Project Management: A Systems Approach to Planning, Scheduling, and Controlling / Edition 9

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The author has extensive experience as a planning executive for a leading corporation, a consultant to the international business community, an educator, and the leader of a popular series of project management seminars. Project Management, Sixth Edition, synthesizes this wealth of knowledge into a practical resource you will rely on every day - learn from the successes and failures of leading companies in planning and scheduling complex projects, explore new cost control and risk management techniques, assess the impact of concurrent engineering, merge total quality management techniques with effective project planning, master the resolution of conflicts in project planning and execution, and gain skill at predicting project success at early stages of evolution. The design of the Sixth Edition has been considerably enhanced to make this a usable desktop companion for the working professional and educator, and a focused self-study and review guide for project managers who plan to take the certification exam. Worksheets, checklists, and chapter summaries are highlighted so that essential points are visible at a glance.

E-Commerce PM for WorldCom, and adjunct IT professor in Colorado Springs Project management at its best-a banner edition of the landmark reference This latest edition of the bestselling "bible" of project management brings outstanding coverage of the basic principles and concepts of project management right up to date with the latest developments in the field.

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Editorial Reviews

From Barnes & Noble
The Barnes & Noble Review
Skillful project management is the key to the successful completion of a project within budget and on schedule. Harold Kerzner's book is the key to skillful project management. Kerzner covers everything imaginable, including case studies and problem sets designed to provide the student or avid reader with a measure of virtual experience not otherwise available to those new to the game.

The author is a well-known expert on project management, with seven previous editions under his belt, as well as other publications. His book addresses not only to students who wish to understand and improve their project management skills but also to those functional managers and upper-level executives who must provide continuous support to all projects. In other words, the book is designed for undergraduate and graduate courses in both business and engineering. Kerzner covers this subject in great depth, from organizational behavior and structure to the quantitative aspects of project management to tradeoffs in time, cost and performance. He also covers such topics as risk management, learning curves, quality management, and contracts and procurement.

This book is an absolute must-have for anyone involved in project management. It is both an excellent desk reference and an outstanding learning tool for both students and professionals who want to improve their skills. John Vacca

John Vacca, the former computer security official (CSO) for NASA's space station program (Freedom), has written 38 books about advanced storage, computer security, and aerospace technology.

This text for undergraduate and graduate courses in business and engineering covers basic principles and concepts of project management in depth, with 46 case studies and many sample problems across a range of industries. The structure of the text reflects the importance of behavioral rather than quantitative aspects of project management. Early chapters present core topics and deal with support functions and executive involvement. Later chapters look at quantitative issues such as planning and cost control, and cover more advanced topics such as managing cultural differences, quality management, concurrent engineering, and contracts and procurement. Kerzner teaches systems management at Baldwin-Wallace College. Annotation c. Book News, Inc., Portland, OR (
From the Publisher
"...overall a good book..." (CVu, Dec 03)
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Product Details

  • ISBN-13: 9780471741879
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 12/2/2005
  • Edition description: Revised Edition
  • Edition number: 9
  • Pages: 1040
  • Product dimensions: 7.72 (w) x 9.68 (h) x 1.61 (d)

Meet the Author

Harold Kerzner, PhD, prominent instructor for the International Institute of Learning (IIL), is currently Professor of Systems Management at Baldwin-Wallace College in Ohio and President of Project Management Associates, a consulting and training firm that conducts seminars for leading U.S. and international corporations. He is the recipient of a Distinguished Alumni Award from the University of Illinois and has taught engineering at that institution and business administration at Utah State University, where he received the 1998 Distinguished Service Award. The Northeast Ohio Chapter of the Project Management Institute has honored Dr. Kerzner by instituting the Kerzner Award for Project Management Excellence.
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Table of Contents

1 Overview 1
2 Project management growth : concepts and definitions 35
3 Organizational structures 87
4 Organizing and staffing the project office and team 139
5 Management functions 191
6 Management of your time and stress 279
7 Conflicts 289
8 Special topics 313
9 The variables for success 353
10 Working with executives 371
11 Planning 395
12 Network scheduling techniques 471
13 Project graphics 523
14 Pricing and estimating 539
15 Cost control 597
16 Trade-off analysis in a project environment 681
17 Risk management 707
18 Learning curves 777
19 Contracts and procurement 803
20 Quality management 831
21 Modern developments in project management 889
22 Critical chain project mangement 911
23 The project office 939
App. A Solutions to the project management conflict exercise 955
App. B Solution to leadership exercise 961
App. C Dorale products case studies 967
App. D Dorale products case studies answers 979
App. E Crosslisting of PMBOK to the ninth edition 985
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Interviews & Essays

Exclusive Author Essay
Project Management: Present and Future by Harold Kerzner, Ph.D.
For almost 30 years, project management was viewed as a process nice to have, but not a necessity for the survival of the firm. Companies reluctantly invested in some training courses simply to provide their personnel with basic knowledge on planning and scheduling. Project management was viewed as a threat to established lines of authority and, in most cases, only partial project management was in use. This occurred simply to placate lower- and middle-level personnel.

