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ePub Project Management: A Managerial Approach download

by Samuel J. Mantel Jr.,Jack R. Meredith

ePub Project Management: A Managerial Approach download
Samuel J. Mantel Jr.,Jack R. Meredith
Wiley; 7 edition (December 9, 2008)
Management & Leadership
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PROJECT MANAGEMENT A Managerial Approach ffirs.

indd 3 10/10/08 5:16:35 PM ftoc. indd 16 10/10/08 5:17:22 PM Dedication To Avery and Mitchell, from papajack. J. R. M. To Maggie and Patty for their help, support, and affection.

Project management can seem like an impossible task-things rarely go as planned. To manage a project, you need insight into human behavior, knowledge of organizational issues, and skill with quantitative methods.

Using these projects and the selection models, choose the best career for you. Career – Actress/ Actor Career – Teacher Career – Small Business Entrepreneur Career – Senior Manager at a Large Global Organization Career – Project Manager 12 Important: Don’t jump to conclusions or preconceived notions.

Release Date: August 2011.

Project Management: A Managerial Approach 5E addresses project management from a management perspective rather than a cookbook, special area treatise, or collection of loosely associated articles. The book is primarily intended for use as a college textbook for teaching project management at the advanced undergraduate or master's level. The text is appropriate for classes on the management of service, product, engineering projects, as well as information systems (IS). Thus, we have included some coverage of material concerning information systems and how IS projects differ from and are similar to regular business projects.

Project Management provides a robust grounding in essentials of the field using a managerial approach to both .

Project Management provides a robust grounding in essentials of the field using a managerial approach to both fundamental concepts and real-world practice. Designed for business students, this text follows the project life cycle from beginning to end to demonstrate what successful project management looks like on the ground. Expert discussion details specific techniques and applications, while guiding students through the diverse skill set required to select, initiate, execute, and evaluate todays projects.

Samuel J. Mantel, Jr. University of Cincinnati. The writing of this book is a project. Wake Forest University. The reor-ganization of Procter & Gamble (P&G) into a global enterprise is a project, or more accurately a program, a large integrated set of projects. The construction of a y-in sh-ing lodge in Manitoba, Canada is a project.

For example, no project management book has been listed which has been printed after 1979. lt;/p

An important goal is to appeal to help those who are prepared to take the Project Management Institute’s PMBOK certification exam

A J Dennis, R J Green, E W Schupp, D A Westcott. Читать pdf. A. Levy, Christopher J Kalman MSc MBChB FFOM FRCP(Glas) - Handbook of Conveying and Handling of Particulate Solids. Levy, Christopher J Kalman MSc MBChB FFOM FRCP(Glas).

The use of project management to accomplish the goals of society’s varied organizations continues to grow.  Insight into human behavior, knowledge of organizational issues, and skill with quantitative methods are all necessary for successful project management.

Meredith and Mantel have drawn from personal experiences in the workplace to develop a text that teaches the reader how to build upon skills necessary for selecting, initiating, operating, and controlling all types of projects.

Suitable for students and professionals alike, Project Management 7e equips the reader with the tools essential for effective project management. 

  • This is the worst written text book I have ever had to purchase for a class and I would strongly encourage any professors out there looking for a text book to explore other options and any students to drop any class that requires this book.

    The book is written as endless walls of text and the author writes in a very confusing manner making the book 3 times as long as it needs to be. The author wastes line after line of text yammering on about pointless stuff like how we will be covering more of this topic in chapters 5, 7 and 9 respectively. He also uses extensive citations of the works of others to the point that by the time you get back to the main point you forgot what he was trying to say to begin with. Many of his citations are from the 1960's too which makes the book feel really out of date.

    If you need this class to graduate and can't drop it and take one with a different text then I strongly suggest buying the Kindle edition since you can search a kindle book and copy and paste out of it. A great trick for learning with this book is to copy and paste a page into Word and then delete all of the superfluous BS on that page and then read the 3 important sentences that are left.

    In case anyone doesn't believe me about this book, please see the half page I have copied and pasted here. The rest of the book is no better. There are 590 pages just like this in this book. Really think about dropping the class that would have you read this. I am on Amazon right now looking for a different PM book so I can actually learn this topic. I learned little from this book because real information was just too diluted and I was halfway through the class before I started editing it in Word for myself.

