Synopses & Reviews
A guide to the human factors in project management: knowledge, learning, and maturity
The Wiley Guides to the Management of Projects address critical, need-to-know information that will help professionals 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 third volume in the series covers a range of organizational and people-based topics that are occupying the project management world today. The essence of project management represents a "people" challengethe ability to appreciate and effectively employ the competencies of all those who are associated with the project development and delivery process. This book explains how you can more successfully manage a project from inception through delivery by learning how to handle critical issues around structure, teams, leadership, power and negotiation, and the whole area of competencies. The expert contributors also include chapters on global project management knowledge and standards, the role of project management associations around the world, project management maturity models, and other key topics.
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, Program & Portfolio Management
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 help professionals successfully manage projects in most businesses and help students learn the best practices of the industry.
This third book in the series, Organization and Project Management Competencies focuses onhuman factors, project management bodies of knowledge, professionalization of the project management function, and the project management maturity model.
Synopsis
THE WILEY GUIDE TO Project Organization & Project Management Competencies
A guide to the human factors in project management: knowledge, learning, and maturity
THE WILEY GUIDES TO THE MANAGEMENT OF PROJECTS address critical, need-to-know information that will help professionals 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 third volume in the series covers a range of organizational and people-based topics that are occupying the project management world today. The essence of project management represents a "people" challenge--the ability to appreciate and effectively employ the competencies of all those who are associated with the project development and delivery process. This book explains how you can more successfully manage a project from inception through delivery by learning how to handle critical issues around structure, teams, leadership, power and negotiation, and the whole area of competencies. The expert contributors also include chapters on global project management knowledge and standards, the role of project management associations around the world, project management maturity models, and other key topics.
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, Program & Portfolio Management
- The Wiley Guide to Project Technology, Supply Chain & Procurement Management
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.
Introduction.
1: An Overview of Behavioral Issues in Project Management (Dennis P. Slevin and Jeffrey K. Pinto).
2: Project Management Structures (Erik Larson).
3: Contemporary Views on Shaping, Developing, and Managing Teams (Connie L. Delisle).
4: Leadership of Project Teams (Peg Thoms and John J. Kerwin).
5: Power, Influence, and Negotiation in Project Management (John M. Magenau and Jeffrey K. Pinto).
6: Managing Human Resources in the Project-Oriented Company (Martina Huemann, Rodney Turner, and Anne Keegan).
7: Competencies: Organizational and Personal (Andrew Gale).
8: Projects: Learning at the Edge of Organization (Christophe N. Bredillet).
9: The Validity of Knowledge in Project Management and the Challenge of Learning and Competency Development (Peter W.G. Morris).
10: Global Body of Project Management Knowledge and Standards (Lynn Crawford).
11: Lessons Learned: Project Evaluation (J. Davidson Frame).
12: Developing Project Management Capability: Benchmarking, Maturity, Modeling, Gap Analyses, and ROI Studies (C. William Ibbs, Justin M. Reginato, and Young Hoon Kwak).
13: Project Management Maturity Models (Terry Cooke-Davies).
14: Professional Associations and Global Initiatives (Lynn Crawford).
Index.