Project Management for Business Professionals: A Comprehensive Guide

Pirmais vāks
Joan Knutson
John Wiley & Sons, 2002. gada 28. febr. - 624 lappuses
No longer restricted to the engineering industry, project management has at long last crossed over to mainstream business. Project Management for Business Professionals is the definitive reference on the essentials of contemporary project management.

Featured here are some of the foremost practitioners and researchers from academia, consulting, and private industry, sharing their various areas of project management expertise and providing a wide range of perspectives on everything from risk management to resource planning to ethics management.

Focusing on both the technical and human sides of the field, this unique resource follows the main points of the "project management body of knowledge"-the certification standard of the Project Management Institute. The experts address the procedures and processes for planning and managing projects and explore project team/group dynamics, examining the interpersonal relations and the political and organizational considerations that can impact a project.

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PART I The Technical Track
PART II The Human Dimensions Track

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Populāri fragmenti

420. lappuse - God, grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference.
221. lappuse - I let it lie, fallow perchance, for a man is rich in proportion to the number of things which he can afford to let alone.
560. lappuse - The effective team builder is usually a social architect who understands the interaction of organizational and behavioral variables and can foster a climate of active participation and minimal dysfunctional conflict. This requires carefully developed skills in leadership, administration, organization, and technical expertise.
53. lappuse - A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component.
214. lappuse - When I use a word,' Humpty-Dumpty said, in a rather scornful tone, 'it means just what I choose it to mean — neither more nor less.
227. lappuse - What of architectural beauty I now see, I know has gradually grown from within outward, out of the necessities and character of the indweller, who is the only builder. -out of some unconscious truthfulness, and nobleness, without ever a thought for the appearance...
215. lappuse - We ought to give the whole of our attention to the most insignificant and most easily mastered facts, and remain a long time in contemplation of them until tee are accustomed to behold the truth clearly and distinctly. We have now indicated the two operations of our understanding, intuition and deduction, on which alone we have said we must rely in the acquisition of knowledge. Let us therefore in this and in the following proposition proceed to explain...
48. lappuse - A subset of project management that includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
10. lappuse - The nine knowledge areas are: • project integration management • project scope management • project time management • project cost management • project quality management • project human resource management • project communications management • project risk management • project procurement management These areas represent the skills and practices that the project manager should gather (Figure 7.23).

Par autoru (2002)

JOAN KNUTSON is President of PMSI-Project Mentors, a part of the Provant solution. Knutson has been a platform trainer and currently spends much of her time writing, speaking at conferences and in-company symposia, and working with management to assist in implementing project management within their enterprises. She has developed courseware and computer-based training products that address the tools, techniques, processes, and human dimensions of project management. She is also the editor of the "Executive's Notebook" column in the PM Network magazine published by the Project Management Institute and has published five books, including Succeeding in Project-Driven Organizations, to be published by Wiley in 2001, and Project Management: How to Plan and Manage Successful Projects.

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