|
Showing 1 - 4 of
4 matches in All Departments
Thousands of project management–related books have been written.
Why is Optimizing Project Work, Management, and Delivery different?
This book represents the authors’ experiences gained from looking
at the problem of project management for 50 years and wondering why
projects cannot be more successful. Experience from various
management models and techniques has helped but still does not fit
reality or provide accurate forecasts. Industry surveys have
compiled the root causes of project failure, and yet they persist.
Is there no answer to this problem? As the book explains, the
management solution is not in the models or the theory but is found
in how they are mapped against the actual target project
characteristics. This is the book’s unique strength. There are
major coverage gaps in current project management models that also
need to be recognized. All of the existing models are correct in
some ways, and yet each is also wrong. The book starts by reviewing
popular models and related topics that help construct the building
blocks of an integrated model structure, which is at the core of
this book. The integrated model described here is meant to be a
decision-oriented view related to the project life cycle rather
than a cookbook of success steps. Project management is too complex
for a cookbook approach. This text helps managers find that right
path.
Thousands of project management–related books have been written.
Why is Optimizing Project Work, Management, and Delivery different?
This book represents the authors’ experiences gained from looking
at the problem of project management for 50 years and wondering why
projects cannot be more successful. Experience from various
management models and techniques has helped but still does not fit
reality or provide accurate forecasts. Industry surveys have
compiled the root causes of project failure, and yet they persist.
Is there no answer to this problem? As the book explains, the
management solution is not in the models or the theory but is found
in how they are mapped against the actual target project
characteristics. This is the book’s unique strength. There are
major coverage gaps in current project management models that also
need to be recognized. All of the existing models are correct in
some ways, and yet each is also wrong. The book starts by reviewing
popular models and related topics that help construct the building
blocks of an integrated model structure, which is at the core of
this book. The integrated model described here is meant to be a
decision-oriented view related to the project life cycle rather
than a cookbook of success steps. Project management is too complex
for a cookbook approach. This text helps managers find that right
path.
Project Management: Theory and Practice, Third Edition gives
students a broad and real flavor of project management. Bringing
project management to life, it avoids being too sterilely academic
and too narrowly focused on a particular industry view. It takes a
model-based approach towards project management commonly used in
all industries. The textbook aligns with the latest version of the
Project Management Institute's Project Management Body of Knowledge
(PMBOK (R)) Guide, which is considered to be the de facto standard
for project management. However, it avoids that standard's verbiage
and presents students with readable and understandable
explanations. Core chapters align with the Project Management
Institute's model as well as explain how this model fits real-world
projects. The textbook can be used as companion to the standard
technical model and help those studying for various project
management certifications. The textbook takes an in-depth look at
the following areas important to the standard model: Work Breakdown
Structures (WBS) Earned Value Management (EVM) Enterprise project
management Portfolio management (PPM) Professional responsibility
and ethics Agile life cycle The text begins with a background
section (Chapters 1-9) containing material outside of the standard
model structure but necessary to prepare students for the 10
standard model knowledge areas covered in the chapters that follow.
The text is rounded out by eight concluding chapters that explain
advanced planning approaches models and projects' external
environments. Recognizing that project management is an evolving
field, the textbook includes section written by industry experts
who share their insight and expertise on cutting-edge topics. It
prepares students for upcoming trends and changes in project
management while providing an overview of the project management
environment today. In addition to guiding students through current
models and standards, Project Management: Theory and Practice,
Third Edition prepares students for the future by stimulating their
thinking beyond the accepted pragmatic view.
Project Management: Theory and Practice, Third Edition gives
students a broad and real flavor of project management. Bringing
project management to life, it avoids being too sterilely academic
and too narrowly focused on a particular industry view. It takes a
model-based approach towards project management commonly used in
all industries. The textbook aligns with the latest version of the
Project Management Institute's Project Management Body of Knowledge
(PMBOK (R)) Guide, which is considered to be the de facto standard
for project management. However, it avoids that standard's verbiage
and presents students with readable and understandable
explanations. Core chapters align with the Project Management
Institute's model as well as explain how this model fits real-world
projects. The textbook can be used as companion to the standard
technical model and help those studying for various project
management certifications. The textbook takes an in-depth look at
the following areas important to the standard model: Work Breakdown
Structures (WBS) Earned Value Management (EVM) Enterprise project
management Portfolio management (PPM) Professional responsibility
and ethics Agile life cycle The text begins with a background
section (Chapters 1-9) containing material outside of the standard
model structure but necessary to prepare students for the 10
standard model knowledge areas covered in the chapters that follow.
The text is rounded out by eight concluding chapters that explain
advanced planning approaches models and projects' external
environments. Recognizing that project management is an evolving
field, the textbook includes section written by industry experts
who share their insight and expertise on cutting-edge topics. It
prepares students for upcoming trends and changes in project
management while providing an overview of the project management
environment today. In addition to guiding students through current
models and standards, Project Management: Theory and Practice,
Third Edition prepares students for the future by stimulating their
thinking beyond the accepted pragmatic view.
|
|