| About the authors |
Lewis R. Ireland is president of the American Society for the Advancement of Project Management. He is a Fellow of the Project Management Institute and has received the Institute?s Distinguished Contribution Award and Person of the Year Award. He has more than three decades of management experience and is active in advancing the project management discipline.
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| Table of contents |
PREFACE ACKNOWLEDGMENTS INTRODUCTION Part 1: Introduction Chapter 1: The Evolution of Project Management Chapter 2: Why Project Management? Chapter 3: The Project Management Process Part 2: The Strategic Context of Projects Chapter 4: When to Use Project Management Chapter 5: The Strategic Context of Projects Chapter 6: The Board of Directors and Major Projects Chapter 7: Project Stakeholder Management Chapter 8: Strategic Issues in Project Management Part 3: Organizational Design for Project Management Chapter 9: Organizing for Project Management Chapter 10: Project Portfolio Management Chapter 11: Project Authority Chapter 12: Project Management Maturity Part 4: Project Operations Chapter 13: Project Planning Chapter 14: Project Management Information System Chapter 15: Project Monitoring. Evaluation, and Control Chapter 16: The Project Earned Value Management System Chapter 17: Project Termination Part 5: Interpersonal Dynamics in the Management of Projects Chapter 18: Project Leadership Chapter 19: Project Communications Chapter 20: Successful Project Teams Part 6: The Cultural Elements Chapter 21: Continuous Improvement Through Projects Chapter 22: Cultural Considerations in Project Management Part 7: New Prospects Chapter 23: Alternative Project Teams INDEX |