    This chapter initiates our discussions of Time, Quality, and Risk Management, PMBOK
    knowledge areas 3, 5, and 8, respectively. Time management is an extensive topic which
    is further discussed in Chapters 8, 10, and 11. Similarly, risk will be discussed further in
    Chapters 7 and 8, and quality will be discussed again in Chapter 12.
    In the Reader's Digest (March 1998, p. 49) Peter Drucker is quoted on planning: "Plans
    are only good intentions unless they immediately degenerate into hard work." To make such a
    transformation possible is no easy task. Inadequate planning is a cliché in project management.
    Occasionally, articles appear in project management periodicals attesting to the value of good
    planning. Project managers pay little attention. PMs say, or are told, that planning "takes too
    much time," "customers don't know what they want," "if we commit we will be held accountable," and a number of similar weak excuses (Bigelow, 1998, p. 15). Tom Peters, well-known
    seeker of business excellence, was quoted in the Cincinnati Post: "Businesses [believe] a lot of
    dumb things. . . . The more time you spend planning, the less time you'll need to spend on implementation. Almost never the case! Ready. Fire. Aim. That's the approach taken by businesses I
    most respect." We strongly disagree and, as we will report below (and in Chapter 13), there is a
    great deal of research supporting the view that careful planning is solidly associated with project
    success--and none, to our knowledge, supporting the opposite position. On the other hand,
    sensible planners do not kill the plan with overanalysis. This leads to the well-known "paralysis
    by analysis." In an excellent article, Langley (1995) fi nds a path inbetween the two extremes.
    Thus far, we have dealt with initiating a project. Now we are ready to begin the process of
    planning the work of the project in such a way that it may be translated into the "hard work"
    that actually leads to the successful completion of the project. There are several reasons why
    we must use considerable care when planning projects. The primary purpose of planning, of
    course, is to establish a set of directions in suffi cient detail to tell the project team exactly what
    must be done, when it must be done, what resources will be required to produce the deliverables of the project successfully, and when each resource will be needed.
    As we noted in Chapter 1, the deliverables (or scope, or specifi cations, or objectives) of
    a project are more than mere descriptions of the goods and/or services we promise to deliver
    to the client at a quality level that will meet client expectations. The scope of a project also
    includes the time and cost required to complete the project to the client's satisfaction. The plan

    Meredith, Jack R. (2011-12-01). Project Management: A Managerial Approach, 8th Edition (Page 221). Wiley. Kindle Edition.

  • Run far and fast. This text book makes so many references to other resources you have to wonder if you wouldn't be better off reading them instead of the textbook. They even shamelessly reference other textbooks by the lead author. Every other page has a reference of PMI's PMBOK.

    This textbook does an appalling job of explaining every concept it claims to cover. Section 8.2 "Network Techniques: PERT (ADM) and CPM (PDM)" is especially horrible and does the reader a disservice by making it absurdly more complicated then it should be. I ended up having to use YouTube to try to figure it out the concepts.

    An example how bad the book is try looking up scope in the book. Reading the 1st chapter you would know it's on pg. 11, but in the Chapter 1 glossary it's not listed. Then looking at book index listing for Scope it directs you to Project, goals and deliverables. So you look up Project notice that there is no goals and deliverables heading, but there are two headings one deliverables and one for goals. I save you the effort its listed under goals. Why is it such a process to find something that is fundamental to understanding the subject matter?

    I'm not sure who the authors wrote this book for since most people will find it useless. The authors might have written it for other academics, but they would just use PMI PMBOK instead. Every chapter is disjointed with random articles that do little to reinforce the actual material. Honestly, Wiley should be embarrassed to be associated with this train wreck.

    TL;DR If they assign you this book for a class, just drop the class, an then consider changing schools since they don't care if you actually learn anything. Total waste of time.

  • I have not read the entire book yet, but I purchased this textbook for my Environmental Project Management Class. The seller (Charlotte's supply) said "International Edition with exact same content." I just found out the hard way that this is not 100% accurate. I was able to access the US textbook using a Kindle trial and I carefully went over Chapter 6. This is what I found:

    227 (Int) Project Management in Practice: Timetable Scheduling and Operational Plan Generation for London Underground
    227 (US) Project Management in Practice: Shanghai Unlucky with Passengers

    243 (Int) Project Management in Practice: Disaster Project Planning in Iceland
    243 (US) Project Management in Practice: Using Agile to Integrate Two Gas Pipeline Systems

    268-274 (Int) Case: Caprico
    268-276 (US) Case: Heublein: Project Management and Control System (your book)

    Clearly, some of the examples and case studies are different in the International Student Version. All the other pages are the same as far as I can tell.