During this 30-year period, we did everything possible to prevent excellence in project management from occurring. We provided lip service to empowerment, teamwork, and trust. We hoarded information because the control of information was viewed as power. We placed personal and functional interests ahead of the best interest of the company in the hierarchy of priorities. And we maintained the faulty belief that time was a luxury rather than a constraint.

Other than in a few major industries such as aerospace, defense, and construction, project management was erroneously viewed as simply a scheduling tool for engineers. The resistance to a changeover to project management permeated all levels of management. Every functional department was fearful of making project management a career path position and allowing the project managers to possess profit and loss responsibility. This could diminish the stature, power, and authority of other groups.

By the mid-1990s, this mentality began to subside, largely due to two recessions. Companies were now under severe competitive pressure to create quality products in a shorter period of time. The importance of developing a long-term trusting relationship with the customers had come to the forefront. Businesses were now being forced by the stakeholders to change for the better. The survival of the firm was now at stake.

Today, businesses have changed for the better. Trust between the customers and contractors is at an all-time high. All of these factors have allowed a multitude of companies to achieve some degree of excellence in project management. Business decisions are now being emphasized ahead of personal decisions.

Words that were commonplace ten years ago have taken on new meaning today. Change is no longer being viewed as entirely bad. Today, change implies continuous improvement. Conflicts are no longer seen as detrimental. Conflicts managed well can be beneficial. Project management is no longer viewed as a system entirely internal to the organization. It is now a competitive weapon that brings higher levels of quality and increased value to the customer.

Companies that were considered excellent in the past may no longer be seen as so today, especially with regard to project management. Consider the book entitled In Search of Excellence, written by Tom Peters and Robert Waterman in 1982. How many of those companies identified in their book are still considered as excellent today? How many of those companies have won the prestigious Malcolm Baldrige Award? How many of those companies are excellent in project management?

The difference between the first 30 years of project management and the last 10 years is in implementation. For more than 30 years, we emphasized quantitative and behavioral tools. Basic knowledge and primary skills were paramount. However, within the past 10 years, emphasis was on implementation. What is now strategically important is how to put 30 years of basic project management into practice. It is the implementation of project management that today constitutes advanced project management. Subjects such as earned value analysis, situational leadership, cost and change control are part of basic courses today, whereas 10 years ago they were considered advanced topics. So, what constitutes advanced project management today? Topics related to successful project management implementation are advanced project management concepts. Included in this category are risk management, customer management, supply chain management, and strategic planning for project management.

One of the primary reasons for the growth of project management has been its recognized importance as a major contributor to the strategic planning effort. With project management viewed as a necessary tool for the implementation of a strategic plan, organizations began seeking out new applications for the tools of project management.

With project management now viewed as beneficial for the entire organization, companies embarked upon the development of a standardized, corporate-wide methodology capable of servicing a multitude of projects. All functional areas are allowed to provide an input into the development of the methodology. Companies with world-class methodologies for project management have seen the benefits of improved customer satisfaction leading to additional business, higher profitability, shorter product development times, more efficient internal operations, and improved quality.

With virtually every company implementing project management in one form or another, there is now a concerted interest in project management benchmarking. Unlike other management approaches, project management benchmarking is relatively independent of industry classification. One aerospace firm that had been using project management for over 35 years found that several telecommunications firms had, in less than five years of use, surpassed the capabilities of the aerospace firm.

Benchmarking in project management has allowed organizations to maintain continuous improvement efforts. The most recent application or project management benchmarking and continuous improvement has been in the area of capacity planning. Organizations wish to know how much additional work can be undertaken without exceeding the threshold limits on the organizational resources.

With the rapid growth in the acceptance and implementation of project management, academic institutions have begun offering educational degreed programs in project management. Thirty years ago, most colleges and universities offered only one course on project management. Today we have academic institutions providing master's and doctorate programs in project management.

Project management is no longer viewed as something nice to have. Today, and in the future, project management excellence will be viewed as a strategic competency for the firm. Effective project management practices will provide organizations with a sustained competitive advantage. And, what is truly remarkable is that many companies have achieved this level of excellence in less than five years. Best practices in implementation, leading to a sustained competitive advantage, will be the future of project management well into the 21st century.

Harold Kerzner, executive director for project management for the International Institute of Learning (IIL), is currently professor of systems management at Baldwin-Wallace College in Ohio and president of Project Management Associates, a consulting and training firm that conducts seminars for leading U.S. and international corporations.

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  • Posted September 24, 2012

    Highly Recommend - you MUST add to your library after reading

    This book is exceptionally well written and is a must on any shelf. Should be a fundamental piece of your library to build a solid foundation of project management knowledge.

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