e \u003cp\u003eProject Cost System.\u003c\/p\u003e \u003cp\u003eBudgeting Cost.\u003c\/p\u003e \u003cp\u003eComputer Software.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. The Impact of Limited Resources.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eResources.\u003c\/p\u003e \u003cp\u003eComputer Software.\u003c\/p\u003e \u003cp\u003eTime Versus Cost Trade-Off.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11. Risk and Contingency.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTen Steps for Team-Based Risk Management.\u003c\/p\u003e \u003cp\u003eBuilding a Culture for Good Decision Making.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 3. LEADING THE PEOPLE WHO WORK ON A PROJECT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12. Organizational Design for Delivering Projects.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThree Organizational Forms.\u003c\/p\u003e \u003cp\u003eOther Organizational Forms.\u003c\/p\u003e \u003cp\u003eThe Informal Organization.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13. Building the Project Team.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCore Team and Extended Team.\u003c\/p\u003e \u003cp\u003eStaffing Starts with Project Scope.\u003c\/p\u003e \u003cp\u003eFormal Project Authority.\u003c\/p\u003e \u003cp\u003eAssigning Personnel to the Project.\u003c\/p\u003e \u003cp\u003eSources of Personnel.\u003c\/p\u003e \u003cp\u003eCompromise.\u003c\/p\u003e \u003cp\u003eControl.\u003c\/p\u003e \u003cp\u003eTask Assignments.\u003c\/p\u003e \u003cp\u003eThe Virtual Project Team.\u003c\/p\u003e \u003cp\u003eTurning a Group Into a True Team.\u003c\/p\u003e \u003cp\u003eComputer Software.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14. Organizing the Support Team.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInvolvement and Commitment.\u003c\/p\u003e \u003cp\u003eCoordination.\u003c\/p\u003e \u003cp\u003eInteraction With Support Groups.\u003c\/p\u003e \u003cp\u003eSubcontractors.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15. The Role of the Project Manager.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Manager Competencies.\u003c\/p\u003e \u003cp\u003eProject Management Career Path.\u003c\/p\u003e \u003cp\u003eWhat a Project Manager Does.\u003c\/p\u003e \u003cp\u003eTheories of Motivation and Their Implications.\u003c\/p\u003e \u003cp\u003eThree Useful Techniques.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16. Practical Tips for Project Managers.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCommunication.\u003c\/p\u003e \u003cp\u003eConflict Resolution.\u003c\/p\u003e \u003cp\u003eEfficient Time Management.\u003c\/p\u003e \u003cp\u003eTips.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 4. CONTROLLING THE PROJECT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17. Essential of Project Control.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDevelop a Baseline.\u003c\/p\u003e \u003cp\u003eDevelop a Performance Measurement System.\u003c\/p\u003e \u003cp\u003eMeasure Performance Against Baseline and Determine Variances.\u003c\/p\u003e \u003cp\u003eForecasts.\u003c\/p\u003e \u003cp\u003eCorrective Actions.\u003c\/p\u003e \u003cp\u003eMultiple Projects.\u003c\/p\u003e \u003cp\u003eComputer Software.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18. Project Reviews.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Necessity for Reviews.\u003c\/p\u003e \u003cp\u003eThe Conduct of Reviews.\u003c\/p\u003e \u003cp\u003ePeriodic Reviews.\u003c\/p\u003e \u003cp\u003eFollow-Up Actions.\u003c\/p\u003e \u003cp\u003eTopical Reviews.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19. Project Cost Reports.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCost Monitoring.\u003c\/p\u003e \u003cp\u003eComputer Cost Reports.\u003c\/p\u003e \u003cp\u003eCost Monitoring Problems.\u003c\/p\u003e \u003cp\u003eEarned Value Management.\u003c\/p\u003e \u003cp\u003eComputer Software.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20. Handling Project Changes.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Project Performance Track Record: Good or Bad?\u003c\/p\u003e \u003cp\u003eThe Process of Managing Changes.\u003c\/p\u003e \u003cp\u003eUnmanaged Risks and Issues.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e21. Solving the Inevitable Problems.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe General Approach.\u003c\/p\u003e \u003cp\u003eDecision Trees.\u003c\/p\u003e \u003cp\u003eMatrix Array.\u003c\/p\u003e \u003cp\u003eProblem-Solving Meeting Styles.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 5. COMPLETING A PROJECT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e22. How to Complete a Project.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWinding Down the Project.\u003c\/p\u003e \u003cp\u003eAcceptance.\u003c\/p\u003e \u003cp\u003eManaging Scope Change.\u003c\/p\u003e \u003cp\u003eDocumentation.\u003c\/p\u003e \u003cp\u003eIncreasing Odds of Success.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e23. Final Wrap-Up.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePeople Issues.\u003c\/p\u003e \u003cp\u003eLessons Learned and Audits.\u003c\/p\u003e \u003cp\u003eIntellectual Property and Other Ownership Rights.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 6. OTHER ISSUES IN PROJECT MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e24. Small Projects.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSimplified Management.\u003c\/p\u003e \u003cp\u003eProblems.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e25. New Product Development Projects.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy New Product Development Projects Are Unique.\u003c\/p\u003e \u003cp\u003eA General Framework.\u003c\/p\u003e \u003cp\u003eResource Overloading.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e26. Project Management Software.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhen and Where to Use Computer Project Management Software.\u003c\/p\u003e \u003cp\u003eCautions with Computer Project Management Software.\u003c\/p\u003e \u003cp\u003eOther Software.\u003c\/p\u003e \u003cp\u003eTypical Problems.\u003c\/p\u003e \u003cp\u003eHighlights.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e27. Where Do You Go From Here?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eContinuing Project Management Skill Development.\u003c\/p\u003e \u003cp\u003eThe Future of Project Management.\u003c\/p\u003e \u003cp\u003eA Final Thought.\u003c\/p\u003e \u003cp\u003eAppendix 1. Abbreviations Used in Project Management.\u003c\/p\u003e \u003cp\u003eAppendix 2. Glossary of Project Management Terms.\u003c\/p\u003e \u003cp\u003eAppendix 3. Examples of Planning Checklists for Project Managers.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Mechanical engineering \u0026amp; materials [\u003ca title=\"See our other books on Mechanical engineering \u0026amp; materials\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Mechanical%20engineering%20\u0026amp;%20materials%20%5BTG%5D%22\"\u003eTG\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52298028024088,"sku":"9780471680321","price":70.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780471680321.jpg?v=1781731599","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/successful-project-management-a-step-by-step-approach-with-practical-examples-hardback-9780471680321","provider":"Freshly Printed Books","version":"1.0","type":"link"}