Project management : a systems approach to planning, scheduling, and controlling / Harold Kerzner.
By: Kerzner, Harold.
Material type: BookPublisher: Hoboken, N.J. : J. Wiley, [2006]Edition: Ninth edition.Description: xxi, 1014 pages : illustrations ; 25 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 9780471741879; 0471741876 .Subject(s): Project managementAdditional physical formats: Electronic version:.: Project management : a systems approach to planning, scheduling, and controlling.DDC classification: 658.404 Also available in electronic form.Item type | Current library | Call number | Copy number | Status | Date due | Barcode | Item holds |
---|---|---|---|---|---|---|---|
General Lending | MTU Bishopstown Library Lending | 658.404 (Browse shelf(Opens below)) | 1 | Available | 00106671 | ||
General Lending | MTU Bishopstown Library Lending | 658.404 (Browse shelf(Opens below)) | 1 | Available | 00106133 | ||
General Lending | MTU Bishopstown Library Lending | 658.404 (Browse shelf(Opens below)) | 1 | Available | 00106134 | ||
General Lending | MTU Bishopstown Library Lending | 658.404 (Browse shelf(Opens below)) | 1 | Available | 00106135 | ||
General Lending | MTU Bishopstown Library Lending | 658.404 (Browse shelf(Opens below)) | 1 | Available | 00106136 | ||
General Lending | MTU Bishopstown Library Lending | 658.404 (Browse shelf(Opens below)) | 1 | Available | 00106137 | ||
General Lending | MTU Bishopstown Library Lending | 658.404 (Browse shelf(Opens below)) | 1 | Available | 00122869 | ||
General Lending | MTU Bishopstown Library Lending | 658.404 (Browse shelf(Opens below)) | 1 | Available | 00113173 |
Browsing MTU Bishopstown Library shelves, Shelving location: Lending Close shelf browser (Hides shelf browser)
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.)
Based on the publications Pre-contract practice and Tenders and contracts for buildings.
Includes bibliographical references and indexes.
Overview -- Project management growth: Concepts and definitions -- Organizational structures -- Organizing and staffing the project office and team -- Management functions -- Management of your time and stress -- Conflicts -- Special topics -- The variables for success -- Working with executives -- Planning -- Network scheduling techniques -- Project graphics -- Pricing and estimating -- Cost control -- Trade-off analysis in a project environment -- Risk management -- Learning curves -- Contracts and procurement -- Quality management -- Modern developments in project management -- Critical chain project management -- The project office.
CIT Module INTR 8009 - Supplementary reading.
CIT Module MGMT 7023 - Core reading.
CIT Module MMED 6029 - Core reading.
Also available in electronic form.
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