Details

Project Management


Project Management

A Systems Approach to Planning, Scheduling, and Controlling
13. Aufl.

von: Harold Kerzner

80,99 €

Verlag: Wiley
Format: PDF
Veröffentl.: 20.01.2022
ISBN/EAN: 9781119805397
Sprache: englisch
Anzahl Seiten: 880

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Beschreibungen

<b>PROJECT MANAGEMENT</b> <p><b>THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS</b> <p>In the newly revised 13th Edition of <i>Project Management: A Systems Approach to Planning, Scheduling, and Controlling</i>, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling “bible” of project management, this book aligns with the concepts and standards outlined in PMI’s latest <i>A Guide to the Project Management Body of Knowledge, (PMBOK<sup>®</sup> Guide)</i> and contains the detailed coverage of tools and methods used at all stages of a project. <p>New content added to this 13<sup>th</sup> Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book’s companion website. <ul><li>A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification</li> <li>Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions</li> <li>Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation</li> <li>In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management</li></ul> <p>Perfect for students and scholars of project management in business and engineering programs, <i>Project Management: A Systems Approach to Planning, Scheduling, and Controlling</i> will also earn a place in the libraries of anyone studying for the PMP<sup>®</sup> exam, as well as practicing project managers, project consultants, and trainers.
<p>Preface</p> <p><b>Chapter 1: Overview</b></p> <p>1.0 Introduction</p> <p>1.1 Understanding Project Management</p> <p>1.2 Defining Project Success</p> <p>1.3 Trade-Offs and Competing Constraints</p> <p>1.4 The Entry-Level Project Manager</p> <p>1.5 The Talent Triangle</p> <p>1.6 Technology-Based Projects</p> <p>1.7 The Project Manager–Line Manager Interface</p> <p>1.8 Defining the Project Manager’s Role</p> <p>1.9 Defining the Functional Manager’s Role</p> <p>1.10 Defining the Functional Employee’s Role</p> <p>1.11 Defining the Executive’s Role</p> <p>1.12 Working with Executives</p> <p>1.13 Committee Sponsorship/Governance</p> <p>1.14 The Project Manager as the Planning Agent</p> <p>1.15 Project Champions</p> <p>1.16 Project-Driven Versus Non–Project-Driven Organizations</p> <p>1.17 Marketing in the Project-Driven Organization</p> <p>1.18 Classification of Projects</p> <p>1.19 Location of the Project Manager</p> <p>1.20 Differing Views of Project Management</p> <p>1.21 Public-Sector Project Management</p> <p>1.22 International Project Management</p> <p>1.23 Concurrent Engineering: A Project Management Approach</p> <p>1.24 Added Value</p> <p>1.25 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: Williams Machine Tool Company</p> <p><b>Chapter 2: Project Management Growth: Concepts and Definitions</b></p> <p>2.0 Introduction</p> <p>2.1 The Evolution of Project Management: 1945–2021</p> <p>2.2 Resistance to Change</p> <p>2.3 Systems, Programs, and Projects: A Definition</p> <p>2.4 Projects versus Operations</p> <p>2.5 Product versus Project Management: A Definition</p> <p>2.6 Maturity and Excellence: A Definition</p> <p>2.7 Informal Project Management: A Definition</p> <p>2.8 The Many Faces of Success</p> <p>2.9 The Many Faces of Failure</p> <p>2.10 Causes of Project Failure</p> <p>2.11 Degrees of Success and Failure</p> <p>2.12 Project Health Checks</p> <p>2.13 The Stage-Gate Process</p> <p>2.14 Project Life Cycles</p> <p>2.15 Gate Review Meetings (Project Closure)</p> <p>2.16 Engagement Project Management</p> <p>2.17 Project Management Methodologies: A Definition</p> <p>2.18 From Enterprise Project Management Methodologies to Frameworks</p> <p>2.19 Growth of Strategic Project Management</p> <p>2.20 Business Models</p> <p>2.21 Methodologies Can Fail</p> <p>2.22 Lean Project Management</p> <p>2.23 Organizational Change Management and Corporate Cultures</p> <p>2.24 Benefits Harvesting