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The McGraw-Hill 36-Hour Course: Project Management, Second Edition,9780071738279

The McGraw-Hill 36-Hour Course: Project Management, Second Edition

by ;
Edition: 2nd
Format: Paperback
Pub. Date: 10/12/2010
Publisher(s): McGraw-Hill Education


Schedule and coordinate projects seamlessly, start to finish!In today's ultracompetitive world of business, those in charge want results on time and on budget--and they're turning to project managers to deliver. Skilled project managers are in high demand, and the profession is growing at an unprecedented rate.The McGraw-Hill 36-Hour Course: Project Management, Second Edition, combines expert insight, advice based on realworld experience, and the latest developments into a single, concise package. In the span of 36 hours, you'll learn how to: plan, launch, manage, and close projects Build the best team for each project Shape and drive a project using effective leadership Manage quality, costs, time, and risk Deploy the latest project management technologiesComplete with chapter-ending self-tests and a comprehensive online final exam,The McGraw-Hill 36-Hour Course: Project Management, Second Edition, provides the guidance you need to manage any project under any conditions.

Author Biography

Helen Cooke is a project management veteran with extensive experience in consultation, implementation, and teaching.

Table of Contents

Project Managementp. 1
Overview and Goalsp. 1
What is Project Management?p. 1
Why make a Distinction Between Projects and Operations?p. 12
The Relationship of Project Management to Implementing Desired Changep. 17
The Value-Added Proposition: Declaring and Revalidating Project Valuep. 26
Benefits of Adopting Project Management Approachesp. 28
Summaryp. 29
Review Questionsp. 30
Project Management Conceptsp. 33
Overview and Goalsp. 33
What is a Project?p. 33
Natural Phases of Projectsp. 42
Contrasting Project Life Cycle and Product Life Cyclep. 46
Types of Projectsp. 57
How Project Management is Applied in Different Settingsp. 59
Summaryp. 63
Review Questionsp. 64
The Project Management Leaderp. 67
Overview and Goalsp. 67
The Project Leader's Integrated Skill Setp. 68
Essential Characteristics of the Project Management Leaderp. 70
Knowledge, Skills, and Abilities of the Project Managerp. 80
Other Leadership Roles on Large Projectsp. 88
Summaryp. 91
Review Questionsp. 92
The Process of Managing Projectsp. 95
Overview and Goalsp. 95
The Basicsp. 96
How Projects Get Startedp. 102
The Project's Life Cycle: Project Phasesp. 107
Summaryp. 110
Review Questionsp. 111
Planning Conceptsp. 113
Overview and Goalsp. 113
Project Planningp. 113
Detailed Planningp. 122
Plan Approvalp. 130
Summaryp. 131
Review Questionsp. 132
High-Level Planningp. 133
Overview and Goalsp. 133
It is All About Planningp. 134
High-Level Planningp. 134
Scope and Objectives Planningp. 144
Documenting the Planp. 152
Completing Initial High-Level Documentationp. 157
Review of the Overall Plan Before Detailed Plan Developmentp. 158
Summaryp. 160
Review Questionsp. 161
Detailed Planning for Executionp. 163
Overview and Goalsp. 163
Creating a Work Plan for Executionp. 164
The Go/No-Go Decisionp. 170
Implementation Detail for Start-Upp. 173
Planning for Team Managementp. 180
Communications Planp. 183
Planning for Stakeholder Managementp. 184
Quality Planp. 186
Summaryp. 187
Review Questionsp. 188
Building and Developing a Teamp. 189
Overview and Goalsp. 189
Creating an Environment for Successp. 190
The Importance of Communication on Projectsp. 191
Team Developmentp. 191
Human Resources Managementp. 192
Creating Teams of Similar and Dissimilar Peoplep. 193
Creating a Project Management Culturep. 195
Team Buildingp. 201
Establishing Project Management Culture on Virtual Projectsp. 202
Managing Team Resourcesp. 205
Summaryp. 207
Review Questionsp. 208
Facilitating Project Execution and Closeoutp. 211
Overview and Goalsp. 211
Creating a Success Environment with Processesp. 212
Communicationsp. 213
Managing Qualityp. 217
Managing Costp. 218
Managing Timep. 220
Managing Riskp. 221
Policy and Standardsp. 224
Project Integration Managementp. 225
All Projects Have a Beginning and an Endp. 226
Turnover of Responsibility for Deliverablesp. 227
Lessons Learned and Process Improvementsp. 229
Summaryp. 230
Review Questionsp. 231
The Context for Project Managementp. 233
Overview and Goalsp. 233
Quality Assumptionsp. 234
The Project Culture: Continuous Learning and Improvementp. 238
Project Decisions as an Element of Qualityp. 239
The Wright Brothers' Project to Create Controlled Flightp. 241
Project Managers Do Not Always Get High Visibilityp. 246
Staying Aligned with the External Environmentp. 247
Summaryp. 247
Review Questionsp. 248
Controlling Project Workp. 251
Overview and Goalsp. 251
Project Control and the Triple Constraintp. 253
Earned Value as a Means of Controlp. 264
Project Management Toolsp. 267
Leveraging Technologyp. 268
Summaryp. 270
Review Questionsp. 271
Organizational Project Management Maturityp. 273
Overview and Goalsp. 273
Management Structure and Culturep. 275
Improving the Project Environmentp. 280
Definition of Organizational Project Management Maturityp. 280
How Process Improvement Applies to Project Managementp. 284
A Project's Business and Work Contextp. 289
Leveraging the Organization's Resourcesp. 293
Determining the Organization's Project Management Maturityp. 295
Technology to Enhance Organizational Project Management Maturityp. 301
The Project Management Office or Program Management Office (PMO)p. 306
Standard Processes to Improve Project Managementp. 313
Standard Metricsp. 313
Conclusionp. 315
Key Concepts to Rememberp. 321
Advancing Both the Project and the Professionp. 323
Review Questionsp. 324
Process Modelp. 327
Templatesp. 335
Organizational Assessmentp. 357
Case Studyp. 363
Deliverables' Life Cyclep. 369
Notesp. 373
Indexp. 383
Instructions for Accessing Online Final Exam and Chapter Quiz Answersp. 390
Table of Contents provided by Ingram. All Rights Reserved.

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