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  • 成功的项目管理(英文版)(第4版)[平装]
  • 共2个商家     34.10元~34.30
  • 作者:杰克?吉多(JackGido)(作者),詹姆斯?克莱门斯(JamesClements)(作者)
  • 出版社:电子工业出版社;第1版(2010年6月1日)
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  • ISBN:9787121109751

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    《成功的项目管理(英文版)(第4版)》由电子工业出版社出版。《成功的项目管理(英文版)(第4版)》不仅适用于本科生和MBA学生的教学,也是项目管理研究人员和从业人员必备的参考书。

    作者简介

    作者:(美国)杰克?吉多(Jack Gido) (美国)詹姆斯?克莱门斯(James Clements)

    James p. C1ements is the Provost and Vice President for Academic Affairs and the Robert W. Deutsch Distinguished Professor of Information Techno1ogy at Towson University. He previous1y he1d positions as Vice President for Eco-nomic and Community 0utreach, executive director of the Center for App1ied Information Techno1ogy, and Chair of the Department of Computer and Information Sciences at Towson University.

    目录

    Prefaceiii
    AbouttheAuthorsiv
    PartTHELIFE0FAPR0JECTI
    1ProjectManagementConcepts
    AttributesofaProject
    ProjectLifeCyc1e
    TheProjectManagementProcess
    G1oba1ProjectManagement
    BenefitsofProjectManagement

    2NeedsIdentification
    NeedsIdentification
    ProjectSe1ection
    PreparingaRequestforProposa1
    So1icitingProposa1s

    3ProposedSo1utions
    Bui1dingRe1ationshipswithCustomersandPartners
    Pre-RFP/Proposa1Marketing
    Bid/No-BidDecision
    Deve1opingaWinningProposa1
    Proposa1Preparation
    Proposa1Contents
    PricingConsiderations
    Proposa1SubmissionandFo11ow-Up
    CustomerEva1uationofProposa1s
    TypesofContracts
    ContractProvisions
    MeasuringSuccess

    4TheProject
    P1anningtheProject
    ManagingRisk
    PerformingtheProject
    Contro11ingtheProject
    TerminatingtheProject
    PartPR0JECTPLANNINGANDC0NTR0L

    5P1anning
    Project0bjective
    WorkBreakdownStructure
    Responsibi1ityMatrix
    DefiningActivities
    Deve1opingtheNetworkP1an
    P1anningforInformationSystemsDeve1opment

    6Schedu1ing
    ActivityDurationEstimates
    ProjectStartandFinishTimes
    Schedu1eCa1cu1ations
    Schedu1ingforInformationSystemsDeve1opment

    7Schedu1eContro1
    ProjectContro1Process
    EffectsofActua1Schedu1ePerformance
    IncorporatingProjectChangesintotheSchedu1e
    UpdatingtheProjectSchedu1e
    ApproachestoSchedu1eContro1
    Schedu1eContro1forInformationSystemsDeve1opment

    8ResourceConsiderations
    Resource-ConstrainedP1anning
    P1annedResourceUti1ization
    ResourceLeve1ing
    Resource-LimitedSchedu1ing

    9CostP1anningandPerformance
    ProjectCostEstimates
    ProjectBudgeting
    DeterminingActua1Cost
    DeterminingtheVa1ueofWorkPerformed
    CostPerformanceAna1ysis
    CostForecasting
    CostContro1
    ManagingCashF1ow
    PartPE0PLE:THEKEYT0PR0JECTSUCCESS

    10TheProjectManager
    Responsibi1itiesoftheProjectManager
    Ski11softheProjectManager
    Deve1opingtheSki/IsNeededtobeaProjectManager
    De1egation
    ManagingChange

    11TheProjectTeam
    ProjectTeamDeve1opmentandEffectiveness
    Ethica1Behavior
    Conf1ictonProjects
    Prob1emSo1ving
    TimeManagement

    12ProjectCommunicationandDocumentation
    Persona1Communication
    EffectiveListening
    Meetings
    Presentations
    Reports
    ProjectDocumentationandContro11ingChanges
    Co11aborativeCommunicationToo1s

    13TypesofProject0rganizations
    Functiona1-Type0rganization
    Project-Type0rganization
    Matrix-Type0rganization
    AdvantagesandDisadvantages
    ReinforceYourLearningAnswers
    G1ossary

    序言

    Project management is more than merely parceling out work assignments toindividuals and hoping that they will somehow accomplish a desired result. Infact, projects that could have been successful'often fail because of such take-it-for-granted approaches. Individuals need hard information and real skills towork successfully in a project environment and to accomplish project objectives.Effective Project Management was written to equip its users with both——by explain-ing concepts and techniques and by using numerous examples to show how theycan be skillfully applied.
    Although the focus of the book is squarely on the practical things readersabsolutely need to know to thrive in project environments, the book does notforsake objective learning; it simply challenges readers to think critically aboutproject management principles and to apply them within the context of the realworld. We capture lessons learned from years of managing projects, teachingproject management, and writing extensively about it.
    Effective Project Management is intended for students as well as for workingprofessionals and volunteers. The book is designed to present the essential skillsreaders need to make effective contributions and to have an immediate impacton the accomplishment of projects in which they are involved. Thus, it supportsbusiness and industry's lifelong learning programs, which develop and trainemployees to succeed on interdisciplinary and cross-functional teams, and itsends students into the workforce with marketable skills.
    Effective Project Management is written for everyone involved in projects, notjust project managers. Projects with good or even great project managers stillmay not succeed, as the best efforts of all involved are essential. All the people onthe project team must have the knowledge and skills to work effectively togetherin a project environment. People do not become project managers by readingbooks; they become project managers by first being effective project teammembers. This book provides the foundation individuals need to be effectivemembers of project teams and thereby boosts everyone's potential to rise to thechallenge of managing teams and projects.

    文摘

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    2. Risk. If the proposed project involves an endeavor that has not beenundertaken before, such as a research and development project to comeup with a drug to control a disease, it may be necessary to include a largeamount of contingency, or management reserve, funds.
    3. Value of the project to the contractor. There may be situations in which thecontractor is willing to live with a tight or low price. For example, if thecontractor doesn't have many other projects, it may need to lay offworkers unless new contracts are obtained. In such a case, the contractormay include only a very small fee to increase the chances of winning thecontract and avoid having to lay offpeople. Another example of a projectthat may be particularly valuable to the contractor is a project thatprovides an opportunity to extend capabilities or expand into new typesof projects. A building contractor who has been doing only remodelingprojects may want to get into building complete homes and may bewilling to make a low profit in order to gain entry into the market and establish a reputation.
    4. Customer's budget. A contractor who knows how much money the cus- tomer has budgeted for a project should not submit a price that exceedswhat the customer has available. This is where good pre-RFP marketing is important. By helping a potential customer identify a need or submit- ting unsolicited proposals with cost estimates, a contractor can help the customer determine a budget for the project. Then, if the customer issues a competitive RFP (and doesn't disclose the amount budgeted for the project), the contractor with the customer budget "intelligence" infor- mation may be in a better position to submit a proposal with an accept- able price than are contractors who have not done similar homework.
    5. Competition. If many contractors are expected to submit proposals in response to a customer RFP or if some competing contractors are hungry for work, it may be necessary to submit a price that includes only a small profit to increase the chances of winning the contract.