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Contemporary Project Management
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Table of Contents

Part I: ORGANIZING PROJECTS. 1. Introduction to Project Management. 2. Project Selection and Prioritization. 3. Chartering Projects. Part II: LEADING PROJECTS. 4. Organizational Capability: Structure, Culture, and Roles. 5. Leading and Managing Project Teams. 6. Stakeholder Analysis and Communication Planning. Part III: PLANNING PROJECTS. 7. Scope Planning. 8. Scheduling Projects. 9. Resourcing Projects. 10. Budgeting Projects. 11. Project Risk Planning. 12. Project Quality Planning and Project Kick-off. Part IV: PERFORMING PROJECTS. 13. Project Supply Chain Management. 14. Determining Project Progress and Results. 15. Finishing the Project and Realizing the Benefits. Appendix A PMP and CAPM Exam Prep Suggestions Appendix B Agile Differences Covered Appendix C Answers to Selected Exercises Appendix D Project Deliverables Appendix E Strengths Themes as Used in Project Management (Available Online) Glossary Terms consistent the PMBOK (R) Guide and multiple other PMI Guides and Standards. Index.

About the Author

Timothy J. Kloppenborg is a Professor Emeritus of Management at Williams College of Business, Xavier University. He previously held faculty positions at the University of North Carolina Charlotte and the Air Force Institute of Technology and has worked temporarily at Southern Cross University and Tecnologico de Monterrey. He has written more than 100 publications and 9 books, including STRATEGIC LEADERSHIP OF PORTFOLIO AND PROJECT MANAGEMENT, PROJECT MANAGEMENT ESSENTIALS, PROJECT LEADERSHIP, and MANAGING PROJECT QUALITY. His articles have appeared in MIT Sloan Management Review, Project Management Journal, Journal of Management Education, Journal of General Management, SAM Advanced Management Journal, Information Systems Education Journal, Journal of Managerial Issues, Quality Progress, Management Research News, and Journal of Small Business Strategy. Dr. Kloppenborg is the founding editor of the Portfolio and Project Management book collection for Business Expert Press, where he has edited 17 books. He has been active with the Project Management Institute for 30 years and a PMP (R) since 1991. He is a retired U.S. Air Force Reserve officer. Dr. Kloppenborg has worked with more than 150 volunteer organizations. He has hands-on and consulting project management experience on six continents and has work with organizations such Duke Energy, Ernst & Young LLP, Givaudan, Greater Cincinnati Water Works, Intelligrated, Legrand North America, Kroger, Procter & Gamble, TriHealth, and Texas Children's Hospital. Dr. Kloppenborg has developed corporate training and undergraduate, MBA, and Executive MBA classes in project management, leadership, teamwork, and quality improvement. He also teaches PMP Prep classes. He holds a BS from Benedictine College, an MBA from Western Illinois University, and a PhD in Operations Management from the University of Cincinnati.

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