Enhanced descriptions from Syndetics:

This Ninth Edition of the industry-leading project management "bible" applies its streamlined approach to new, authoritative coverage aligned with the Project Management Institute's Project Management Body of Knowledge (PMI®'s PMBOK®), the new mandatory source of training for the Project Management Professional (PMP®) Certification Exam. Written by one of the best-known authorities on the subject, this extraordinary edition gives a profound understanding of project management.

Content from this book is available as an online continuing professional education course at http://www.wiley.com/WileyCDA/Section/id-320255.html#intro_pm . WileyCPE courses are available on demand, 24 hours a day, and are approved by the American Institute of Architects.

(PMBOK, PMP, Project Management Professional, and CAPM are registered marks of the Project Management Institute, Inc.)

Table of contents provided by Syndetics

• Preface
• 1 OvervieW
• 1.0 Introduction
• 1.1 Understanding Project Management
• 1.2 Defining Project Success
• 1.3 The Project Manager-Line Manager Interface
• 1.4 Defining the Project Manager's Role
• 1.5 Defining the Functional Manager's Role
• 1.6 Defining the Functional Employee's Role
• 1.7 Defining the Executive's Role
• 1.8 Working with Executives
• 1.9 The Project Manager as the Planning Agent
• 1.10 Project Champions
• 1.11 The Downside of Project Management
• 1.12 Project-Driven versus Non-Project-Driven Organizations
• 1.13 Marketing in the Project-Driven Organization
• 1.14 Classification of Projects
• 1.15 Location of the Project Manager
• 1.16 Differing Views of Project Management
• 1.17 Concurrent Engineering: A Project Management Approach
• 1.18 Studying Tips for the PMIr Project Management Certification Exam.Problems.Case Study.Williams Machine Tool Company
• 2 Project Management Growth: Concepts And Definitions
• 2.0 Introduction
• 2.1 General Systems Management
• 2.2 Project Management: 1945-1960
• 2.3 Project Management: 1960-1985
• 2.4 Project Management: 1985-2009
• 2.5 Resistance to Change
• 2.6 Systems, Programs, and Projects: A Definition
• 2.7 Product versus Project Management: A Definition
• 2.8 Maturity and Excellence: A Definition
• 2.9 Informal Project Management: A Definition
• 2.10 The Many Faces of Success
• 2.11 The Many Faces of Failure
• 2.12 The Stage-Gate Process
• 2.13 Project Life Cycles
• 2.14 Gate Review Meetings (Project Closure)
• 2.15 Project Management Methodologies: A Definition
• 2.16 Organizational Change Management and Corporate Cultures
• 2.17 Project Management Intellectual Property
• 2.18 Systems Thinking
• 2.19 Studying Tips for the PMIr Project Management Certification Exam.Problems
• 3 Organizational Structures
• 3.0 Introduction
• 3.1 Organizational Work Flow
• 3.2 Traditional (Classical) Organization
• 3.3 Developing Work Integration Positions
• 3.4 Line-Staff Organization (Project Coordinator)
• 3.5 Pure Product (Projectized) Organization
• 3.6 Matrix Organizational Form
• 3.7 Modification of Matrix Structures
• 3.8 The Strong, Weak, Balanced Matrix
• 3.9 Center for Project Management Expertise
• 3.10 Matrix Layering
• 3.11 Selecting the Organizational Form
• 3.12 Structuring the Small Company
• 3.13 Strategic Business Unit (SBU) Project Management
• 3.14 Transitional Management
• 3.15 Studying Tips for the PMIr Project Management Certification Exam.Problems.Case Study.Jones and Shephard Accountants, Inc
• 4 Organizing And Staffing The Project Office And Team
• 4.0 Introduction
• 4.1 The Staffing Environment
• 4.2 Selecting the Project Manager: An Executive Decision
• 4.3 Skill Requirements for Project and Program Managers
• 4.4 Special Cases in Project Manager Selection
• 4.5 Selecting the Wrong Project Manager
• 4.6 Next Generation Project Managers
• 4.7 Duties and Job Descriptions
• 4.8 The Organizational Staffing Process
• 4.9 The Project Office
• 4.10 The Functional Team
• 4.11 The Project Organizational Chart
• 4.12 Special Problems
• 4.13 Selecting t

Author notes provided by Syndetics