ISBN-10:
0071484426
ISBN-13:
9780071484428
Pub. Date:
09/23/2007
Publisher:
McGraw-Hill Companies, The
Project Manager's Handbook: Applying Best Practices Across Global Industries / Edition 1

Project Manager's Handbook: Applying Best Practices Across Global Industries / Edition 1

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Overview

Discover How Project Management Is Used to Launch and Manage Various Types of Projects Throughout the Industrial World

Project Manager’s Handbook presents a wealth of detailed examples that show how project management (PM) is used to launch and manage projects in many different industries around the world. This reference takes a best-practices approach to PM that includes “challenges and

solutions,” “lessons learned,” and “what might have been done differently” for each example. Written by a team of experts, the Handbook enables you to compare similarities and differences in PM practice from industry to industry and is sure to provide insights that may be essential to

the success of your next project.

Product Details

ISBN-13: 9780071484428
Publisher: McGraw-Hill Companies, The
Publication date: 09/23/2007
Pages: 547
Product dimensions: 7.10(w) x 9.20(h) x 1.43(d)

About the Author

David Cleland has been called “the Father of Project Management.” He is currently Professor Emeritus at the School of Engineering, University of Pittsburgh. Lewis Ireland has been with the Project Management Institute for two decades and is Director of Research for the American Society for the Advance of Project Management.

Table of Contents

Preface Acknowledgments Introduction
Part 1: Examples of Projects Found in Specific Countries
Chapter 1: Software and Other Project Management Practices in India Chapter 2: The Sydney 2000 Olympic Games Chapter 3: Project Management in Aotearoa (New Zealand)
Chapter 4. An Evaluation of Major Infrastructure Projects in France: A "Project Finance" Perspective Chapter 5. The Role of Project Management in Spanish Projects
Part 2: Examples of Projects from Specific Environments
Chapter 6. Managing Projects Financed by International Lending Agencies Chapter 7. Managing Transitional Projects Chapter 8. Managing Projects in Health Systems Chapter 9. Managing International Project Management Training Chapter 10. Cross-Cultural Project Management on Major-Sized Global Oil and Gas Plant Projects
Part 3: Project Management Government Organizations
Chapter 11. Elements of Successful Project Management at the National Institute of Standards and Technology Chapter 12. Project Management Success at the Central Intelligence Agency Chapter 13. Strategies and Results in the Design and Implementation of a Project Management Program for a State Government Chapter 14. Evaluating Project Management Effectiveness of Boston Big Dig and Three Gorges Dam in China Chapter 15. Project Risk Management for Alaska Oil and Gas Capital Projects
Part 4: Project Management Organizational Functions
Chapter 16. Legal Considerations in Managing a Nuclear Plant Decommissioning Chapter 17. Using Integrated Project Management to Improve Outsourcing Strategy and Business Results Chapter 18. Connecting Projects to Corporate Strategy Chapter 19. PMO Creation Within Financial Services Companies Chapter 20. The Evolution of Project Office and Portfolio Management at American Modern Insurance Group, Cincinnati, Ohio
Part 5: Remedial Projects
Chapter 21. A Faith-Based Response to Catastrophic Disaster: An Overview of Southern Baptist Disaster Relief Planning and Logistics in Hurricane Katrina Chapter 22. The Firefly Fiasco: A Case Study in Project Management Failure Chapter 23. Lessons Learned Always Have a Price Tag Chapter 24. China's Shenzhou Spaceship Project
Part 6: The Theory and Practice of Project Management
Chapter 25. Project Management in Connection to Entrepreneurship and Network Organizations Chapter 26. Project Management Certification: Frequently Asked Questions and Experiences of the Project Management Community Chapter 27. The Chief Architect and the Art of Project Management Chapter 28. The Tao of Nimble Project Management: A Real World Approach Chapter 29. Advancing Project Management Professionalism and Culture in Your Company Chapter 30. Management by Project of the Fast-Growing Organization in Dynamic Environment Chapter 31. Project Management Using Earned Value Management Chapter 32. It's a Long Road to Organizational Maturity
Index

David Cleland has been called “the Father of Project Management.” He is currently Professor Emeritus at the School of Engineering, University of Pittsburgh. Lewis Ireland has been with the Project Management Institute for two decades and is Director of Research for the American Society for the Advance of Project Management.

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