and Cultural Change</p> <p>2.25 Agile and Adaptive Project Management Cultures</p> <p>2.26 Project Management Intellectual Property</p> <p>2.27 Systems Thinking</p> <p>2.28 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: Creating a Methodology</p> <p><b>Chapter 3: Organizational Structures</b></p> <p>3.0 Introduction</p> <p>3.1 Organizational Work Flow</p> <p>3.2 Traditional (Classical) Organization</p> <p>3.3 Pure Product (Projectized) Organization</p> <p>3.4 Matrix Organizational Form</p> <p>3.5 Modification of Matrix Structures</p> <p>3.6 The Strong, Weak, or Balanced Matrix</p> <p>3.7 Project Management Offices</p> <p>3.8 Selecting the Organizational Form</p> <p>3.9 Strategic Business Unit (SBU) Project Management</p> <p>3.10 Transitional Management</p> <p>3.11 Seven Fallacies That Delay Project Management Maturity</p> <p>3.12 Studying Tips for the PMI<sup>®</sup> Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p><b>Chapter 4: Organizing and Staffing the Project Office and Team</b></p> <p>4.0 Introduction</p> <p>4.1 The Staffing Environment</p> <p>4.2 Selecting the Project Manager: An Executive Decision</p> <p>4.3 Skill Requirements for Project and Program Managers</p> <p>4.4 Special Cases in Project Manager Selection</p> <p>4.5 Today’s Project Managers</p> <p>4.6 Duties and Job Descriptions</p> <p>4.7 The Organizational Staffing Process</p> <p>4.8 The Project Office</p> <p>4.9 The Functional Team</p> <p>4.10 The Project Organizational Chart</p> <p>4.11 Selecting the Project Management Implementation Team</p> <p>4.12 Mistakes Made by Inexperienced Project Managers</p> <p>4.13 Studying Tips for the PMI®Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p><b>Chapter 5: Management Functions</b></p> <p>5.0 Introduction</p> <p>5.1 Controlling</p> <p>5.2 Directing</p> <p>5.3 Project Authority</p> <p>5.4 Interpersonal Influences</p> <p>5.5 Barriers to Project Team Development</p> <p>5.6 Suggestions for Handling the Newly Formed Team</p> <p>5.7 Team Building as an Ongoing Process</p> <p>5.8 Leadership in a Project Environment</p> <p>5.9 Value-Based Project Leadership</p> <p>5.10 Transformational Project Management Leadership</p> <p>5.11 Organizational Impact</p> <p>5.12 Employee–Manager Problems</p> <p>5.13 General Management Pitfalls</p> <p>5.14 Time Management Pitfalls</p> <p>5.15 Management Policies and Procedures</p> <p>5.16 Human Behavior Education</p> <p>5.17 Studying Tips for the PMI® Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: The Trophy Project</p> <p>Case Study: McRoy Aerospace</p> <p>Case Study: The Poor Worker</p> <p>Case Study: The Prima Donna</p> <p>Case Study: The Reluctant Workers</p> <p>Case Study: Leadership Effectiveness (A)</p> <p>Case Study: Leadership Effectiveness (B)</p> <p><b>Chapter 6: Communications Management</b></p> <p>6.0 Introduction</p> <p>6.1 Modeling the Communications Environment</p> <p>6.2 The Project Manager as a Communicator</p> <p>6.3 Project Review Meetings</p> <p>6.4 Project Management Bottlenecks</p> <p>6.5 Active Listening</p> <p>6.6 Communication Traps</p> <p>6.7 Project Problem Solving</p> <p>6.8 Using Action Items</p> <p>6.9 Brainstorming</p> <p>6.10 Predicting the Outcome of a Decision</p> <p>6.11 Facilitation</p> <p>6.12 Studying Tips for the PMI® Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: Communication Failures</p> <p>Case Study: The Team Meeting</p> <p><b>Chapter 7: Conflicts</b></p> <p>7.0 Introduction</p> <p>7.1 The Conflict Environment</p> <p>7.2 Types of Conflicts</p> <p>7.3 Conflict Resolution</p> <p>7.4 The Management of Conflicts</p> <p>7.5 Conflict Resolution Modes</p> <p>7.6 Understanding Superior, Subordinate, and Functional Conflicts</p> <p>7.7 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Problems</p> <p>Case Study: Facilities Scheduling at Mayer Manufacturing</p> <p>Case Study: Telestar International</p> <p>Case Study: Handling Conflict in Project Management</p> <p><b>Chapter 8: Special Topics</b></p> <p>8.0 Introduction</p> <p>8.1 Performance Measurement</p> <p>8.2 Financial Compensation and Rewards</p> <p>8.3 Effective Project Management in the Small Business Organization</p> <p>8.4 Mega Projects</p> <p>8.5 Morality, Ethics, and the Corporate Culture</p> <p>8.6 Professional Responsibilities</p> <p>8.7 Internal and External Partnerships</p> <p>8.8 Training and Education</p> <p>8.9 Integrated Product/Project Teams</p> <p>8.10 Virtual Project Teams</p> <p>8.11 Managing Innovation Projects</p> <p>8.12 Agile Project Management</p> <p>8.13 Artificial Intelligence</p> <p>8.14 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: Is It Fraud?