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| 书名： | The Wiley Guide to Managing Projects | |
|---|---|---|
| 作者： | Peter W. G. Morris, Jeffrey K. Pinto | |
| 出版时间： | 2007-11-12 | |
| ISBN： | 9780471233022(P-ISBN) ，9780470172391(O-ISBN) | |
| 摘要： | ||
| 摘要： | ||
书目详情：
Frontmatter (pages i–xxiv)Part Introduction (pages 1–4)
Chapter 1
Project Control (pages 5–29)Chapter 2
Qualitative and Quantitative Risk Management (pages 30–47)Chapter 3
Project Management Structures (pages 48–66)Chapter 4
An Overview of Behavioral Issues in Project Management (pages 67–85)Part Introduction (pages 87–97)Chapter 5
Project Success (pages 99–122)Chapter 6
Management of the Project-Oriented Company (pages 123–143)Chapter 7
Strategic Business Management through Multiple Projects (pages 144–176)Chapter 8
Moving From Corporate Strategy to Project Strategy (pages 177–205)Chapter 9
Strategic Management: The Project Linkages (pages 206–222)Chapter 10
Models of Project Orientation in Multiproject Organizations (pages 223–236)Chapter 11
Project Portfolio Selection and Management (pages 237–255)Chapter 12
Program Management: A Strategic Decision Management Process (pages 257–287)Chapter 13
Modeling of Large Projects (pages 288–320)Chapter 14
Managing Project Stakeholders (pages 321–339)Chapter 15
The Financing of Projects (pages 340–358)Chapter 16
Private Finance Initiative and the Management of Projects (pages 359–381)Part Introduction (pages 383–390)Chapter 17
Requirements Management in a Project Management Context (pages 391–421)Chapter 18
Design Management (pages 422–449)Chapter 19
Concurrent Engineering for Integrated Product Development (pages 450–470)Chapter 20
Process and Product Modeling (pages 471–497)Chapter 21
Managing Configurations and Data for Effective Project Management (pages 498–513)Chapter 22
Safety, Health, and Environment (pages 514–542)Chapter 23
Verification (pages 543–566)Chapter 24
Managing Technology: Innovation, Learning, and Maturity (pages 568–590)Part Introduction (pages 591–596)Chapter 25
Integrated Logistic Support and all that: A Review of Through-Life Project Management (pages 597–620)Chapter 26
Project Supply Chain Management: Optimizing Value: The Way We Manage the Total Supply Chain (pages 621–642)Chapter 27
Procurement: Process Overview and Emerging Project Management Techniques (pages 643–653)Chapter 28
Procurement Systems (pages 654–677)Chapter 29
Contract Management (pages 678–707)Chapter 30
Tender Management (pages 708–742)Chapter 31
Project Changes: Sources, Impacts, Mitigation, Pricing, Litigation, and Excellence (pages 743–772)Part Introduction (pages 773–779)Chapter 32
Time and Cost (pages 781–804)Chapter 33
Critical Chain Project Management (pages 805–829)Chapter 34
Project Performance Measurement (pages 830–851)Chapter 35
Making Risk Management More Effective (pages 852–875)Chapter 36
Value Management (pages 876–902)Chapter 37
Improving Quality in Projects and Programs (pages 903–936)Chapter 38
The Project Management Support Office (pages 937–969)Part Introduction (pages 971–981)Chapter 39
Contemporary Views on Shaping, Developing, and Managing Teams (pages 983–1013)Chapter 40
Leadership of Project Teams (pages 1014–1032)Chapter 41
Power, Influence and Negotiation in Project Management (pages 1033–1060)Chapter 42
Managing Human Resources in the Project-Oriented Company (pages 1061–1086)Chapter 43
Competencies: Organizational and Personal (pages 1087–1111)Chapter 44
Projects: Learning at the Edge of Organization (pages 1112–1136)Chapter 45
The Validity of Knowledge in Project Management and the Challenge of Learning and Competency Development (pages 1137–1149)Chapter 46
Global Body of Project Management Knowledge and Standards (pages 1150–1196)Chapter 47
Lessons Learned: Project Evaluation (pages 1197–1213)Chapter 48
Developing Project Management Capability: Benchmarking, Maturity, Modeling, Gap Analyses, and ROI Studies (pages 1214–1233)Chapter 49
Project Management Maturity Models (pages 1234–1255)Part Introduction (pages 1257–1263)Chapter 50
How Projects Differ, And What to Do About It (pages 1265–1286)Chapter 51
Managing New Product Development Projects (pages 1287–1314)Chapter 52
Pharmaceutical Drug Development Project Management (pages 1315–1328)Chapter 53
Project Management in the Defense Industry (pages 1329–1349)Chapter 54
Project Management in the Construction Industry (pages 1350–1367)Chapter 55
Project Management in the Automotive Industry (pages 1368–1388)Chapter 56
Professional Associations and Global Initiatives (pages 1389–1402)Index (pages 1403–1414)
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