Anonymous
Posted July 5, 2003
The rapid development of technologies that enable superior program and project management has been accompanied by quality research on the impact of both the technologies and project management itself. Russ Archibald has successfully integrated the results of this research into a coherent platform for progress. The third edition is loaded with fresh new insights that reflect both the progress that has already been made and the crystal clear thinking we have come to expect from Russ Archibald. It is the most definitive formula available for success in high technology.
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More About This Textbook
Overview
An invaluable resource for project managers, Managing High-Technology Programs and Projects, Third Edition covers every aspect of project management for today’s high-tech business world. It offers proven methodologies and professional guidance for managing any project or program from start to finish. Completely updated, revised, and improved to keep up with the changing world of project management, it covers all the new technologies and methodologies project managers rely on for success. Readers will find step-by-step coverage of these topics, and more:
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Meet the Author
RUSSELL D. ARCHIBALD, PMP, Fellow PMI and APM/IPMA, MSc, has held engineering and executive positions in the defense/aerospace, refinery construction and operation, automotive manufacturing, and telecommunications industries. Since 1982, he has consulted in project management to companies and agencies in twelve countries on four continents, and has taught project management principles and practices to thousands of managers and specialists around the world. He is an original founding trustee and member of the Project Management Institute.
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Table of Contents
PART I. EXECUTIVE GUIDE TO PROGRAM AND PROJECT MANAGEMENT.
Executive Overview of Project Management.
Programs and Projects.
Improving Project Management Capabilities.
Integrative Roles in Project Management.
Integrative and Predictive Project Planning and Control.
Project Team and Key Human Aspects of Project Management.
Organizing the Project Management Function and Office.
Managing Project Portfolios, Programs, and Multiple Projects.
PART II. MANAGING SPECIFIC PROJECTS.
Organizing the Individual Project Office and Project Team.
Planning and Initiating Projects.
Project Team Planning and Project Start-Up.
Authorizing and Controlling the Work, Schedule, and Costs.
Project Interface Management.
Evaluating, Directing, and Closing Out the Project.
Appendix: Integrated Scope, Schedule, Resource, Financial, and Risk Management for Projects.
Bibliography.
Index.