Project Management (eBook)

A Systems Approach to Planning, Scheduling, and Controlling

Harold Kerzner (Autor)

eBook Download: EPUB

2022 | 13. Auflage
880 Seiten
Wiley (Verlag)
978-1-119-80538-0 (ISBN)

Infos

PROJECT MANAGEMENT

THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS

In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling 'bible' of project management, this book aligns with the concepts and standards outlined in PMI's latest A Guide to the Project Management Body of Knowledge, (PMBOK^® Guide) and contains the detailed coverage of tools and methods used at all stages of a project.

New content added to this 13^th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book's companion website.

• A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification
• Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions
• Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation
• In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management

Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP^® exam, as well as practicing project managers, project consultants, and trainers.

Harold Kerzner, is Senior Executive Director for Project Management for the International Institute for Learning (IIL). He taught project management at Baldwin-Wallace University for 38 years, and he has published over 60 textbooks on project management. His success and impact on the industry led IIL and the Project Management Institute (PMI) to establish the Kerzner International Project Manager of the Year Award as well as the annual Dr. Harold Kerzner Scholarship fund.

Textauszug

Preface

Project management has evolved from a management philosophy restricted to a few functional areas and regarded as something nice to have to an enterprise project management system affecting every functional unit of the company. Simply stated, project management has evolved into a business process rather than merely a project management process. More and more companies are now regarding project management as being mandatory for the survival of the firm. Organizations that were opponents of project management are now advocates. Management educators of the past, who preached that project management could not work and would be just another fad, are now staunch supporters. Project management is here to stay. Colleges and universities are now offering undergraduate and graduate degrees in project management.

This book is addressed not only to those undergraduate and graduate students who wish to improve their project management skills but also to those functional managers and upper-level executives who serve as project sponsors, provide meaningful governance, and must provide continuous support for projects. During the past several years, management's knowledge and understanding of project management has matured to the point where almost every company is using project management in one form or another. These companies have come to the realization that project management, productivity, and business value creation are related, and that we are now managing our business as though it is a series of projects. Project management coursework is now consuming more of training budgets than ever before.

General reference is provided in the text for engineers. However, the reader should not consider project management as strictly engineering-related. The engineering examples are the result of the fact that project management first appeared in the engineering disciplines, and we should be willing to learn from their mistakes. Project management now resides in every profession, including information systems, healthcare, consulting, pharmaceutical, banks, and government agencies.

The text can be used for both undergraduate and graduate courses in business, information systems, and engineering. The structure of the text is based on my belief that project management is much more behavioral than quantitative, since projects are managed by people rather than tools. The first seven chapters are part of the basic core of knowledge necessary to understand project management, specifically topics related to PMI®'s “Talent Triangle.” Chapters deal with the support functions and describe factors for predicting success and management support. It may seem strange that 10 chapters on organizational behavior and structuring are needed prior to the “hard-core” chapters of planning, scheduling, and controlling. However, these first 10 chapters are needed to understand the cultural environment for all projects and systems. They are necessary for the reader to understand the difficulties in achieving cross-functional cooperation on projects where team members are working on multiple projects concurrently and why the people involved – all of whom may have different backgrounds – cannot simply be forged into a cohesive work unit without friction. Chapters are more of the quantitative chapters on planning, scheduling, cost control, estimating, contracting (and procurement), and quality. Chapter 21 focuses on some of the more advanced topics.

The changes that were made in the thirteenth edition include:

• Updated section on Committee Sponsorship/Governance (Section 1.13)
• Updated section on the Benefits of Project Management (Table 2.2)
• New section on Projects versus Operations (Section 2.4)
• New section on Project Health Checks (Section 2.12)
• Updated section on Methodologies to Frameworks (Section 2.18)
• New section on Growth of Strategic Project Management (Section 2.19)
• New section on Business Models (Section 2.20)
• New section on Lean Project Management (Section 2.22)
• Updated section on Project Management Intellectual Property (Section 2.26)
• Updated section on Project Management Offices (3.7)
• Updated section on Team Building as an Ongoing Process (Section 5.7)
• Updated section on Leadership in a Project Environment (Section 5.8)
• New section on Using Action Items (Section 6.8)
• Updated section on Agile Project Management (8.12)
• New section on Artificial Intelligence (Section 8.13)
• Updated section on Lessons Learned (9.4)
• New section on Downside Risks of Best Practices (Section 9.6)
• Updated section on Validating the Assumptions (Section 11.2)
• Updated section on WBS Decomposition Problems (11.14)
• Updated section on Dependencies (12.3)
• Updated section on Network Slack (Section 12.4)
• New section on the Growth of New Metrics and KPIs (Section 15.6)
• New section on Strategic Metrics (Section 15.7)
• New section on Metrics for Measuring Intangible Assets (Section 15.8)
• New section on Metrics Feedback (Section 15.10)
• New section on Metrics and Customer Relations Management (Section 15.11)
• Updated section on Risk Identification (Section 17.1)
• Updated section on Implementing Six Sigma (20.7)

