Project Management: The Managerial Process / Edition 5

Project Management: The Managerial Process / Edition 5

by Erik W. Larson, Clifford F. Gray
     
 

As the market-leading textbook on the subject, Project Management: The Managerial Process, 5e is distinguished by its balanced treatment of both the technical and behavioral issues in project management as well as by its coverage of a broad range of industries to which project management principles can be applied. It focuses on how project management is

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Overview

As the market-leading textbook on the subject, Project Management: The Managerial Process, 5e is distinguished by its balanced treatment of both the technical and behavioral issues in project management as well as by its coverage of a broad range of industries to which project management principles can be applied. It focuses on how project management is integral to the organization as a whole. The 5th edition reflects the latest changes found in the practice. Other texts discuss the topics covered in this text but they do not view oversight as the project manager’s operating environment, as does Larson/Gray. Resumes of managers will soon be primarily a description of participation in and contributions to projects.

Product Details

ISBN-13:
9780073403342
Publisher:
McGraw-Hill Companies, The
Publication date:
03/28/2011
Pages:
608
Product dimensions:
8.50(w) x 12.00(h) x 0.01(d)

Meet the Author

Erik W. Larson is professor of project management in the department of management, marketing, and international business at the College of Business, Oregon State University. He teaches executive, graduate, and undergraduate courses on project management, organizational behavior, and leadership. His research and consulting activities focus on project management. He has published numerous articles on matrix management, product development, and project partnering. He has been a member of the Portland, Oregon, chapter of the Project Management Institute since 1984. In 1995 he worked as a Fullbright scholar with faculty at the Krakow Academy of Economics on modernizing Polish business education. In 2005 he was a visiting professor at Chulalongkorn University in Bangkok, Thailand. He received a B.A. in psychology from Claremont McKenna College and a Ph.D. in management from State University of New York at Buffalo. He is a certified project management professional (PMP).

Professor Emeritus

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Table of Contents

1. Modern Project Management2. Organization Strategy and Project Selection3. Organization: Structure and Culture4. Defining the Project5. Estimating Project Times and Costs6. Developing a Project Plan7. Managing Risk8. Scheduling Resources and Costs9. Reducing Project Duration10. Leadership: Being an Effective Project Manager11. Managing Project Teams12. Outsourcing: Managing Interorganizational Relations13. Progress and Performance Measurement and Evaluation14. Project Closure15. International Projects16. Oversight17. An Introduction to Agile Project Management18. Project Management Career PathsAppendix One: Solutions for Selected ExercisesAppendix Two: Computer Project ExercisesGlossaryAcronymsProject Management EquationsIndex

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