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    The Ama Handbook of Project Management

    • The Ama Handbook of Project Management

    • By: Paul C Dinsmore; Jeannette Cabanis-Brewin

    • Publisher: AMACOM

    • Pub. Date:

    • Print ISBN-10: 0-814-41542-3

    • Print ISBN-13: 978-0-814-41542-9

    • E-Book ISBN-13: 978-0-814-41544-3

    • Pages in Print Edition: 543

    • Subscriber Rating: 0 out of 5 rating0 [0 Ratings]

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    Overview

    Winner of the prestigious PMI David I Cleland Project Management Literature Award in 2007.

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    Top Level Categories:
    Business

    Sub-Categories:
    Business > Project Management

    Table of Contents

     

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    Copyright

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    FOREWORD

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    PREFACE

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    ACKNOWLEDGMENTS

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    ABOUT THE EDITORS

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    CHAPTER 1 What Is Project Management?: Project Management Concepts and Methodologies
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    PROJECTS: THE WORK

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    PROJECT MANAGEMENT: THE DISCIPLINE

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    PROJECT MANAGEMENT PROCESS: THE SUPERSTRUCTURE

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    REFERENCES

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

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    CHAPTER 2 Bodies of Knowledge and Competency Standards in Project Management
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    WHY A BODY OF KNOWLEDGE FOR PROJECT MANAGEMENT?

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    TOWARD A GLOBAL BODY OF KNOWLEDGE?

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    COMPETENCY STANDARDS

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    REFERENCES

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    CHAPTER 3 Project Management Process Groups: Project Management Knowledge in Action
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    PROJECT MANAGEMENT PROCESS GROUPS

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    REFERENCES

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    CHAPTER 4 Initiation Strategies for Managing Major Projects
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    PROJECT DEFINITION

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    EXTERNAL FACTORS, FINANCE, AND DURATION

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    IMPLEMENTATION

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    STRATEGIC ISSUES FOR ENTERPRISES WORKING ON PROJECTS

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    REFERENCES

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    CHAPTER 5 Comprehensive Planning for Complex Projects
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    ELEMENTS OF A PROJECT MANAGEMENT PLAN

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    DISCUSSION QUESTIONS

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    CHAPTER 6 Controlling Costs and Schedule: Systems That Really Work
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    DEVELOPING A PROJECT COST CONTROL SYSTEM

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    REFERENCES

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    CHAPTER 7 Project Management Integration in Practice
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    THE EVOLUTION OF THE INTEGRATION KNOWLEDGE AREA

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    CONCLUSION

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    REFERENCES

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    CHAPTER 8 Project Scope Management in Practice
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    THE VALUE OF SCOPE MANAGEMENT OUTPUTS

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    IDENTIFYING THE DIFFERENCE BETWEEN PRODUCT AND PROJECT SCOPE

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    HOW TO DEVELOP A SOUND SCOPE STATEMENT

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    DISCUSSION QUESTIONS

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    CHAPTER 9 Time Management in Practice
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    DEFINE ACTIVITIES

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    SEQUENCE ACTIVITIES

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    ESTIMATE ACTIVITY RESOURCES

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    ESTIMATE ACTIVITY DURATIONS

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    DEVELOP SCHEDULE

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    CONTROL SCHEDULE

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    REFERENCES

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    CHAPTER 10 Project Cost Management in Practice
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    ESTIMATE COST

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    CONTROLLING COST

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    CONCLUSION

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    REFERENCES

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    10A: Studies in Cost Management: Earned Value--An Integrated Project Management Approach
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    PROCESS OVERVIEW

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    CRITICAL DATA ELEMENTS OF EVM

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    PROCESS DESCRIPTION

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    REFERENCES

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    CHAPTER 11 Project Quality Management in Practice
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    QUALITY'S TIE TO PROJECT MANAGEMENT

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    DISCUSSION QUESTIONS

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    REFERENCES

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    11A: Studies in Project Quality Management: Achieving Business Excellence Using Baldrige, Business Process Management, Process Improvement and Project Management
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    USING BALDRIGE AS A FRAMEWORK

