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Project Management Theory and Practice

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Table of Contents

Conceptual Overview of the Project Environment Introduction Evolution of Project Management Project Management Body of Knowledge Industry Trends in Project Management Project Types Project Organization Concepts Project Life Cycle Models Quick Start Example Projects as State Change Vehicles Role of Projects in the Organization Project Initiation Defining the Triple Constraints Project Plan Development Scope Management Time Management Cost Management Advanced Planning Models Analyzing Variable Time Estimates Project Simulation Critical Chain Management Model Planning Support Processes Human Resource Management Project Communications Procurement Management Quality Management Risk Management Plan Review and Approval Project Execution-Managing the Plan Project Execution and Control Monitoring and Controlling Techniques Change Management Project and Enterprise Metrics Earned Value Management Tracking Project Progress Enterprise Reporting Using the Balanced Scorecard Closing the Project The Closing Process Contemporary Topics Organizational Maturity Project Portfolio Management Enterprise Project Management Office HR Outsourcing High Productivity Teams Project Governance Professional Ethics and Responsibility Ethical Project Management Practices Appendix A: Financial Metrics Appendix B: Templates Appendix C: Project Repository Architecture Index

About the Author

Gary Richardson, PhD, PMP is the program coordinator for the University of Houston's College of Technology graduate level project management program. This program serves both the internal and external community in regard to the theory and practice of project management. He comes from a broad professional background including industry, consulting, government, and academia. During the early phase of his career he was an officer in the U.S. Air Force, followed by industry stints at Texas Instruments as a manufacturing engineer, and then by consulting assignments at the Defense Communications Agency, Department of Labor, and the U.S. Air Force (Pentagon) in Washington, D.C. The latter half of his career was spent with Texaco and Service Corporation International in various IT and CIO level management positions. Interspersed through these periods he was a professor at Texas A&M, the University of South Florida, and the University of Houston, and also did other adjunct professor stints at three other universities. Gary has previously published four computer-related textbooks and numerous technical articles. Through his experiences in over 100 significantly sized projects of various types, he has observed frequently encountered issues and has been an active participant in the evolution of management techniques that have occurred over this time. Gary received a BS in mechanical engineering from Louisiana Tech, an AFIT postgraduate program in meteorology at the University of Texas, an MS in engineering management from the University of Alaska, and a PhD in business administration from the University of North Texas. He currently teaches the PMP Prep course and other graduate-level project management courses at the University of Houston plus various continuing education courses.


This book is founded upon PMI's work, but provides broader coverage of contemporary topics of current interest in project management. After the initial chapters, the author pushes beyond the basic model view to cover topics that may interest project managers in the future. With 37 chapters spread over ten parts, this work is comprehensive, starting with `Conceptual Overview of the Project Environment' and finishing with `Ethical Project Management Practices.' This extensive coverage is justified, and includes current topics such as organizational maturity, outsourcing, and project governance. The book also includes three short appendices on financial metrics, templates, and project repository architecture. This book expands on PMI's PMBOK (R) Guide, providing readers with a balanced knowledge of theory, organizational issues, and the associated human behavior needed to manage real-world projects effectively. It is an ideal choice for graduate management students, as well as those seeking project management certification. The later chapters, starting with Part 5, `Planning Support Processes,' will particularly interest practicing project managers. -C.S. Arora, in Computing Reviews, September 2011

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