Project Management in Practice Samuel J. Mantel, Jr.

Project Management in Practice by Samuel J. Mantel, Jr.

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Project Management in Practice, 4th Edition focuses on the technical aspects of project management that are directly related to practice. This textbook is organised around the project management life cycle and it provides students with essential project management concepts, with a focus on PMBOK, the Project Management Body of Knowledge.

Project Management in Practice by Samuel J. Mantel, Jr.

Offering streamlined coverage with an applied approach, Project Management in Practice, 4th Edition focuses on the essentials of project management. This concise, hands-on text is ideal for a one semester, or brief module on project management. The textbook is organized around the project management life cycle and it provides students with essential project management concepts, with a focus on PMBOK, the Project Management Body of Knowledge. (The Project Management Institute runs the PMBOK certification program). This new edition features improved teaching resourcesincluding an Instructor's Manual and PowerPoint slides and provides better cases, end-of chapter problems and exercises for an overall greater understanding of the material. Features: Written in a clear and accessible style, focusing on the basic fundamentals of project management. This latest edition includes an access code to a 140 day trial of Crystal Ball risk analysis software The organisation of the book follows the project management life cycle, mirroring the way a real-world project would be executed

THE NATURE AND SELECTION OF PROJECTS. 1.1 What Is a Project? 1.2 Project Management vs. General Management. 1.3 What Is Managed? The Three Goals of a Project. 1.4 The Life Cycles of Projects. 1.5 Selecting Projects to Meet Organizational Objectives. 1.6 Confronting Uncertainty-the Management of Risk. 1.7 The Project Portfolio Process. 1.8 The Materials in this Text. THE MANY TASKS OF MANAGING AND ORGANIZING PROJECTS. 2.1 The PM's Roles. 2.2 The PM's Responsibilities to the Project. 2.3 Selection of a Project Manager. 2.4 Project Management as a Profession. 2.5 Fitting Projects Into the Parent Organization. 2.6 The Project Team. THE PROCESS OF PLANNING A PROJECT. 3.1 The Contents of a Project Plan-The Project Charter. 3.2 The Planning Process-Overview. 3.3 The Planning Process-Nuts and Bolts. 3.4 More on the Work Breakdown Structure and Other Aids. 3.5 Multidisciplinary Teams-Balancing Pleasure and Pain. FROM PROJECT PLAN TO PROJECT BUDGET. 4.1 Methods of Budgeting. 4.2 Cost Estimating. 4.3 Improving Cost Estimates. 4.4 Budget Uncertainty and Risk Management. SCHEDULING THE WORK OF A PROJECT. 5.1 PERT and CPM Networks. 5.2 Project Uncertainty and Risk Management. 5.3 Simulation. 5.4 The Gantt Chart. 5.5 Extensions to PERT/CPM. THE ALLOCATION OF SCARCE RESOURCES TO MULTIPLE PROJECTS. 6.1 Expediting a Project. 6.2 Resource Loading. 6.3 Resource Leveling. 6.4 Allocating Scarce Resources to Projects. 6.5 Allocating Scarce Resources to Several Projects. 6.6 Goldratt's Critical Chain. KEEP PROJECTS ON COURSE, TIME, AND BUDGET. 7.1 The Plan-Monitor-Control Cycle. 7.2 Data Collection and Reporting. 7.3 Earned Value. 7.4 Project Control. 7.5 Designing the Control System. 7.6 Scope Creep and Change Control. COMPLETING AND EVALUATING THE PROJECT. 8.1 Evaluation. 8.2 Project Auditing. 8.3 Project Termination. APPENDIX A: PROBABILITY AND STATISTICS. A.1 Probability. A.2 Event Relationships and Probability Laws. A.3 Statistics. NAME INDEX. SUBJECT INDEX.

Project Management in Practice Samuel J. Mantel, Jr.

Project Management in Practice by Samuel J. Mantel, Jr.

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Project Management in Practice Summary

Project Management in Practice by Samuel J. Mantel, Jr.

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