成功的項目管理

前言

Project management is more than merely parceling out work assignments toindividuals and hoping that they will somehow accomplish a desired result. Infact, projects that could have been successful'often fail because of such take-it-for-granted approaches. Individuals need hard information and real skills towork successfully in a project environment and to accomplish project objectives.Effective Project Management was written to equip its users with both——by explain-ing concepts and techniques and by using numerous examples to show how theycan be skillfully applied. Although the focus of the book is squarely on the practical things readersabsolutely need to know to thrive in project environments, the book does notforsake objective learning; it simply challenges readers to think critically aboutproject management principles and to apply them within the context of the realworld. We capture lessons learned from years of managing projects, teachingproject management, and writing extensively about it. Effective Project Management is intended for students as well as for workingprofessionals and volunteers. The book is designed to present the essential skillsreaders need to make effective contributions and to have an immediate impacton the accomplishment of projects in which they are involved. Thus, it supportsbusiness and industry's lifelong learning programs, which develop and trainemployees to succeed on interdisciplinary and cross-functional teams, and itsends students into the workforce with marketable skills.Effective Project Management is written for everyone involved in projects, notjust project managers. Projects with good or even great project managers stillmay not succeed, as the best efforts of all involved are essential. All the people onthe project team must have the knowledge and skills to work effectively togetherin a project environment. People do not become project managers by readingbooks; they become project managers by first being effective project teammembers. This book provides the foundation individuals need to be effectivemembers of project teams and thereby boosts everyone's potential to rise to thechallenge of managing teams and projects.

內(nèi)容概要

　　本書自第下版引人中國后，在中國項目管理界內(nèi)產(chǎn)生了巨大的影響。
　　作者吉多教授和克萊門斯教授在第4版中融入了項目管理的最新實踐和教學(xué)經(jīng)驗，是上一版著作的深入和升華。
　　本書化復(fù)雜的數(shù)學(xué)理論、枯燥的管理方法于通俗易懂、簡潔明了的語言中，深入剖析了項目生命周期各階段的管理要點。
　　本書生動地刻畫了項目經(jīng)理、項目團隊的職責(zé)和作用，深入研究和分析了有效組織和溝通的各種方法，是集現(xiàn)代管理思想、管理技巧和方法于一體的優(yōu)秀著作。
　　本書不僅適用于本科生和MBA學(xué)生的教學(xué)，也是項目管理研究人員和從業(yè)人員必備的參考書。

作者簡介

　　James p. Clements is the Provost and Vice President for
Academic Affairs and the Robert W. Deutsch Distinguished Professor
of Information Technology at Towson University. He previously held
positions as Vice President for Eco-nomic and Community
Outreach,

書籍目錄

Preface iii
About the Authors iv
Part THE LIFE OF A PROJECT I
1 Project Management Concepts
　Attributes of a Project
　Project Life Cycle
　The Project Management Process
　Global Project Management
　Benefits of Project Management
2 Needs Identification
　Needs Identification
　Project Selection
　Preparing a Request for Proposal
　Soliciting Proposals
3 Proposed Solutions
　Building Relationships with Customers and Partners
　Pre-RFP/Proposal Marketing
　Bid/No-Bid Decision
　Developing a Winning Proposal
　Proposal Preparation
　Proposal Contents
　Pricing Considerations
　Proposal Submission and Follow-Up
　Customer Evaluation of Proposals
　Types of Contracts
　Contract Provisions
　Measuring Success
4 The Project
　Planning the Project
　Managing Risk
　Performing the Project
　Controlling the Project
　Terminating the Project
　Part PROJECT PLANNING AND CONTROL
5 Planning
　Project Objective
　Work Breakdown Structure
　Responsibility Matrix
　Defining Activities
　Developing the Network Plan
　Planning for Information Systems Development
6 Scheduling
　Activity Duration Estimates
　Project Start and Finish Times
　Schedule Calculations
　Scheduling for Information Systems Development
7 Schedule Control
　Project Control Process
　Effects of Actual Schedule Performance
　Incorporating Project Changes into the Schedule
　Updating the Project Schedule
　Approaches to Schedule Control
　Schedule Control for Information Systems Development
8 Resource Considerations
　Resource-Constrained Planning
　Planned Resource Utilization
　Resource Leveling
　Resource-Limited Scheduling
9 Cost Planning and Performance
　Project Cost Estimates
　Project Budgeting
　Determining Actual Cost
　Determining the Value of Work Performed
　Cost Performance Analysis
　Cost Forecasting
　Cost Control
　Managing Cash Flow
　Part PEOPLE: THE KEY TO PROJECT SUCCESS
10 The Project Manager
　Responsibilities of the Project Manager
　Skills of the Project Manager
　Developing the Ski/Is Needed to be a Project Manager
　Delegation
　Managing Change
11 The Project Team
　Project Team Development and Effectiveness
　Ethical Behavior
　Conflict on Projects
　Problem Solving
　Time Management
12 Project Communication and Documentation
　Personal Communication
　Effective Listening
　Meetings
　Presentations
　Reports
　Project Documentation and Controlling Changes
　Collaborative Communication Tools
13 Types of Project Organizations
　Functional-Type Organization
　Project-Type Organization
　Matrix-Type Organization
　Advantages and Disadvantages
　Reinforce Your Learning Answers
　Glossary

章節(jié)摘錄

插圖：2.  Risk. If the proposed project involves an endeavor that has not beenundertaken before, such as a research and development project to comeup with a drug to control a disease, it may be necessary to include a largeamount of contingency, or management reserve, funds.3.  Value of the project to the contractor. There may be situations in which thecontractor is willing to live with a tight or low price. For example, if thecontractor doesn't have many other projects, it may need to lay offworkers unless new contracts are obtained. In such a case, the contractormay include only a very small fee to increase the chances of winning thecontract and avoid having to lay offpeople. Another example of a projectthat may be particularly valuable to the contractor is a project thatprovides an opportunity to extend capabilities or expand into new typesof projects. A building contractor who has been doing only remodelingprojects may want to get into building complete homes and may bewilling to make a low profit in order to gain entry into the market and establish a reputation.4.  Customer's budget. A contractor who knows how much money the cus- tomer has budgeted for a project should not submit a price that exceedswhat the customer has available. This is where good pre-RFP marketing is important. By helping a potential customer identify a need or submit- ting unsolicited proposals with cost estimates, a contractor can help the customer determine a budget for the project. Then, if the customer issues a competitive RFP （and doesn't disclose the amount budgeted for the project）, the contractor with the customer budget "intelligence" infor- mation may be in a better position to submit a proposal with an accept- able price than are contractors who have not done similar homework.5.  Competition. If many contractors are expected to submit proposals in response to a customer RFP or if some competing contractors are hungry for work, it may be necessary to submit a price that includes only a small profit to increase the chances of winning the contract.

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《成功的項目管理(英文版)(第4版)》由電子工業(yè)出版社出版?！冻晒Φ捻椖抗芾?英文版)(第4版)》不僅適用于本科生和MBA學(xué)生的教學(xué)，也是項目管理研究人員和從業(yè)人員必備的參考書。

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