Project Management from Simple to Complex

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In a world that is becoming more virtual, more global, and more complex, the project manager's ability to function in this environment becomes critical to the success of the project. Project Management from Simple to Complex explores project management within this complex, virtual, and global environment.

Description from LibreTexts.

Publisher
LibreTexts
Subjects
Business, Management
Licence
CC BY-NC-SA 3.0, as LibreTexts states it. Non-commercial use only.
Who can read
Tweens profiles and older, judged from its title and subjects

Contents

LibreTexts writes equations in TeX, and here they show as TeX; the PDF has them typeset.

  1. Front Matter
  2. TitlePage
  3. InfoPage
  4. Table of Contents
  5. Licensing
  6. 1: Introduction to Project Management
  7. 1.1: Project Management Defined
  8. 1.2: Project Defined
  9. 1.3: Project Context
  10. 1.4: Key Skills of the Project Manager
  11. 1.5: Introduction to the Project Management Knowledge Areas
  12. 1.6: Exercises
  13. 1.7: Web Exercise
  14. 1.8: Software and Technology Exercises
  15. 2: Project Profiling
  16. 2.1: Using a Project Profile
  17. 2.2: Project Profiling Models
  18. 2.3: Complex Systems and the Darnall-Preston Complexity Index
  19. 2.4: Darnall-Preston Complexity Index Structure
  20. 2.5: Exercises
  21. 2.6: Software and Technology Exercise
  22. 3: Project Phases and Organization
  23. 3.1: Project Phases
  24. 3.2: Project Organization
  25. 3.3: Using the Darnall-Preston Complexity Index to Measure Organizational Complexity
  26. 3.4: Exercises
  27. 3.5: Web Exercise
  28. 4: Understanding and Meeting Client Expectations
  29. 4.1: Including the Client
  30. 4.2: Understanding Values and Expectations
  31. 4.3: Dealing with Problems
  32. 4.4: Nurturing a Feeling of Satisfaction
  33. 4.5: Exercises
  34. 4.6: Web Exercises
  35. 5: Working with People on Projects
  36. 5.1: Working with Individuals
  37. 5.2: Working with Groups and Teams
  38. 5.3: Creating a Project Culture
  39. 5.4: Exercises
  40. 5.5: Web Exercises
  41. 6: Communication Technologies
  42. 6.1: Types of Communication
  43. 6.2: Selecting Software
  44. 6.3: Exercises
  45. 6.4: Web Exercise
  46. 6.5: Software and Technology Exercises
  47. 7: Starting a Project
  48. 7.1: Project Selection
  49. 7.2: Project Scope
  50. 7.3: Project Start-Up
  51. 7.4: Alignment Process
  52. 7.5: Communications Planning
  53. 7.6: Exercises
  54. 7.7: Software and Technology Exercise
  55. 8: Project Time Management
  56. 8.1: Types of Schedules
  57. 8.2: Elements of Time Management
  58. 8.3: Critical Path and Float
  59. 8.4: Managing the Schedule
  60. 8.5: Project Scheduling Software
  61. 8.6: Exercises
  62. 8.7: Software and Technology Exercises
  63. 9: Estimating and Managing Costs
  64. 9.1: Estimating Costs
  65. 9.2: Managing the Budget
  66. 9.3: Exercises
  67. 9.4: Software and Technology Exercise
  68. 10: Managing Project Quality
  69. 10.1: Quality and Statistics
  70. 10.2: Development of Quality as a Competitive Advantage
  71. 10.3: Relevance of Quality Programs to Project Quality
  72. 10.4: Planning and Controlling Project Quality
  73. 10.5: Assuring Quality
  74. 10.6: Exercises
  75. 10.7: Software and Technology Exercises
  76. 11: Managing Project Risk
  77. 11.1: Defining Risk
  78. 11.2: Risk Management Process
  79. 11.3: Project Risk by Phases
  80. 11.4: Project Risk and the Project Complexity Profile
  81. 11.5: Exercises
  82. 11.6: Web Exercise
  83. 12: Project Procurement and Closure
  84. 12.1: Identifying the Need for Resources Outside the Organization
  85. 12.2: Procurement Plan
  86. 12.3: Selecting the Type of Contract
  87. 12.4: Procurement Process
  88. 12.5: Project Closure
  89. 12.6: Exercises
  90. 12.7: Web Exercises
  91. Back Matter
  92. Index
  93. Glossary
  94. Detailed Licensing