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    BUSINESS PROCESS MANAGEMENT AS A FOUNDATION

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    PROCESS IMPROVEMENT

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    CONCLUSION

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    REFERENCES

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    CHAPTER 12 Human Resource Management in Practice
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    PROJECT HUMAN RESOURCE MANAGEMENT PROCESSES

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    CONFLICT MANAGEMENT

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    ACKNOWLEDGMENT

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    REFERENCES

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    12A: Studies in Project Human Resource Management: Team Building and Interpersonal Skills
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    BENEFITS AND PITFALLS OF TEAMING

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    FIVE CLASSIC TEAM-BUILDING STAGES

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    THE TEN RULES OF TEAM BUILDING

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    PLANNING FOR AND IMPLEMENTING TEAMWORK

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    FAST TRACK TO TEAMING

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    FURTHER READING

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    12B: Studies in Project Human Resource Management: Leadership
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    MOTIVATIONAL FORCES IN PROJECT TEAM MANAGEMENT

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    THE POWER SPECTRUM IN PROJECT MANAGEMENT

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    RECOMMENDATIONS FOR EFFECTIVE PROJECT TEAM MANAGEMENT

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    CONCLUSION

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    REFERENCES

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    CHAPTER 13 Project Communications Management in Practice
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    THE VALUE OF COMMUNICATION MANAGEMENT OUTPUTS

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    IDENTIFY COMMUNICATION METHODS

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    IDENTIFY COMMON COMMUNICATION ISSUES

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    FURTHER READING

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    13A: Studies in Communications Management: Achieving Project Success Through Stakeholder Management
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    WHO DETERMINES PROJECT SUCCESS?

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    CONCLUSION

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    FURTHER READING

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    CHAPTER 14 Risk Management in Practice
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    PROCESS SUMMARY

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    OTHER ISSUES

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    REFERENCES

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    FURTHER READING

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    CHAPTER 15 Project Procurement Management in Practice
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    PROCUREMENT PROCESS AND PROJECT

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    SELECTION OF THE PROCUREMENT PROJECT MANAGEMENT TEAM

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    INCREASING OPPORTUNITIES FOR SUCCESS

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    SCENARIOS BASED ON "CLASS" OF PROCUREMENT

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    CONCLUSION

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    REFERENCES

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    15A: Studies in Procurement Management: Managing to Avoid Claims
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    THE PHASES OF PROJECT CONTRACTING

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    CLAIMS PREVENTION

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    DISCUSSION QUESTIONS

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    SECTION TWO: The Profession of Project Management
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    INTRODUCTION

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    CHAPTER 16 Preparing for the Project Management Professional Certification Exam
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    THE PMP CREDENTIAL PROCESS: AN OVERVIEW

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    PREPARING FOR THE EXAM

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    TAKING THE EXAM

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    KEEPING CERTIFICATION CURRENT

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    REFERENCES

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    FURTHER READING

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    CHAPTER 17 Competency and Careers in Project Management
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    WHAT DOES A PROJECT MANAGER DO?

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    IDENTIFYING AND ASSESSING COMPETENCY

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    COMPETENCY MODELS

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    PROJECT MANAGEMENT CAREER PATHS

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    REFERENCES

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    CHAPTER 18 Project Management Ethics: Responsibility, Values, and Ethics in Project Environments
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    TERMS AND CONCEPTS OF ETHICS AND ETHICAL DECISION MAKING VALUES, MORALS, AND ETHICS

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    ETHICAL CONSIDERATIONS IN PROJECT MANAGEMENT

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    MANAGING ETHICS IN PROJECT ENVIRONMENTS

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    REFERENCES

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    CHAPTER 19 Professionalization of Project Management: What Does It Mean for Practice?
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    DEFINITION OF A PROFESSION

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    THE PATH TO PROFESSIONALIZATION

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    IMPLICATIONS FOR PRACTITIONERS

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    REFERENCES

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    SECTION THREE: Organizational Issues in Project Management
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    INTRODUCTION

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    CHAPTER 20 Projects: The Engine of Strategy Execution
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    STRATEGY AND PROJECTS: A RESEARCH STUDY

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    THE STRATEGY & PROJECTS FRAMEWORK

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    FURTHER READING

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    CHAPTER 21 Project Management: A Strategic Asset?
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    WHAT IS STRATEGY?

