The Wiley Guide to Managing Projects

Copyright © 2004 John Wiley & Sons, Inc.

The Wiley Guide to Managing Projects

Editor(s): Peter W. G. Morris, Jeffrey K. Pinto

Published Online: 12 NOV 2007

Print ISBN: 9780471233022

Online ISBN: 9780470172391

DOI: 10.1002/9780470172391

About this Book

Product Information

About The Product

This handbook pulls together the fundamentals of project management and presents them along side the other business systems and procedures effected by project management. The book is the most comprehensive reference resource for all business managers. It allows readers to understand how project management fits into their organization, and helps them apply this knowledge on the job.

Table of contents

    1. You have free access to this content
      Frontmatter (pages i–xxiv)

  2. Part I: Key Aspects of Project Management

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      Part Introduction (pages 1–4)

    2. Chapter 1

      Project Control (pages 5–29)

      Peter Harpum

    3. Chapter 2

      Qualitative and Quantitative Risk Management (pages 30–47)

      Stephen J. Simister

    4. Chapter 3

      Project Management Structures (pages 48–66)

      Erik Larson

    5. Chapter 4

      An Overview of Behavioral Issues in Project Management (pages 67–85)

      Dennis P. Slevin and Jeffrey K. Pinto

  3. Part II: The Management of Projects - Section II.1: Strategy, Portfolio and Program Management

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      Part Introduction (pages 87–97)

  4. Part II: The Management of Projects - Section II.1: Strategy, Portfolio, and Program Management

    1. Chapter 5

      Project Success (pages 99–122)

      Terry Cooke-Davies

    2. Chapter 6

      Management of the Project-Oriented Company (pages 123–143)

      Roland Gareis

    3. Chapter 7

      Strategic Business Management through Multiple Projects (pages 144–176)

      Karlos A. Artto and Perttu H. Dietrich

    4. Chapter 8

      Moving From Corporate Strategy to Project Strategy (pages 177–205)

      Ashley Jamieson and Peter W. G. Morris

    5. Chapter 9

      Strategic Management: The Project Linkages (pages 206–222)

      David I. Cleland

    6. Chapter 10

      Models of Project Orientation in Multiproject Organizations (pages 223–236)

      Joseph Lampel and Pushkar P. Jha

    7. Chapter 11

      Project Portfolio Selection and Management (pages 237–255)

      Norm Archer and Fereidoun Ghasemzadeh

    8. Chapter 12

      Program Management: A Strategic Decision Management Process (pages 257–287)

      Michel Thiry

    9. Chapter 13

      Modeling of Large Projects (pages 288–320)

      Ali Jaafari

    10. Chapter 14

      Managing Project Stakeholders (pages 321–339)

      Graham M. Winch

    11. Chapter 15

      The Financing of Projects (pages 340–358)

      Rodney Turner

    12. Chapter 16

      Private Finance Initiative and the Management of Projects (pages 359–381)

      Graham Ive

  5. Part II: The Management of Projects - Section II.2: Technology Management

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      Part Introduction (pages 383–390)

    2. Chapter 17

      Requirements Management in a Project Management Context (pages 391–421)

      Alan M. Davis, Ann M. Hickey and Ann S. Zweig

    3. Chapter 18

      Design Management (pages 422–449)

      Peter Harpum

    4. Chapter 19

      Concurrent Engineering for Integrated Product Development (pages 450–470)

      Hans J. Thamhain

    5. Chapter 20

      Process and Product Modeling (pages 471–497)

      Rachel Cooper, Ghassan Aouad, Angela Lee and Song Wu

    6. Chapter 21

      Managing Configurations and Data for Effective Project Management (pages 498–513)

      Callum Kidd and Thomas F. Burgess

    7. Chapter 22

      Safety, Health, and Environment (pages 514–542)

      Alistair Gibb

    8. Chapter 23

      Verification (pages 543–566)

      Hal Mooz

    9. Chapter 24

      Managing Technology: Innovation, Learning, and Maturity (pages 568–590)

      Rodney Turner and Anne Keegan

  6. Part II: The Management of Projects - Section II.3: Supply Chain Management and Procurement

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      Part Introduction (pages 591–596)

    2. Chapter 25

      Integrated Logistic Support and all that: A Review of Through-Life Project Management (pages 597–620)

