The AMA Handbook of Project Management » (2nd Edition)

Paul C. Dinsmore (Rio De Janeiro, Brazil) has over 20 years of experience as a project manager and is president of his own international consulting and training firm. Jeannette Cabanis-Brewin (Cullowhee, NC) is Editor-in-Chief of the Center for Business Practices, the publishing division of PM Solutions, and former editor for the Project Management Institute.

A comprehensive reference, thoroughly updated with all new material, The AMA Handbook of Project Management presents the critical concepts and theories that all project managers must master. Containing definitive models, advice, and in-depth solutions to specific project management dilemmas, the book provides valuable insight and the latest techniques on how to:

• establish project goals
• implement planning on both the strategic and operational levels
• design dependable, but flexible, organizational structures
• manage the project life cycle and meet objectives
• budget the project
• handle the transition from project idea to project reality.

Packed with case studies to ensure thorough comprehension of key principles, this second edition reflects the most recent changes to the Project Management Body of Knowledge(r), and contains new material on subjects including project management as a profession, portfolio management, program management, team development, and much more. This guide is a vital resource for everyone involved in project tasks.

Project Management Journal

The book's editors—Paul Dinsmore and Jeannette Cabanis-Brewin—should be commended for doing an excellent editorial job....[the editorial effort] is particularly significant in view of the fact that this handbook comprises work written by 42 distinct authors....All chapters are informative and well written....its objective it to put project management into its contemporary context, enabling readers to get up to speed on important issues in project management today. In my view, the book has done a fine job in achieving this objective.

Foreword David I. Cleland Cleland, David I.

Preface Jeannette Cabanis-Brewin Cabanis-Brewin, Jeannette

Acknowledgments

About The Editors

Chapter 1 What is Project Management? Project Management Concepts and Methodologies Joan Knutson Knutson, Joan 1

SECTION ONE The Project Management Body of Knowledge: Comprehension and Practice

Introduction 13

Chapter 2 Bodies of Knowledge and Competency Standards in Project Management Alan M. Stretton Stretton, Alan M. 15

Chapter 3 Project Management Process Groups: Project Management Knowledge in Action Geree Streun Streun, Geree 27

Chapter 4 Initiation Strategies for Managing Major Projects Peter W. G. Morris Morris, Peter W. G. 33

Chapter 5 Comprehensive Planning for Complex Projects David L. Pells Pells, David L. 47

Chapter 6 Controlling Costs and Schedule: Systems That Really Work Ralph D. Ellis, Jr. Ellis, Ralph D., Jr. 63

Chapter 7 Project Management Integration in Practice Geree Streun Streun, Geree 73

Chapter 8 Project Scope Management in Practice Renee Mepyans-Robinson Mepyans-Robinson, Renee 79

Chapter 9 Time Management in Practice Valis Houston Houston, Valis 87

Chapter 10 Project Cost Management in Practice Paul Lombard Lombard, Paul 97

10A Studies in Cost Management: Earned Value---An Integrated Project Management Approach Lee R. Lambert Lambert, Lee R. 107

Chapter 11 Project Quality Management in Practice Geree Streun Streun, Geree 123

11A Studies in Project Quality Management: Achieving Business Excellence Using Baldrige, Business Process Management, Process Improvement and Project Management Michael Howell Howell, Michael 129

Chapter 12 Human Resource Management in Practice Lee Towe Towe, Lee 141

12A Studies in Project Human Resource Management: Team Building and Interpersonal Skills Paul C. Dinsmore Dinsmore, Paul C. 151

12B Studies in Project Human Resource Management: Leadership Hans J. Thamhain Thamhain, Hans J. 163

Chapter 13 Project Communications Management in Practice Renee Mepyans-Robinson Mepyans-Robinson, Renee 173

13A Studies in Communications Management: Achieving Project Success Through Stakeholder Management John Tuman, Jr. Tuman, John, Jr. 183

Chapter 14 Risk Management in Practice David Hillson Hillson, David 193

Chapter 15 Project Procurement Management in Practice Judith A. Edwards Edwards, Judith A. 205

15A Studies in Procurement Management: Managing to Avoid Claims P. Eng Eng, P. 217

SECTION TWO The Profession of Project Management

Introduction 225

Chapter 16 Preparing for the Project Management Professional Certification Exam Theodore R. Boccuzzi Boccuzzi, Theodore R. 227

Chapter 17 Competency and Careers in Project Management Jeannette Cabanis-Brewin Cabanis-Brewin, Jeannette 239

Chapter 18 Project Management Ethics: Responsibility, Values, and Ethics in Project Environments Thomas Mengel Mengel, Thomas 255

Chapter 19 Professionalization of Project Management: What Does It Mean for Practice? Bill Zwerman Zwerman, Bill 265

SECTION THREE Organizational Issues in Project Management

Introduction 279

Chapter 20 Project: The Engine of Strategy Execution Jeannette Cabanis-Brewin Cabanis-Brewin, Jeannette 281

Chapter 21 Project Management: A Strategic Asset? Kam Jugdev Jugdev, Kam 291

Chapter 22 Enterprise Project Management: Elements and Deployment Issues Chris Vandersluis Vandersluis, Chris 303

Chapter 23 Project Portfolio Management: Principles and Best Practices Gerald I. Kendall Kendall, Gerald I. 313

Chapter 24 Measuring the Value of Project Management: A Measurement System James S. Pennypacker Pennypacker, James S. 325

Chapter 25 A Process of Organizational Change: From Bureaucracy to Project Management Orientation Robert J. Graham Graham, Robert J. 335

Chapter 26 Managing Multiple Projects: Balancing Time, Resources, and Objectives Lowell Dye Dye, Lowell 345

Chapter 27 The Project Office: Rationale and Implementation Jeannette Cabanis-Brewin Cabanis-Brewin, Jeannette 355

SECTION FOUR Issues and Ideas in Project Management Practice

Introduction 369

Chapter 28 Dealing with Power and Politics in Project Management Randall L. Englund Englund, Randall L. 371

Chapter 29 Multiproject Constraint Management: The "Critical Chain" Approach Frank Patrick Patrick, Frank 385

Chapter 30 Communities of Practice and Project Management P. Eng Eng, P. 395

Chapter 31 Six Sigma and Project Management Rip Stauffer Stauffer, Rip 407

Chapter 32 Cultural Challenges in Managing International Projects Manuel M. Benitez Codas Codas, Manuel M. Benitez 417

Chapter 33 Social Media Tools: An Introduction to Their Role in Project Management Alan Levine Levine, Alan 427

SECTION FIVE Industry Applications of Project Management Practice

Introduction 439

Chapter 34 Building Organizational Project Management Capability: Learning From Engineering and Construction Christopher Sauer Sauer, Christopher 441

Chapter 35 New Product Development: Issues for Project Management Dennis M. Smith Smith, Dennis M. 453

Chapter 36 Why IT Matters: Project Management for Information Technology Karen R.J. White White, Karen R. J. 463

Chapter 37 Applying Project Management Tools and Techniques in the Ecosystem Restoration Industry Donald Ross Ross, Donald 475

Chapter 38 Rescue Mission: Project Management in the Helping Professions Jeannette Cabanis-Brewin Cabanis-Brewin, Jeannette 483

About the Contributors 491

Index 505