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Project management : the managerial process / Clifford F. Gray, Erik W. Larson.

Gray, Clifford F.
Contributor(s): Larson, Erik W.
Material type: materialTypeLabelBook; Format: print Series: The McGraw-Hill/Irwin series operations and decision sciences.Publisher: Boston : McGraw-Hill/Irwin, 2008Edition: 4th ed.Description: xvi, 589 p. : il. ; 27 cm + 1 disco compacto.ISBN: 9780073525150; 9780073348179 .Subject(s): Gestión de proyectos | Tiempo -- Organización | Gestión del riesgo
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658.012/GRA/pro (Browse shelf) Available   Shelving location | Bibliomaps® BIBLIOG. RECOM. 3742494159


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Bibliogr. - índices

The new edition reflects the most current developments in the field. Thoroughly revised chapters on strategy (Chapter 2) and performance measurement and evaluation (Chapter 13). Gives students an understanding of how project management needs to be tied to the fundamental bottom line concerns of business, i.e., an organization?s overall mission and the strategies designed to accomplish its goals, as well as the application of measurements for assessing the accomplishment of those goals. Chapter 3 on structure and culture has been revised to incorporate steps organizations are taking to work within current structures and bureaucracies. Acknowledges the importance of structure and culture and its challenges and shows how flexibility and introducing change can have a positive effect on project work. Approaches Project Management from a holistic, balanced perspective. The text is developed around a philosophy of a project-driven organization committed to continuous improvement and organizational learning. The text is holistic--it directs attention to the needed linkage between projects and organizational strategy. Many project management textbooks emphasize the technical aspects of the subject, while providing scant attention to the human element in projects. This text succeeds in redressing the balance by treating both the technical and the behavioral aspects of the subject in nearly equal parts. Such a balance is possible because of the complementary backgrounds of the authors: Gray, a specialist in project management systems with an operations background, provides strong technical coverage of project management. Larson, whose professional background is in organizational behavior, brings a distinctive behavioral perspective to the subject.

Índice: 1. Modern Project Management. 2. Organization Strategy and ProjectSelection. 3. Organization: Structure and Culture. 4. Defining the Project. 5. Estimating Project Times and Costs. 6. Developing a Project Plan. 7. Managing Risk. 8. Scheduling Resources. 9. Reducing Project Duration. 10. Leadership: Being an Effective Project Manager. 11. Managing Project Teams. 12. Partnering: Managing Interorganizational Relations. 13. Progress and Performance Measurement and Evaluation. 14. Project Audit and Closure. 15. International Projects. 16. The Process of Project Management and the Future

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