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Davidson Frame J.Managing projects in organizations.2003Davidson Frame J. 
Contents Preface xi The Author xix Introduction: Understanding the Process of Managing Projects 1 Part One: The Project Context: People, Teams, and the Organization 1 Operating Within the Realities of Organizational Life 25 2 Finding and Working with Capable People 50 3 Structuring Project Teams and Building Cohesiveness 80 Part Two: Project Customers and Project Requirements 4 Making Certain the Project Is Based on a Clear Need 111 5 Specifying What the Project Should Accomplish 137 Part Three: Project Planning and Control 6 Tools and Techniques for Keeping the Project on Course 163 7 Managing Special Problems and Complex Projects 210 8 Achieving Results: Principles for Success as a Project Manager 241 References 249 Index 251 Preface The first edition of Managing Projects in Organizations was published in 1987. Its entry into the marketplace at that time was propitious, because it coincided with a surging worldwide interest in project management. From the beginning, book sales were respectable. Quite a few colleges and universities adopted it for use in introductory courses in project management, and training departments in organizations such as AT&T, Fannie Mae, and Freddie Mac distributed it to employees who were studying project management topics. The second edition was published in 1995. Although the fundamental premises of project management had not changed since the book first came out, new developments in the business arena altered the business environment sufficiently that the book's contents needed to be adjusted to reflect the new conditions. For example, the explosive growth of Total Quality Management in the late 1980s and early 1990s put customers at center stage of all business activity. My copious references to "end users" in the first edition seemed too limiting in the new environment. In the second edition, I broadened my approach to address the concerns of all customers, not just end users. Time marches on, and it became necessary to issue this newest edition of Managing Projects in Organizations. Of particular note has been the growing influence of the Project Management Institute (PMI) as the world's standard-setting body in project management. In 1996 and again in 2000, PMI made revisions to its A Guide to the Project Management Body of Knowledge, known best by its acronym, PMBOK(PMI, 1996,2000). In these revisions, PMI took major steps toward updating world standards on project management practice. For example, over the years, there has been substantial confusion about how work breakdown structures (WBSs) should be developed. One approach was to focus on product-oriented WBSs and the other on task-oriented WBSs. PMI finally resolved this issue in 2001 when it published PMI Practice Standard for Work Breakdown Structures (PMI, 2001) and suggested that WBSs could contain both product and task elements. Another example: Many business enterprises were reluctant to adopt the important earned-value approach to integrated cost and schedule control because they saw this method as too arcane. It originated in the military and employed unfriendly terminology that was difficult to comprehend. Beginning in the mid-1990s and continuing through today, the earned-value community has made some changes to earned-value processes and vocabulary to make this method more accessible to ordinary businesses. This third edition of Managing Projects in Organizations has been updated to accommodate changes in the business environment and project management practices that have arisen since 1995. In addition to the changes already noted, the book has new material on establishing a project office, managing project portfolios, and managing virtual teams. |
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Managing projects in organizations.2003