Project Management Theory and Practice

Published:
January 20, 2010 by Auerbach Publications - 578 Pages
Author(s):
Gary L. Richardson, University of Houston, TX
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ISBN 9781439809938
Cat# K10496
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ISBN 9781439809945
Cat# KE10468
 

Features

  • Examines the theories behind the PMBOK® Guide and illustrates how they are carried out in practice
  • Includes a section on professional ethics and responsibility that follows PMI’s documentation on the topic
  • Presents material in a manner that can be easily understood by those new to project management
  • Filled with numerous end-of-chapter questions, scheduling and budgeting problems, scoping projects, and sample worksheets

Summary

Although there are numerous project management resources available, most are either too academic, focus too heavily on IT, or provide quick-fix advice without the theory required to understand why the solutions work. Following and expanding on PMI’s Project Management Body of Knowledge (PMBOK®), Project Management Theory and Practice provides students with a complete overview of project management theory—in language they can easily understand.

This classroom-tested textbook translates the abstract model vocabulary and processes from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition into accessible discussions complete with contemporary views and projections for the future. The text integrates the organizational environment that surrounds a project to supply students with the well-rounded knowledge of theories, organizational issues, and human behavior needed to manage real-world projects effectively. Providing a clear picture of the state of the art in project management, it details numerous project-related frameworks, including:

  • Enterprise project management
  • Project portfolio management
  • Work breakdown structures
  • Earned value management
  • Professional responsibility
  • Project team productivity

The text reaches beyond traditional core project management topics to include discussions on enterprise maturity, virtual and outsourced organizations, project management offices, operational governance, and multi-project management. Filled with numerous end-of-chapter questions, scheduling and budgeting problems, scoping projects, and sample worksheets that illustrate various analytical tools and management decisions, this is the ideal text for classroom use and essential reading for anyone seeking project management certification.

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

Author Bio(s)

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.

Editorial Reviews

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® 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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