The AMA Handbook of Project Management

Table of contents

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• The AMA Handbook of Project Management i
• Title Page iii
• Contents v
• Foreword xi
• Preface xiii
• Acknowledgments xvii
• About the Editors xix
• The AMA Handbook of Project Management xxi
• Chapter 1 - What is Project Management? Project Management Concepts and Methodologies 1
• Section One - The Project Management Body of Knowledge: Comprehension and Practice 11
• Section One - Section One: Introduction 13
• Chapter 2 - Bodies of Knowledge and Competency Standards in Project Management 15
• Chapter 3 - Project Management Process Groups: Project Management Knowledge in Action 25
• Chapter 4 - Initiation Strategies for Managing Major Projects 31
• Chapter 5 - Comprehensive Planning for Complex Projects 44
• Chapter 6 - Controlling Costs and Schedule: Systems That Really Work 60

• The AMA Handbook of Project Management i
• Title Page iii
• Contents v
• Foreword xi
• Preface xiii
• Acknowledgments xvii
• About the Editors xix
• The AMA Handbook of Project Management xxi
• Chapter 1 - What is Project Management? Project Management Concepts and Methodologies 1
• Section One - The Project Management Body of Knowledge: Comprehension and Practice 11
• Section One - Section One: Introduction 13
• Chapter 2 - Bodies of Knowledge and Competency Standards in Project Management 15
• Chapter 3 - Project Management Process Groups: Project Management Knowledge in Action 25
• Chapter 4 - Initiation Strategies for Managing Major Projects 31
• Chapter 5 - Comprehensive Planning for Complex Projects 44
• Chapter 6 - Controlling Costs and Schedule: Systems That Really Work 60
• Chapter 7 - Project Management Integration in Practice 69
• Chapter 8 - Project Scope Management in Practice 74
• Chapter 9 - Time Management in Practice 81
• Chapter 10 - Project Cost Management in Practice 89
• Chapter 10a - Studies in Cost Management: Earned Value-An Integrated Project Management Approach 104
• Chapter 11 - Project Quality Management in Practice 119
• Chapter 11a - Studies in Project Quality Management: Achieving Business Excellence Using Baldrige, Business Process Management, Six Sigma, and Project Management 125
• Chapter 12 - Human Resource Management in Practice 136
• Chapter 12a - Studies in Project Human Resource Management: Interpersonal Skills 144
• Chapter 12b - Studies in Project Human Resource Management: Leadership 155
• Chapter 13 - Project Communications Management in Practice 165
• Chapter 13a - Studies in Communications Management: Achieving Project Success Through Team Building and Stakeholder Management 174
• Chapter 14 - Risk Management in Practice 184
• Chapter 15a - Studies in Procurement Management: Managing to Avoid Claims 206
• Chapter 16 - Preparing for the Project Management Professional Certification Exam 211
• Section Two the Profession of Project Management 223
• Section Two - Section Two: Introduction 225
• Chapter 17 - Project Management Ethics: Responsibility, Values, and Ethics in Project Environments 227
• Chapter 18 - Professionalization of Project Management: What Does It Mean for Practice? 236
• Chapter 19 - Competency and Careers in Project Management 248
• Section Three Organizational Issues in Project Management 265
• Section Three - Section Three: Introduction 267
• Chapter 20 - Project Management: a Strategic Asset? 269
• Chapter 21 - Enterprise Project Management: Elements and Deployment Issues 280
• Chapter 23 - Measuring the Value of Project Management 302
• Chapter 24 - The Project Office: Rationale and Implementation 312
• Chapter 25 - A Process of Organizational Change: from Bureaucracy to Project Management Orientation 323
• Chapter 26 - Managing Multiple Projects: Balancing Time, Resources, and Objectives 333
• Section Four Issues and Ideas in Project Management Practice 345
• Section Four: Introduction 347
• Chapter 27 - Dealing with Power and Politics in Project Management 348
• Chapter 28 - Multi-Project Constraint Management: the [Critical Chain] Approach 363
• Chapter 29 - Communities of Practice and Project Management 372
• Chapter 30 - A Project Management Strategy for Six Sigma Projects 384
• Chapter 31 - Cultural Challenges in Managing International Projects 399
• Section Five Industry Applications of Project Management Practice 409
• Section Five - Section Five: Introduction 411
• Chapter 32 - Building Organizational Project Management Capability: Learning from Engineering and Construction 413
• Chapter 33 - New Product Development: Issues for Project Management 424
• Chapter 34 - Why It Matters: Project Management for Information Technology 433
• Chapter 35 - Project Management for Software Engineering 444
• Chapter 36 - R&d Project Management: Adapting to Technological Risk and Uncertainty 458
• Chapter 37 - Applying Project Management Tools and Techniques in the Ecosystem Restoration Industry 469
• About the Contributors 475
• Index 489