A comprehensive guide to project management and its interaction with other management systems and strategies
The Wiley Guides to the Management of Projects address critical, need-to-know information that will enable professionals to successfully manage projects in most businesses and help students learn the best practices of the industry. They contain not only well-known and widely used basic project management practices but also the newest and most cutting-edge concepts in the broader theory and practice of managing projects.
This first book in the series, The Wiley Guide to Project, Program & Portfolio Management, is based on the ‘meta’ level of management, which, simply stated, asserts that project management must be integrated throughout an organization in order to achieve its full potential to enhance the bottom line. This book will show you how to fully understand and exploit the strategic management of projects, portfolios, and program management and their linkage with context and strategy in other concepts and processes, such as quality management, concurrent engineering, just-in-time delivery, systems management and engineering, teams, and statistical quality control.
Featuring contributions from experts all around the world, this invaluable resource book offers authoritative project management applications for industry, service businesses, and government agencies.
Complete your understanding of project management with these other books in The Wiley Guides to the Management of Projects series:
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The Wiley Guide to Project Control
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The Wiley Guide to Project Organization & Project Management Competencies
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The Wiley Guide to Project Technology, Supply Chain & Procurement Management
Tabela de Conteúdo
The Wiley Guide to Project, Program & Portfolio Management: Preface and Introduction vii
1 Strategic Business Management through Multiple Projects 1
Karlos A. Artto and Perttu H. Dietrich
2 Moving from Corporate Strategy to Project Strategy 34
Ashley Jamieson and Peter W. G. Morris
3 Strategic Management: The Project Linkages 63
David I. Cleland
4 Models of Project Orientation in Multi-Project Organizations 80
Joseph Lampel and Pushkar P. Jha
5 Project Portfolio Selection and Management 94
Norm Archer and Fereidoun Ghasemzadeh
6 Program Management: A Strategic Decision Management Process 113
Michel Thiry
7 Modeling of Large Projects 144
Ali Jaafari
8 How Projects Differ, and What to Do About It 177
Aaron J. Shenhar and Dov Dvir
9 Value Management 199
Michel Thiry
10 Project Success 226
Terry Cooke-Davies
11 Management of the Project-Oriented Company 250
Roland Gareis
12 Managing Project Stakeholders 271
Graham M. Winch
13 The Financing of Projects 290
Rodney Turner
14 Private Finance Initiative and the Management of Projects 309
Graham Ive
Index 333
Sobre o autor
Peter W. G. Morris is Professor of Civil Engineering, Department of Civil & Structural Engineering, UMIST, Manchester, United Kingdom. Professor Morris is also Vice President of the Association for Project Management and Vice Chairman of the International Project Management Association.
Jeffrey K. Pinto is a Professor at the School of Business, Pennsylvania State University, Erie, Pennsylvania.
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