Synopses & Reviews
A comprehensive guide to project management and its interaction with other management systems and strategies
The Wiley Guides to the Management of Projects address critical, need-to-know information that will enable professionals to successfully manage projects in most businesses and help students learn the best practices of the industry. They contain not only well-known and widely used basic project management practices but also the newest and most cutting-edge concepts in the broader theory and practice of managing projects.
This first book in the series, The Wiley Guide to Project, Program & Portfolio Management, is based on the "meta" level of management, which, simply stated, asserts that project management must be integrated throughout an organization in order to achieve its full potential to enhance the bottom line. This book will show you how to fully understand and exploit the strategic management of projects, portfolios, and program management and their linkage with context and strategy in other concepts and processes, such as quality management, concurrent engineering, just-in-time delivery, systems management and engineering, teams, and statistical quality control.
Featuring contributions from experts all around the world, this invaluable resource book offers authoritative project management applications for industry, service businesses, and government agencies.
Complete your understanding of project management with these other books in The Wiley Guides to the Management of Projects series:
The Wiley Guide to Project Control
The Wiley Guide to Project Organization & Project Management Competencies
The Wiley Guide to Project Technology, Supply Chain & Procurement Management
Synopsis
Much of project management writing addresses only the basics of time, cost, and scope management (or people and organizational issues) and fails to address the day-to-day nuances that become so important in practice.The reality is that there is far more than this to managing projects successfully. The Wiley Guides to Project Management contain not only well-known and wisely used basic project management practices but also new, cutting-edge concepts in the broader theory and practice of managing projects.The series will consist of edited guides, each devoted to a sub-topic area under the umbrella of Project Management. The first four volumes will cover: Project, Program, and Portfolio Management; Project Control; Organization and Project Management Competencies; and Project Technology Management, Supply Chain, and Procurement . Other books will be added as needed.Each volume will be edited by Peter W. G. Morris, & Jeffrey K. Pinto and will contain 300 to 400 pages, with 12 to 15 contributions drawn from both academia and industry.The books will address critical, need-to-know information that will helpprofessionals successfully manage projects in most businesses and help students learn the best practices of the industry.
The first book in this series, Project, Program, and Portfolio Management is based on the meta level of management, understanding and exploiting strategic management of projects, portfolios, and program management, stakeholders, and PFI.
About the Author
Peter W. G. Morris is Professor of Civil Engineering, Department of Civil & Structural Engineering, UMIST, Manchester, United Kingdom. Professor Morris is also Vice President of the Association for Project Management and Vice Chairman of the International Project Management Association.
Jeffrey K. Pinto is a Professor at the School of Business, Pennsylvania State University, Erie, Pennsylvania.
Table of Contents
Preface and Introduction.
1: Strategic Business Management through Multiple Projects (Karlos A. Artto and Perttu H. Dietrich).
2: Moving From Corporate Strategy to Project Strategy (Ashley Jamieson and Peter W. G. Morris).
3: Strategic Management: The Project Linkages (David I. Cleland).
4: Models of Project Orientation in Multi-Project Organizations (Joseph Lampel and Pushkar P. Jha).
5: Project Portfolio Selection and Management (Norm Archer and Fereidoun Ghasemzadeh).
6: Program Management: A Strategic Decision Management Process (Michel Thiry).
7: Modeling of Large Projects (Ali Jaafari).
8: How Projects Differ, and What to Do About It (Aaron J. Shenhar and Dov Dvir).
9: Value Management (Michel Thiry).
10: Project Success (Terry Cooke-Davies).
11: Management of the Project-Oriented Company (Roland Gareis).
12: Managing Project Stakeholders (Graham M. Winch).
13: The Financing of Projects (Rodney Turner).
14: Private Finance Initiative and the Management of Projects (Graham Ive).
Index.