CHAPTER 1 Projects in Contemporary Organizations 1.1 The Definition of a ""Project"" 1.2 Why Project Management? 1.3 The Project Life Cycle 1.4 The Structure of This Text
CHAPTER 2 Strategic Management and Project Selection 2.1 Project Management Maturity 2.2 Project Selection Criteria and Models 2.3 Types of Project Selection Models 2.4 Risk Considerations in Project Selection 2.5 The Project Portfolio Process (PPP) 2.6 Project Bids and RFPs (Requests for Proposals)
CHAPTER 3 The Project Manager 3.1 Project Management and the Project Manager 3.2 Special Demands on the Project Manager 3.3 Attributes of Effective Project Managers 3.4 Problems of Cultural Differences
CHAPTER 4 Managing Conflict and the Art of Negotiation 4.1 Conflict and the Project Life Cycle 4.2 The Nature of Negotiation 4.3 Partnering, Chartering, and Scope Change 4.4 Some Requirements and Principles of Negotiation
CHAPTER 5 The Project in the Organizational Structure 5.1 Projects in a Functional Organization 5.2 Projects in a Projectized Organization 5.3 Projects in a Matrixed Organization 5.4 Projects in Composite Organizational Structures 5.5 Selecting a Project Form 5.6 The Project Management Office (PMO) 5.7 The Project Team 5.8 Human Factors and the Project Team
CHAPTER 6 Project Activity and Risk Planning 6.1 Initial Project Coordination and the Project Charter 6.2 Starting the Project Plan: The WBS 6.3 Human Resources: The RACI Matrix and Agile Projects 6.4 Interface Coordination through Integration Management 6.5 Project Risk Management
CHAPTER 7 Budgeting: Estimating Costs and Risks 7.1 Estimating Project Budgets 7.2 Improving the Process of Cost Estimating 7.3 Risk Estimation
CHAPTER 8 Scheduling 8.1 Background 8.2 Network Techniques: PERT (ADM) and CPM (PDM) 8.3 Risk Analysis Using Simulation with Crystal Ball 8.4 Using These Tools
CHAPTER 9 Resource Allocation 9.1 Critical Path Method--Crashing a Project 9.2 The Resource Allocation Problem 9.3 Resource Loading 9.4 Resource Leveling 9.5 Constrained Resource Scheduling 9.6 Multiproject Scheduling and Resource Allocation 9.7 Goldratt's Critical Chain
CHAPTER 10 Monitoring and Information Systems 10.1 The Planning-Monitoring-Controlling Cycle 10.2 Information Needs and Reporting 10.3 Earned Value Analysis 10.4 Computerized PMIS (Project Management Information Systems)
CHAPTER 11 Project Control 11.1 The Fundamental Purposes of Control 11.2 Three Types of Control Processes 11.3 The Design of Control Systems 11.4 Control of Change and Scope Creep 11.5 Control: A Primary Function of Management
CHAPTER 12 Project Auditing 12.1 Purposes of Evaluation--Goals of the System 12.2 The Project Audit 12.3 The Project Audit Life Cycle 12.4 Some Essentials of an Audit/Evaluation
12.5 Measurement CHAPTER 13 Project Termination 13.1 The Varieties of Project Termination 13.2 When to Terminate a Project 13.3 The Termination Process 13.4 The Final Report--A Project History 13.5 Afterword Photo and Copyright Credits Name Index Subject Index
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