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    BASIC PREMISE: COMPETITIVE CONVERGENCE AND COMPETITIVE ADVANTAGE

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    VRIO FRAMEWORK

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    AREAS OF CHALLENGE: HIDDEN SOURCES OF COMPETITIVE ADVANTAGE IN PROJECT MANAGEMENT

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    CONCLUSION

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    REFERENCES

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    CHAPTER 22 Enterprise Project Management: Elements and Deployment Issues
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    THE PROJECT MANAGEMENT MATURITY MODEL

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    ELEMENTS OF EPM

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    EPM SYSTEMS

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    DEPLOYING YOUR EPM SYSTEM

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    REFERENCES

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    CHAPTER 23 Project Portfolio Management: Principles and Best Practices
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    THREE ROLES--GOVERNANCE, MANAGEMENT, AND PROJECT PORTFOLIO MANAGEMENT

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    CHOOSING THE RIGHT PROJECT MIX

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    ENSURING THE CORRECT PROJECT SCOPE

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    EIGHT MANDATORY STEPS FOR EFFECTIVE PPM

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    MONITORING MULTIPROJECT EXECUTION

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    BEST MULTIPROJECT PRACTICES

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    CONCLUSIONS

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    REFERENCES

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    CHAPTER 24 Measuring the Value of Project Management: A Measurement System
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    PM VALUE INITIATIVE: PHASE ONE

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    PM VALUE INITIATIVE: PHASE TWO

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    LESSONS LEARNED

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    DISCUSSION QUESTIONS

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    FURTHER READING

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    CHAPTER 25 A Process of Organizational Change: From Bureaucracy to Project Management Orientation
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    AN ORGANIZATIONAL CHANGE MODEL

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    AN ORGANIZATIONAL EXAMPLE

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    DEVELOPING THE NEW PROJECT MANAGEMENT CULTURE

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    LESSONS LEARNED

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    REFERENCES

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    CHAPTER 26 Managing Multiple Projects: Balancing Time, Resources, and Objectives
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    WHAT IS MULTIPLE PROJECT MANAGEMENT?

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    ROLES AND RESPONSIBILITIES IN A MULTIPLE PROJECT ENVIRONMENT

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    PROJECT REPORTING AND MANAGERIAL DECISION MAKING IN A MULTIPLE PROJECT ENVIRONMENT

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    ACHIEVING SUCCESS IN A MULTIPLE PROJECT ENVIRONMENT

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    FURTHER READING

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    CHAPTER 27 The Project Office: Rationale and Implementation
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    WHY IMPLEMENT A PROJECT OFFICE?

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    THE CHALLENGES OF IMPLEMENTING A PMO

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    REFERENCES

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    SECTION FOUR: Issues and Ideas in Project Management Practice
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    INTRODUCTION

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    CHAPTER 28 Dealing with Power and Politics in Project Management
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    VIEWS OF POLITICS

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    ASSESSING THE POLITICAL ENVIRONMENT

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    POLITICAL PLAN

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    AUTHENTIC LEADERSHIP IN ACTION

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    REFERENCES

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    CHAPTER 29 Multiproject Constraint Management: The "Critical Chain" Approach
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    ORGANIZATIONAL EFFECTIVENESS IS RESOURCE EFFECTIVENESS

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    CONSTRAINT-SAVVY MULTIPROJECT AND RESOURCE MANAGEMENT

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    MULTIPROJECT AND RESOURCE MANAGEMENT--MANAGING THE PRESENT AND THE FUTURE