</p> <p><b>Chapter 9: The Variables for Success</b></p> <p>9.0 Introduction</p> <p>9.1 Predicting Project Success</p> <p>9.2 Project Management Effectiveness</p> <p>9.3 Expectations</p> <p>9.4 Lessons Learned</p> <p>9.5 Understanding Best Practices</p> <p>9.6 Downside Risks of Best Practices</p> <p>9.7 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: Radiance International</p> <p><b>Chapter 10: Working with Executives</b></p> <p>10.0 Introduction</p> <p>10.1 The Project Sponsor</p> <p>10.2 Handling Disagreements with the Sponsor</p> <p>10.3 The Collective Belief</p> <p>10.4 The Exit Champion</p> <p>10.5 The In-House Representatives</p> <p>10.6 Stakeholder Relations Management</p> <p>10.7 Project Portfolio Management</p> <p>10.8 Politics</p> <p>10.9 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: The Prioritization of Projects</p> <p>Case Study: The Irresponsible Sponsors</p> <p>Case Study: Selling Executives on Project Management</p> <p><b>Chapter 11: Planning</b></p> <p>11.0 Introduction</p> <p>11.1 Business Case</p> <p>11.2 Validating the Assumptions</p> <p>11.3 Validating the Objectives</p> <p>11.4 General Planning</p> <p>11.5 Life-Cycle Phases</p> <p>11.6 Life-Cycle Milestones</p> <p>11.7 Kickoff Meetings</p> <p>11.8 Understanding Participants’ Roles</p> <p>11.9 Establishing Project Objectives</p> <p>11.10 The Statement of Work</p> <p>11.11 Project Specifications</p> <p>11.12 Data Item Milestone Schedules</p> <p>11.13 Work Breakdown Structure</p> <p>11.14 WBS Decomposition Problems</p> <p>11.15 Work Breakdown Structure Dictionary</p> <p>11.16 Project Selection</p> <p>11.17 Role of the Executive in Planning</p> <p>11.18 Management Cost and Control System</p> <p>11.19 Work Planning Authorization</p> <p>11.20 Why Do Plans Fail?</p> <p>11.21 Stopping Projects</p> <p>11.22 Handling Project Phaseouts and Transfers</p> <p>11.23 Detailed Schedules and Charts</p> <p>11.24 Master Production Scheduling</p> <p>11.25 Project Plan</p> <p>11.26 The Project Charter</p> <p>11.27 Project Baselines</p> <p>11.28 Verification and Validation</p> <p>11.29 Management Control</p> <p>11.30 Configuration Management</p> <p>11.31 Enterprise Project Management Methodologies</p> <p>11.32 Project Audits</p> <p>11.33 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p><b>Chapter 12: Network Scheduling Techniques</b></p> <p>12.0 Introduction</p> <p>12.1 Network Fundamentals</p> <p>12.2 Graphical Evaluation and Review Technique (GERT)</p> <p>12.3 Dependencies</p> <p>12.4 Slack Time</p> <p>12.5 Network Replanning</p> <p>12.6 Estimating Activity Time</p> <p>12.7 Estimating Total Project Time</p> <p>12.8 Total Pert/CPM Planning</p> <p>12.9 Crash Times</p> <p>12.10 PERT/CPM Problem Areas</p> <p>12.11 Alternative PERT/CPM Models</p> <p>12.12 Precedence Networks</p> <p>12.13 Lag</p> <p>12.14 Scheduling Problems</p> <p>12.15 The Myths of Schedule Compression</p> <p>12.16 Project Management Software</p> <p>12.17 Studying Tips for the PMI<sup>®</sup> Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: The Invisible Sponsor</p> <p><b>Chapter 13: Pricing and Estimating</b></p> <p>13.0 Introduction</p> <p>13.1 Global Pricing Strategies</p> <p>13.2 Types of Estimates</p> <p>13.3 Pricing Process</p> <p>13.4 Organizational Input Requirements</p> <p>13.5 Labor Distributions</p> <p>13.6 Overhead Rates</p> <p>13.7 Materials/Support Costs</p> <p>13.8 Pricing out the Work</p> <p>13.9 Smoothing Out Department Man-Hours</p> <p>13.10 The Pricing Review Procedure</p> <p>13.11 Systems Pricing</p> <p>13.12 Developing the