Managing Projects in Organizations

Fülszöveg

Project management has now arrived at center stage. Beginning in the late 1980s, key decision makers in organizations came to realize that the project management approach could offer them significant leverage in achieving results in chaotic times. Since the first edition of Managing Projects in Organizations was published in 1987, it has become the thinking manager's guide to project management: a balanced, conversational presentation of the full range of project management issues aimed at people with management—but not necessarily project management—experience.
Today, the commitment to project management excellence has spread to a wide array of industries, from traditional, project-focused fields such as construction and aerospace to information-age industries like computer systems, telecommunications, and banking. Projects have now become an organizational building block as companies have downsized, flattened, and initiated the use of teams as a means to greater... Tovább

Fülszöveg

Project management has now arrived at center stage. Beginning in the late 1980s, key decision makers in organizations came to realize that the project management approach could offer them significant leverage in achieving results in chaotic times. Since the first edition of Managing Projects in Organizations was published in 1987, it has become the thinking manager's guide to project management: a balanced, conversational presentation of the full range of project management issues aimed at people with management—but not necessarily project management—experience.
Today, the commitment to project management excellence has spread to a wide array of industries, from traditional, project-focused fields such as construction and aerospace to information-age industries like computer systems, telecommunications, and banking. Projects have now become an organizational building block as companies have downsized, flattened, and initiated the use of teams as a means to greater productivity. This revised edition of Managing Projects in Organizations holds the book's place at the vanguard of the movement, as J. Davidson Frame makes current the important principles of project management to reflect realities for today's workers— including information systems managers, educators, R&D personnel, lav^^ers, writers, budgeters, and the vast numbers of others whose work demands that they manipulate information.
Unlike many other books in project management that focus on engineering and manufacturing settings, Managing Projects in Organizations encompasses product, engineering, and service-based organizations and has been updated to cover important new developments in software, outsourcing, quality, and related issues. With examples from a range of industries—including government and health care—and an updated bibliography of project management literature, the author goes beyond a mere checklist of techniques to
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