INTRODUCTION

This fifth edition of Project Management: Strategic Design and Implementation has been put together with the objective of further contributing to the project management knowledge of professionals at all levels of responsibility and to the student aspiring to be a knowledgeable professional in this discipline.

Managers and professionals engaged in project management, who desire to be more effective contributors in their organization’s success, will find this book useful. The format of the book is adaptable to many different uses. Readers may read sections and topics in whatever order best suits their interests. The 7 parts and 23 chapters provide an easy division of information for readers. In Fig. I.1, these parts and chapters of the fifth edition are portrayed in the context of strategic management and project management and are briefly described in the following text.

FIGURE I.1

Part 1, Introduction, consists of 3 chapters that introduce project management and its evolution and describe the management processes that are involved in the practice of this discipline.

Part 2, The Strategic Context of Projects, shows how projects are used in both the strategic and operational management of the enterprise. The theme emphasized in this section is how projects are building blocks in preparing the enterprise for its uncertain future. When to use project management, the strategic context of projects, the role of boards of directors, project stakeholders, and project strategic issues are examined in this part.

Part 3, Organizational Design for Project Management, looks at how to organize human resources, project authority, project portfolio management, and project management maturity.

Part 4, Project Operations, reviews project planning, information systems, project control, earned value systems, and project termination strategies.

Part 5, Interpersonal Dynamics in the Management of Projects, presents information on project leadership, communications, and successful project teams.

Part 6, The Cultural Elements, reviews a strategy of continuous improvement through projects, and cultural considerations in project management. A new awareness is raised in project management that cultural aspects are perhaps as important as the “traditional” cost, schedule, and technical performance issues.

Part 7, New Prospects, considers the alternative uses to which project teams can be put.

The reader can do further reading about project management from the additional sources of information given at the end of each chapter. Then, too, each reference cited in the text of the book can be a valuable source of additional information.

We wish readers much success in their project management work!