The Implementation of Project Management: The Professional's Handbook

By Linn C.Stuckenbruck | Go to book overview

directed to the needs of executives and managers who must understand the advantages and problems of project management if they are to successfully implement it in their organization. In addition, this book is organized to serve as a guide for prospective or newly-appointed project managers to help them get their project started on the right foot. Therefore, it is essentially a "how to" book. The scope of this book will thus be confined to the critical initial steps of planning, organizing, and implementing project management.

This book will not be concerned with contracts, marketing, or other steps in obtaining the project. It is only concerned with the actions that must be taken after an organization has made the decision that project management is the way to go. This book will attempt to highlight the pitfalls and suggest approaches that have resulted in the successful implementation of project management.

If there is a single most important admonition that this book can make, it is keep it simple. The greatest hazard to any system is to initiate controls so complex that they limit or decrease efficiency and effectiveness of the project.


ENDNOTES

1.
David I. Cleland and William R. King, Systems Analysis and Project Management, 2nd ed. ( New York: McGraw-Hill Book Co., 1975), p. 184.
2.
Charles C. Martin, Project Management -- How to Make It Work ( New York: Amacon, 1976), p. 8.
3.
Leonard R. Sayles, "Matrix Management: The Structure With a Future", Organizational Dynamics ( Autumn 1976): 2-17.
5.
Russel D. Archibald, Managing High-Technology Programs and Projects ( New York: John Wiley and Sons, 1976), pp. 59-78.

-12-

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