Project Management for Engineering, Business and Technology
Routledge – 2012 – 704 pages
There is an ever-growing need for better project management within the disciplines of engineering, business and technology and this new edition is a direct response to that need. By emphasizing practical applications, this book targets the ultimate purpose of project management; to unify and integrate the interests, resources and work efforts of many stakeholders to accomplish the overall project goal.
The book encompasses the essential background material required, from philosophy to methodology, before presenting concepts and techniques for practical application on topics including:
The new edition has been updated to provide closer alignment with PMBOK terms and definitions for more ease of use alongside PMI qualifications and covers the latest developments in project management methodologies.
Supplemented by brand new case studies from engineering and technology projects, as well as improved instructor support materials, this text is an ideal resource and reference for anyone studying or practicing project management within engineering or business environments.
'I have long considered this text by far the best'
-Prof Charles Thompson, Industrial Engineering & Management Sciences, Northwestern University, USA.
Part 1: Philosophy and concepts 1. What is Project Management? 2. Systems Approach and Systems Engineering Part 2: Systems Development Cycle 3. Systems Development Cycle and Project Conception 4. Project and System Definition Part 3: Systems and Procedures 5. Planning Fundamentals 6. Project Time Planning and Networks 7. Advanced Network Analyses and Scheduling 8. Cost Estimating and Budgeting 9. Project Quality Management 10. Managing Risks in Projects 11. Project Execution and Control 12. Project Evaluation, Communication, Implementation and Closeout Part 4: Organization Behavior 13. Project Organization Structure and Integration 14. Project Roles, Responsibility and Authority 15. Managing Participation, Teamwork and Conflict Part 5: Project Management in the Corporate Context 16. The Management of Project Management 17. Project Selection and Portfolio Management 18. International Project Management
John M. Nicholas is Professor of Operations and Project Management and former Associate Dean of the Graduate School of Business at Loyola University, Chicago, USA. He is an active teacher, writer and researcher in project management and manufacturing management; conducting executive seminars and consults on project management and process improvement. He has authored numerous academic and technical publications and led or worked on projects for companies such as Lockheed-Martin Corporation, Bank America and Argonne National Laboratory
Herman Steyn is Professor at the Graduate School of Technology Management, University of Pretoria, South Africa where he specializes in project management; initiating currently the only Masters' program in Project Management on the African continent that is accredited by the PMI (USA). He has been involved in project management in industry since 1975 and has managed a variety of engineering projects (system, product and process development) in the minerals, defence and nuclear industries. He has also managed product portfolios