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The AMA Handbook of Project Management

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Description

Paul C. Dinsmore and Jeannette Cabanis-Brewin, editors

A comprehensive reference, thoroughly updated with all new material, The AMA Handbook of Project Management presents the critical concepts and theories that all project managers must master. Containing definitive models, advice, and in-depth solutions to specific project management dilemmas, the book provides valuable insight and the latest techniques on how to:

establish project goals
implement planning on both the strategic and operational levels
design dependable, but flexible, organizational structures
manage the project life cycle and meet objectives
budget the project
handle the transition from project idea to project reality.

Packed with case studies to ensure thorough comprehension of key principles, this second edition reflects the most recent changes to the Project Management Body of Knowledge, and contains new material on subjects including project management as a profession, portfolio management, program management, team development, and much more. This guide is a vital resource for everyone involved in project tasks.

Contents

Foreword, David I. Cleland, Ph.D.

Preface, Paul C. Dinsmore, PMP, and Jeannette Cabanis-Brewin

Acknowledgments

About the Editors

What Is Project Management?

Chapter 1 What Is Project Management? Project Management Concepts and Methodologies, Francis M. Webster, Jr. PhD, and Joan Knutson

SECTION ONE: The Project Management Body of Knowledge: Comprehension and Practice

Chapter 2 Bodies of Knowledge and Competency Standards in Project Management, Alan M. Stretton
Chapter 3 Project Management Process Groups: Project Management Knowledge in Action, Geree Streun, PMP, CSQE
Chapter 4 Initiation Strategies for Managing Major Projects, Peter W. G. Morris
Chapter 5 Comprehensive Planning for Complex Projects, David L. Pells
Chapter 6 Controlling Costs and Schedule: Systems That Really Work, Ralph D. Ellis, Jr.
Chapter 7 Project Management Integration in Practice, Geree Streun, PMP, CSQE
Chapter 8 Project Scope Management in Practice, Renee Mepyans-Robinson
Chapter 9 Time Management in Practice, Valis Houston, PMP
Chapter 10 Project Cost Management in Practice, Muhamed Abdomerovic, PMP
10a Studies in Cost Management: Earned Value - An Integrated Project Management Approach, Lee R. Lambert, PMP
Chapter 11 Project Quality Management in Practice, Geree Streun, PMP, CSQE
11A Studies in Project Quality Managment: Achieving Business Excellence Using Baldrige, Business Process Management, Six Sigma, and Project Management, Alan Mendelssohn and Michael Howell
Chapter 12 Human Resource Management in Practice, Lee Towe, PMP
12a Studies in Project Human Resource Management: Interpersonal Skills, Paul C. Dinsmore, PMP
12b Studies in Project Human Resource Management: Leadership, Hans J. Thamhain, PHD, PMP
Chapter 13 Project Communications Management in Practice, Renee Mepyans-Robinson
13a Studies in Communications Management: Achieving Project Success Through Team Building and Stakeholder Management, John Tuman, Jr., P.ENG
Chapter 14 Risk Management in Practice, David Hillson, PHD, PMP, FAPM, fIRM
Chapter 15 Project Procurement Management in Practice, Judith A. Edwards, PHD, PMP
15a Studies in Procurement Management: Managing to Avoid Claims, Irving M. Fogel
Chapter 16 Preparing for the Project Management Professional Certification Exam, Theodore BocCuzzi, PMP

SECTION TWO: The Profession of Project Management

Chapter 17 Project Management Ethics: Responsibility, Values, and Ethics in Project Environments
Thomas Mengel, PhD, PMP
Chapter 18 Professionalization of Project Management: What Does It Mean for Practice?, Bill Zwerman and Janice Thomas, PhD
Chapter 19 Competency and Careers in Project Management, J. Kent Crawford, PMP, and Jeannette Cabanis-Brewin

SECTION THREE: Organizational Issues in Project Management

Chapter 20 Project Management: A Strategic Asset?, Kam Jugdev, PhD, PMP
Chapter 21 Enterprise Project Management: Elements and Deployment Issues, Chris Vandersluis
Chapter 22 Project Portfolio Management: Principles and Best Practices, Gerald I. Kendall, PMP
Chapter 23 Measuring the Value of Project Management, James S. Pennypacker
Chapter 24 The Project Office: Rationale and Implementation, J. Kent Crawford, PMP
Chapter 25 A Process of Organizational Change: From Bureaucracy to Project Management Orientation, Robert J. Graham, PhD, PMP
Chapter 26 Managing Multiple Projects: Balancing Time, Resources, and Objectives, Lowell Dye, PMP

SECTION FOUR: Issues and Ideas in Project Management Practice

Chapter 27 Dealing With Power and Politics in Project Management, Randall I. Englund
Chapter 28 Multi-Project Constraint Management: The "Critical Chain" Approach, Frank Patrick
Chapter 29 Communities of Practice and Project Management, Connie deLisle, PHD, and Kim Rowe, P.ENG
Chapter 30 A Project Management Strategy for Six Sigma Projects, Antonio C.A. Maximiano and Alonso Mazini Soler
Chapter 31 Cultural Challenges in Managing International Projects, Paul C. Dinsmore, PMP, and Manuel M. Benitez Codas

SECTION FIVE: Industry Applications of Project Management Practice

Chapter 32 Building Organizational Project Management Capability: Learning From Engineering and Construction, Christopher Sauer, FIM
Chapter 33 New Product Development: Issues for Project Management, Dennis M. Smith
Chapter 34 Why IT Matters: Project Management for Information Technology, Karen R.J. White, PMP
Chapter 35 Project Management for Software Engineering, Lois Zells
Chapter 36 R&D Project Management: Adapting to Technological Risk and Uncertainty, Lee R. Lambert, PMP
Chapter 37 Applying Project Management Tools and Techniques in the Ecosystem Restoration Industry, Stan Veraart, PMP, and Donald Ross