Sinopsis
The past several decades have been marked by rapid growth in the use of project management as a means by which organizations achieve their objectives. In the past, most projects were external to the organization—building a new skyscraper, designing a commercial ad campaign, launching a rocket—but the growth in the use of projects lately has primarily been in the area of projects internal to organizations: developing a new product, opening a new branch, improving the services provided to customers. As exhilarating as outside projects are, successfully executing internal projects is even more satisfying in that the organization has substantially improved its ability to execute more effi ciently, effectively, or quickly, resulting in an agency or business that can even better contribute to society while simultaneously enhancing its own competitive strength. Project management provides an organization with powerful tools that improve its ability to plan, implement, and control its activities as well as the ways in which it utilizes its people and resources.
It is popular to ask, “Why can’t they run government the way I run my business?” In the case of project management, however, business and other organizations learned from government, not the other way around. A lion’s share of the credit for the development of the techniques and practices of project management belongs to the military, which faced a series of major tasks that simply were not achievable by traditional organizations operating in traditional ways. The United States Navy’s Polaris program, NASA’s Apollo space program, and more recently, the space shuttle and the development of “smart” bombs and missiles are a few of the many instances of the application of these specially developed management approaches to extraordinarily complex projects. Following such examples, nonmilitary government sectors, private industry, public service agencies, and volunteer organizations have all used project management to increase their effectiveness. Most fi rms in the computer software business routinely develop their output as projects or groups of projects.
Content
- Projects in Contemporary Organizations
- Strategic Management and Project Selection
- The Project Manager
- Negotiation and the Management of Conflict
- The Project in the Organizational Structure
- Project Activity Planning
- Budgeting and Cost Estimation
- Scheduling
- Resource Allocation
- Monitoring and Information Systems
- Project Control
- Project Auditing
- Project Termination
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