Project Management: Strategic Design and Implementation / Edition 5

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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 to support strategic planning. Written by two world-renowned project management leaders, this new edition presents the latest methods for using flexible teams to implement organizational strategies — especially changes to products, services, and processes.

Designed for use in both large and small organizations, this updated classic ranges from the project management process…to project planning, monitoring, evaluation, and control…to continuous improvement through projects. This resource offers new material on project portfolio management, earned value, project management maturity, nontraditional teams, project partnering, project management outsourcing, and much more.

The Fifth edition of Project Management: Strategic Design and Implementation features:

  • Detailed coverage of all advances in project management theory and practice
  • Helpful sections added to each chapter, including chapter summary, additional sources of information, discussion questions, project management principles, case study, assignment, and checklist
  • Updated examples and exercises on key project management topics
  • A larger format with sidebars to highlight major issues
  • This new material: chapters on "The Evolution of Project Management" and "Successful Project Teams"

Inside this Updated PM Classic:

Introduction to Project Management
• The Strategic Context of Projects
• Organizational Design for Project Management
• Project Operations
• Interpersonal Dynamics in the Management of Projects
• The Cultural Elements
• New Uses of Teams

Shows managers and planners how to use the management of projects as the building blocks for the design and execution of organizational strategies. This second edition features many new project management examples, plus important new chapters on team management, product-process design teams, and concurrent engineering, to name a few. Includes illustrations and index.

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Editorial Reviews

A text for managers, planners, and students. A guide to the theory and practice of project management (PM), it shows how to use the management of projects as key building blocks in the design and execution of organizational strategies. This edition updates the theory of PM and shows how PM continues to move toward "institutionalization" in the sense of becoming a permanent feature of organizations. It also adds a chapter, "Continuous Improvement Through Projects," to show how the application of PM has expanded. Annotation c. Book News, Inc., Portland, OR (
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Product Details

  • ISBN-13: 9780071471602
  • Publisher: McGraw-Hill Professional Publishing
  • Publication date: 8/28/2006
  • Edition description: REV
  • Edition number: 5
  • Pages: 523
  • Product dimensions: 7.50 (w) x 9.60 (h) x 1.30 (d)

Meet the Author

David I. Cleland is professor emeritus in the School of Engineering at the University of Pittsburgh and the author/editor of 36 books on project management and engineering management. Often described as the "Father of Project Management," he is a Fellow of the Project Management Institute and has received the Institute's Distinguished Contribution to Project Management Award three times. The Institute's annual David I. Cleland Excellence in Project Management Literature Award is named in his honor.

Lewis R. Ireland is president of the American Society for the Advancement of Project Management. He is a Fellow of the Project Management Institute and has received the Institute’s Distinguished Contribution Award and Person of the Year Award. He has more than three decades of management experience and is active in advancing the project management discipline.

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Table of Contents

Ch. 1 The evolution of project management 3
Ch. 2 Why project management? 25
Ch. 3 The project management process 51
Ch. 4 When to use project management 71
Ch. 5 The strategic context of projects 103
Ch. 6 The board of directors and major projects 119
Ch. 7 Project stakeholder management 139
Ch. 8 Strategic issues in project management 165
Ch. 9 Organizing for project management 183
Ch. 10 Project portfolio management 209
Ch. 11 Project authority 221
Ch. 12 Project management maturity 243
Ch. 13 Project planning 265
Ch. 14 Project management information system 297
Ch. 15 Project monitoring, evaluation, and control 319
Ch. 16 The project earned value management system 347
Ch. 17 Project termination 365
Ch. 18 Project leadership 381
Ch. 19 Project communications 401
Ch. 20 Successful project teams 423
Ch. 21 Continuous improvement through projects 445
Ch. 22 Cultural considerations in project management 463
Ch. 23 Alternative project teams 489
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