TY  - BOOK
AU  - Gray,Clifford F.
AU  - Larson,Erik W.
TI  - Project management: the managerial process 
SN  - 9780073525150 
U1  - 658.404 23
PY  - 2008///
CY  - Boston
PB  - McGraw-Hill/Irwin
KW  - Project management
KW  - Time management
KW  - Risk management
N1  -            CONTENT 

Chapter 1 Modern project management 
What is a project
The importance of project management 
Project management today - an integrative approach

Chapter 2 Organization strategy and project selection
The strategic management process: an overview 
The need for an effective project portfolio management system
A portfolio management system
Applying a selection model 
Managing the portfolio systems 

Chapter 3 Organizational structure and culture 
Project management structures 
What is the right project management structure
Organizational culture 
Implications of organizational culture for organizing projects

Chapter 4 Defining the project 
Step 1 Defining the project scope 
Step 2 Establishing project priorities 
Step 3 Creating the work breakdown structure 
Step 4 Integrating the WBS with the organization 
Step 5 Coding the WBS for information system 
Etc.

Chapter 5 Estimating project times and costs 
Factors influencing the quality of estimates
Estimating guidelines for times for times, costs and resources 
Top-down versus bottom-up estimating
 Methods for estimating project times and costs
Level of detail
Types of costs
Etc.

Chapter 6  Developing a project plan
Developing the project network 
Constructing a project network 
Activity-on-node (AON)fundamentals 
Network computation process 
Using the forward and backward pass information 
Etc.

Chapter 7 Managing risk
Risk management process
Stp1. risk identification
Step 2. risk assessment 
Step 3. risk response development 
Contingency funding and time buffers
Etc.

Chapter 8 Scheduling resources and costs
Overview of the resource scheduling problem 
Types of resource constraints 
Classification of a scheduling problem
Resource allocation method
Computer demonstration of resources constraints 
Etc.

Chapter 9 Reducing project duration
Rational for reducing project duration 
Options for accelerating project completion
Project cost- duration graph 
Constructing a project cost duration graph 
Practical consideration
Etc.

Chapter 10 Leadership: being an effective manager
Managing project stakeholders 
Influence as exchange 
Social network building 
Ethics and project management 
Building trust: the key to exercise 
Etc. 

Chapter 11 Managing project teams  
The five stage development model 
Situational factors affecting team development 
Building high-performance teams 
Managing virtual project teams 
Project team pitfalls 
Etc.

Chapter 12 Outsource: managing Interorganzational relations 
Outsourcing project work
Best practices in outsourcing project work 
The art of negotiating 
A note of managing customer relations

Chapter 13 Progress performance measurement and evaluation 
Structure of a project monitoring information system
The project control process
Monitoring time performance 
Developing of an earned value cost/schedule system
Developing a status report: a hypothetical 
Etc.

Chapter 14 Project audit and closure 
Project audits 
The project audit process 
Project closure
Tea, team members, and project manager evolution

Chapter projects 
Environmental factors
Project site selection 
Cross-culture considerations: a close look 
Selection and training for international projects 

Chapter 16 Oversight 
Project oversight
Unresolved issues
Career issues and paths 






; Includes bibliographical references and index: 574-589
ER  -