      David Kirkpatrick, Steve McInally and Daniela Pridie-Sale

    3. Chapter 26

      Project Supply Chain Management: Optimizing Value: The Way We Manage the Total Supply Chain (pages 621–642)

      Ray Venkataraman

    4. Chapter 27

      Procurement: Process Overview and Emerging Project Management Techniques (pages 643–653)

      Mark E. Nissen

    5. Chapter 28

      Procurement Systems (pages 654–677)

      David Langford and Mike Murray

    6. Chapter 29

      Contract Management (pages 678–707)

      David Lowe

    7. Chapter 30

      Tender Management (pages 708–742)

      George Steel

    8. Chapter 31

      Project Changes: Sources, Impacts, Mitigation, Pricing, Litigation, and Excellence (pages 743–772)

      Kenneth G. Cooper and Kimberly Sklar Reichelt

  7. Part II: The Management of Projects - Section II.4: Control

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      Part Introduction (pages 773–779)

    2. Chapter 32

      Time and Cost (pages 781–804)

      Asbjørn Rolstada°s

    3. Chapter 33

      Critical Chain Project Management (pages 805–829)

      Lawrence P. Leach

    4. Chapter 34

      Project Performance Measurement (pages 830–851)

      Daniel M. Brandon

    5. Chapter 35

      Making Risk Management More Effective (pages 852–875)

      Stephen Ward and Chris Chapman

    6. Chapter 36

      Value Management (pages 876–902)

      Michel Thiry

    7. Chapter 37

      Improving Quality in Projects and Programs (pages 903–936)

      Martina Huemann

    8. Chapter 38

      The Project Management Support Office (pages 937–969)

      Martin Powell and James Young

  8. Part II: The Management of Projects - Section II.5: Competence Development

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      Part Introduction (pages 971–981)

    2. Chapter 39

      Contemporary Views on Shaping, Developing, and Managing Teams (pages 983–1013)

      Connie L. Delisle

    3. Chapter 40

      Leadership of Project Teams (pages 1014–1032)

      Peg Thoms and John J. Kerwin

    4. Chapter 41

      Power, Influence and Negotiation in Project Management (pages 1033–1060)

      John M. Magenau and Jeffrey K. Pinto

    5. Chapter 42

      Managing Human Resources in the Project-Oriented Company (pages 1061–1086)

      Martina Huemann, Rodney Turner and Anne Keegan

    6. Chapter 43

      Competencies: Organizational and Personal (pages 1087–1111)

      Andrew Gale

    7. Chapter 44

      Projects: Learning at the Edge of Organization (pages 1112–1136)

      Christophe N. Bredillet

    8. Chapter 45

      The Validity of Knowledge in Project Management and the Challenge of Learning and Competency Development (pages 1137–1149)

      Peter W. G. Morris

    9. Chapter 46

      Global Body of Project Management Knowledge and Standards (pages 1150–1196)

      Lynn Crawford

    10. Chapter 47

      Lessons Learned: Project Evaluation (pages 1197–1213)

      J. Davidson Frame

    11. Chapter 48

      Developing Project Management Capability: Benchmarking, Maturity, Modeling, Gap Analyses, and ROI Studies (pages 1214–1233)

      C. William Ibbs, Justin M. Reginato and Young Hoon Kwak

    12. Chapter 49

      Project Management Maturity Models (pages 1234–1255)

      Terry Cooke-Davies

  9. Part III: Applications in Practice

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      Part Introduction (pages 1257–1263)

    2. Chapter 50

      How Projects Differ, And What to Do About It (pages 1265–1286)

      Aaron J. Shenhar and Dov Dvir

    3. Chapter 51

      Managing New Product Development Projects (pages 1287–1314)

      Dragan Milosevic

    4. Chapter 52

      Pharmaceutical Drug Development Project Management (pages 1315–1328)

      Janet Foulkes and Peter W. G. Morris

    5. Chapter 53

      Project Management in the Defense Industry (pages 1329–1349)

      John F. Roulston

    6. Chapter 54

      Project Management in the Construction Industry (pages 1350–1367)

      Peter W. G. Morris

    7. Chapter 55

      Project Management in the Automotive Industry (pages 1368–1388)

      Christophe Midler and Christian Navarre

    8. Chapter 56

      Professional Associations and Global Initiatives (pages 1389–1402)

      Lynn Crawford

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      Index (pages 1403–1414)

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