McGrawhill eBook Library

Discover How to Dramatically Improve the Processes of Project-Based Management in Any Organization!

One of the most influential books ever written on the development of project management, The Handbook of Project-Based Management has been completely revised for a new generation of students and practitioners. The Third Edition now features a major change in focus from delivering corporate objectives to achieving strategic change, including embedding corporate change after a project is completed.

Filled with over 150 illustrations, The Third Edition of The Handbook of Project-Based Management contains:

• A rigorous guide to project management practice for the twenty-first century
• Complete tools for managing project performance and process
• New to this edition: new focus on achieving strategic change; new information on the project life cycle; new applications to different industries; new material on strategic design, stakeholders, and organizational capability; shift in emphasis from administrative procedures to governance

Inside this Cutting-Edge Guide to Twenty-First Century Project Management

• The Context of Projects: • Projects for Delivering Beneficial Change • Project Success and Strategy • The People Involved• Managing Performance: • Scope • Project Organization • Quality • Cost • Time • Risk• Managing the Process: • Project Process • Project Start-Up • Project Execution and Control • Project Close-Out• Governance of Project-Based Management: • Project Governance • Program and Portfolio Management • Developing Organizational Capability • Governance of the Project-Based Organization • International Projects

• Contents

• Preface

• Acknowledgments

• Chapter 1: Leading Change through Projects
• 1.1 Projects and their Management
• 1.2 The Process Approach
• 1.3 The Management of Projects and this Book
• 1.4 Images of Projects
• Summary
• References

• Part 1: Managing the Context
• Chapter 2: Projects for Delivering Beneficial Change
• Chapter 3: Project Success and Strategy
• Chapter 4: The People Involved

• Part 2: Managing Performance
• Chapter 5: Managing Scope
• Chapter 6: Managing Project Organization
• Chapter 7: Managing Quality
• Chapter 8: Managing Cost
• Chapter 9: Managing Time
• Chapter 10: Managing Risk

• Part 3: Managing the Process
• Chapter 11: The Project Process
• Chapter 12: Project Start-Up
• Chapter 13: Project Execution and Control
• Chapter 14: Project Close Out

• Part 4: Governance of Project-Based Management
• Chapter 15: Project Governance
• Chapter 16: Program and Portfolio Management
• Chapter 17: Developing Organizational Capability
• Chapter 18: Governance of the Project-Based Organization
• Chapter 19: International Projects
• Chapter 20: Epilogue

• Appendix A: Project Definition Report for the CRMO Rationalization Project

• Appendix B: Project Control Documents for the CRMO Rationalization Project

• Subject Index
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W

• Author and Source Index
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W
• Y

• Project Index