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    IT'S NOT HOW MUCH YOU START, IT'S HOW MUCH YOU FINISH

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    REFERENCES

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    FURTHER READING

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    CHAPTER 30 Communities of Practice and Project Management
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    COMMUNITIES OF PRACTICE: A SPACE AND PLACE FOR COLLABORATION

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    KNOWLEDGE MANAGEMENT

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    COPS AND PROJECT MANAGEMENT

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    SPECIFIC COP DESIGN AND MANAGEMENT TOOLS

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    REFERENCES

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    CHAPTER 31 Six Sigma and Project Management
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    THE QUALITY MOVEMENT

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    "WHAT IS A SIGMA AND WHY DO I NEED SIX OF THEM?"

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    SIX SIGMA AND PROJECT MANAGEMENT

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    DISCUSSION QUESTIONS

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    REFERENCES

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    CHAPTER 32 Cultural Challenges in Managing International Projects
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    FACTORS REQUIRING SPECIAL ATTENTION IN CROSS-CULTURAL SETTINGS

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    SOME GLOBAL CONSIDERATIONS

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    INTEGRATING TWO CULTURES

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    THE DEVELOPMENT OF A PROJECT CULTURE

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    PROJECT CULTURE THROUGH THE LIFE CYCLE OF THE PROJECT

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    FURTHER READING

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    CHAPTER 33 Social Media Tools: An Introduction to Their Role in Project Management
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    SOCIAL MEDIA AND PROJECT MANAGEMENT PRACTICE

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    A SOCIAL MEDIA PRIMER

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    THE PROJECT MANAGEMENT APPLICATIONS: TWO CASE STUDIES

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    DISCUSSION QUESTIONS

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    REFERENCES

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    SECTION FIVE: Industry Applications of Project Management Practice
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    INTRODUCTION

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    CHAPTER 34 Building Organizational Project Management Capability: Learning From Engineering and Construction
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    GOOD PRACTICE IN BUILDING PROJECT MANAGEMENT CAPABILITY: THE CONSTRUCTION AND ENGINEERING EXAMPLE

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    CASE STUDY: MULTIPLEX--THE WELL-BUILT AUSTRALIAN

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    TRANSFER AND ADOPTION

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    EMERGING DEVELOPMENTS

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    REFERENCES

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    CHAPTER 35 New Product Development: Issues for Project Management
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    REQUIREMENTS

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    PROJECT APPROACHES

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    STAGES AND PROGRESS

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    CUSTOMER INVOLVEMENT

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    PRODUCT JUSTIFICATION

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    PREPARING FOR SALES

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    REFERENCES

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    CHAPTER 36 Why IT Matters: Project Management for Information Technology
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    VISIBILITY OF IT PROJECT FAILURES

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    FORMAL IT PROJECT MANAGEMENT ROLES

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    FORMAL IT PROJECT MANAGEMENT METHODOLOGY

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    BEST PRACTICES

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    CHALLENGES FOR THE IT PROJECT MANAGER

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    REFERENCES

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    CHAPTER 37 Applying Project Management Tools and Techniques in the Ecosystem Restoration Industry
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    THE NATURE OF THE ECOSYSTEM RESTORATION INDUSTRY

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    SIX STEPS: THE ADAPTIVE MANAGEMENT LIFE CYCLE

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    CASE STUDY: MITIGATING THE ENVIRONMENTAL IMPACTS OF RESERVOIR EXPANSION

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    DISCUSSION QUESTIONS

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    REFERENCES

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    CHAPTER 38 Rescue Mission: Project Management in the Helping Professions
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    COMMUNITY DEVELOPMENT: "THE PROJECT HAS FAILED US"

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    NONPROFITS: THE BIG BUSINESS OF HELPING PEOPLE.

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    CONCLUSION

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    REFERENCES

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    ABOUT THE CONTRIBUTORS

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    INDEX
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    B

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    C

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    E

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    F

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    I

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    K

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    M

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    O

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    P

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    Q

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    S

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    V

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    Z