The text contains case studies, multiple-choice questions, and discussion questions. There is also a separate companion book of cases (Project Management Case Studies, 6th Edition) that provides additional real-world examples. New case studies include the following:

• Zane Corp. The case illustrates the challenges a company must face when its one-size-fits-all approach can no longer be used for many of its newer projects.
• Redstone, Inc. The company had been using project management successfully in its aerospace division, which focused only on large government contracts. When they decided to implement project management in their new commercial products division, the company decided to staff key positions with people from the aerospace group, even though the projects in the new division were much smaller and needed different tools and techniques.
• Jill's Dilemma. The case discusses the dilemma a project manager faces when told to withhold risk management information from the customer.
• Berlin Brandenburg Airport. The case illustrates what happens when governance fails on a large project and people do not consider the risk issues in sufficient detail.
• Sierra Telecom. The case illustrates the challenges a company faces on projects that may incur numerous scope changes.
• The Government Think Tank. The case study illustrates the challenges that the government has in trying to get competitors for government contracts to share information.
• LXT International. The case discusses the challenges a company has when trying to create a crisis dashboard to provide management with an insight on when to intervene in certain projects.
• Lego Brand Management. The case study discusses the challenges Lego faces when innovation activities may have restrictions of having to satisfy the Lego brand image.
• Simone Engineering Company. The case illustrates the challenges a company faces when told that a proposal must identify their company's project management maturity level.
• Northstar Software Company. The case study illustrates how a company involved in IT projects might report their maturity level in project management if asked.
• Sandora Company. The case illustrates the impact that enterprise environmental factors can have on the execution of a project.

The thirteenth edition text, the PMBOK® Guide, 6e and 7e, and the book of cases are ideal as self-study tools for the Project Management Institute's PMP® Certification exam. Because of this, there are tables of cross references at the end of each chapter in the textbook detailing the sections from the book of cases and the Guide to the Project Management Body of Knowledge (PMBOK® Guide, 6e and 7e) that apply to that chapter's content. The left-hand margin of the pages in the text has sidebars that identify the cross-listing of the material on that page to the appropriate section(s) of the PMBOK® Guide. At the end of most of the chapters is a section on study tips for the PMP® exam.

This textbook is currently used in the college market, in the reference market, and for studying for the PMP® Certification exam. Therefore, to satisfy the needs of all markets, a compromise had to be reached on how much of the text would be aligned to the PMBOK® Guide and how much new material would be included without doubling the size of the text. Some colleges and universities use the textbook to teach project management fundamentals without reference to the PMBOK® Guide. The text does not contain all of the material necessary to support each section or process in the PMBOK® Guide. Therefore, to study for the PMP® Certification exam, the PMBOK® Guide must also be used together with this text. The text covers material for almost all of the PMBOK® Guide, 6e, knowledge areas but not necessarily in the depth that appears in the PMBOK® Guide.

An instructor's manual is available...

Produkt-Details

• Erscheint lt. Verlag: 25.1.2022
• Sprache: englisch
• Themenwelt: Technik ► Bauwesen
• Themenwelt: Technik ► Elektrotechnik / Energietechnik
• Themenwelt: Technik ► Maschinenbau
• Schlagworte: Business & Management • Electrical & Electronics Engineering • Elektrotechnik u. Elektronik • Industrial Engineering • Industrial Engineering / Project Management • Industrielle Verfahrenstechnik • Program & Project Management • Programm- u. Projektmanagement • Project Management • Projektmanagement • Projektmanagement i. d. Industriellen Verfahrenstechnik • Wirtschaft u. Management
• ISBN-10: 1-119-80538-4 / 1119805384
• ISBN-13: 978-1-119-80538-0 / 9781119805380