Supporting/Backup Costs</p> <p>13.13 The Low-Bidder Dilemma</p> <p>13.14 Special Problems</p> <p>13.15 Estimating Pitfalls</p> <p>13.16 Estimating High-Risk Projects</p> <p>13.17 Project Risks</p> <p>13.18 The Disaster of Applying the 10 Percent Solution to Project Estimates</p> <p>13.19 Life-Cycle Costing (LCC)</p> <p>13.20 Logistics Support</p> <p>13.21 Economic Project Selection Criteria: Capital Budgeting</p> <p>13.22 Payback Period</p> <p>13.23 The Time Value of Money and Discounted Cash Flow (DCF)</p> <p>13.24 Net Present Value (NPV)</p> <p>13.25 Internal Rate of Return (IRR)</p> <p>13.26 Comparing IRR, NPV, and Payback</p> <p>13.27 Risk Analysis</p> <p>13.28 Capital Rationing</p> <p>13.29 Project Financing</p> <p>13.30 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: The Estimating Problem</p> <p><b>Chapter 14: Cost Control</b></p> <p>14.0 Introduction</p> <p>14.1 Understanding Control</p> <p>14.2 The Operating Cycle</p> <p>14.3 Cost Account Codes</p> <p>14.4 Budgets</p> <p>14.5 The Earned Value Measurement System (EVMS)</p> <p>14.6 Variance and Earned Value</p> <p>14.7 The Cost Baseline</p> <p>14.8 Justifying the Costs</p> <p>14.9 The Cost Overrun Dilemma</p> <p>14.10 Recording Material Costs Using Earned Value Measurement</p> <p>14.11 Material Variances: Price and Usage</p> <p>14.12 Summary Variances</p> <p>14.13 Status Reporting</p> <p>14.14 Cost Control Problems</p> <p>14.15 Studying Tips for the PMI<sup>®</sup> Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: The Bathtub Period</p> <p>Case Study: Franklin Electronics</p> <p><b>Chapter 15: Metrics</b></p> <p>15.0 Introduction</p> <p>15.1 Project Management Information Systems</p> <p>15.2 Enterprise Resource Planning</p> <p>15.3 Project Metrics</p> <p>15.4 Key Performance Indicators (KPIs)</p> <p>15.5 Growth of New Metrics and KPIs</p> <p>15.6 Value-Based Metrics</p> <p>15.7 Strategic Metrics</p> <p>15.8 Metrics for Measuring Intangible Assets</p> <p>15.9 Dashboards and Scorecards</p> <p>15.10 Metrics Feedback</p> <p>15.11 Metrics and Customer Relations Management</p> <p>15.12 Business Intelligence</p> <p>15.13 Studying Tips for the PMI®Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p><b>Chapter 16: Trade-off Analysis in a Project Environment</b></p> <p>16.0 Introduction</p> <p>16.1 Methodology for Trade-Off Analysis</p> <p>16.2 Contracts: Their Influence on Projects</p> <p>16.3 Industry Trade-Off Preferences</p> <p>16.4 Project Manager’s Control of Trade-Offs</p> <p>16.5 Studying Tips for the PMI<sup>® </sup>Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p><b>Chapter 17: Risk Management</b></p> <p>17.0 Introduction</p> <p>17.1 Definition of Risk</p> <p>17.2 Tolerance for Risk</p> <p>17.3 Definition of Risk Management</p> <p>17.4 Certainty, Risk, and Uncertainty</p> <p>17.5 Risk Management Process</p> <p>17.6 Plan Risk Management</p> <p>17.7 Risk Identification</p> <p>17.8 Risk Analysis</p> <p>17.9 Qualitative Risk Analysis</p> <p>17.10 Quantitative Risk Analysis</p> <p>17.11 Plan Risk Response</p> <p>17.12 Monitor and Control Risks</p> <p>17.13 Some Implementation Considerations</p> <p>17.14 The Use of Lessons Learned</p> <p>17.15 Dependencies between Risks</p> <p>17.16 The Impact of Risk Handling Measures</p> <p>17.17 Risk and Concurrent Engineering</p> <p>17.18 Studying Tips for the PMI® Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: Teloxy Engineering (A)</p> <p>Case Study: Teloxy Engineering (B)</p> <p>Case Study: The Risk Management Department</p> <p><b>Chapter 18: Learning Curves</b></p> <p>18.0 Introduction</p> <p>18.1 General Theory</p> <p>18.2 The Learning Curve Concept</p> <p>18.3 Graphic Representation</p> <p>18.4 Key Words Associated with Learning Curves</p> <p>18.5 The Cumulative Average Curve</p> <p>18.6 Sources of Experience</p> <p>18.7 Developing Slope Measures</p> <p>18.8 Unit Costs and Use of Midpoints</p> <p>18.9 Selection of Learning Curves</p> <p>18.10 Follow-on Orders</p> <p>18.11 Manufacturing Breaks</p> <p>18.12 Learning Curve Limitations</p> <p>18.13 Competitive Weapon</p> <p>18.14 Studying Tips for the PMI® Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p><b>Chapter 19: Contract Management</b></p> <p>19.0 Introduction</p> <p>19.1 Procurement</p> <p>19.2 Plan Procurements</p> <p>19.3 Conducting the Procurements</p> <p>19.4 Conduct Procurements: Request Seller Responses</p> <p>19.5 Conduct Procurements: Select Sellers</p> <p>19.6 Types of Contracts</p> <p>19.7 Incentive Contracts</p> <p>19.8 Contract Type versus Risk</p> <p>19.9 Contract Administration</p> <p>19.10 Contract Closure</p> <p>19.11 Using a Checklist</p> <p>19.12 Proposal-Contractual Interaction</p> <p>19.13 Studying Tips for the PMI® Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p>Case Study: To Bid or Not to Bid</p> <p>Case Study: The Management Reserve</p> <p><b>Chapter 20: Quality Management</b></p> <p>20.0 Introduction</p> <p>20.1 Definition of Quality</p> <p>20.2 The Quality Movement</p> <p>20.3 Quality Management Concepts</p> <p>20.4 The Cost of Quality</p> <p>20.5 The Seven Quality Control Tools</p> <p>20.6 Acceptance Sampling</p> <p>20.7 Implementing Six Sigma</p> <p>20.8 Quality Leadership</p> <p>20.9 Responsibility for Quality</p> <p>20.10 Quality Circles</p> <p>20.11 Total Quality Management (TQM)</p> <p>20.12 Studying Tips for the PMI®Project Management Certification Exam</p> <p>Answers</p> <p>Problems</p> <p><b>Chapter 21: Modern Developments in Project Management</b></p> <p>21.0 Introduction</p> <p>21.1 The Project Management Maturity Model (PMMM)</p> <p>21.2 Developing Effective Procedural Documentation</p> <p>21.3 Project Management Methodologies</p> <p>21.4 Continuous Improvement</p> <p>21.5 Capacity Planning</p> <p>21.6 Competency Models</p> <p>21.7 Managing Multiple Projects</p> <p>21.8 The Business of Scope Changes</p> <p>21.9 End-of-Phase Review Meetings</p> <p>Case Study: Honicker Corporation</p> <p>Case Study: Kemko Manufacturing</p> <p>Appendix A: Solution to Leadership Exercise</p> <p>Appendix B: Solutions to the Project Management Conflict Exercise</p> <p>Appendix C: Dorale Products Case Studies</p> <p>Appendix D: Solutions to the Dorale Products Case Studies</p> <p>Appendix E: Alignment of the PMBOK® Guide, 6e to the Text</p> <p>Appendix F: Alignment of the PMBOK® Guide, 7e to the Text</p> <p>Index</p>
<p><b>Harold Kerzner,</b> is Senior Executive Director for Project Management for the International Institute for Learning (IIL). He taught project management at Baldwin-Wallace University for 38 years, and he has published over 60 textbooks on project management. His success and impact on the industry led IIL and the Project Management Institute (PMI) to establish the Kerzner International Project Manager of the Year Award as well as the annual Dr. Harold Kerzner Scholarship fund.</p>
<p><b>THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS</b></p> <p>In the newly revised 13th Edition of <i>Project Management: A Systems Approach to Planning, Scheduling, and Controlling</i>, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling “bible” of project management, this book aligns with the concepts and standards outlined in PMI’s latest <i>A Guide to the Project Management Body of Knowledge, (PMBOK<sup>®</sup> Guide)</i> and contains the detailed coverage of tools and methods used at all stages of a project. <p>New content added to this 13<sup>th</sup> Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book’s companion website. <ul><li>A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification</li> <li>Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions</li> <li>Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation</li> <li>In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management</li></ul> <p>Perfect for students and scholars of project management in business and engineering programs, <i>Project Management: A Systems Approach to Planning, Scheduling, and Controlling</i> will also earn a place in the libraries of anyone studying for the PMP<sup>®</sup> exam, as well as practicing project managers, project consultants, and trainers.

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