Project Management, 11ed (An Indian Adaptation): A Managerial Approach, 11ed

Jack R. Meredith, Scott M. Shafer, Ramesh Anbanandam

ISBN: 9789354641176

556 pages

INR 949


Project Management: A Managerial Approach, 11th Edition delivers a practical exploration of proven project management techniques and strategies. With a strong emphasis on real-world application and implementation, the book is perfect for managers and business students seeking an instructive leadership resource. It highlights the links between standards and everyday applications and details all Project Management Body of Knowledge concepts.

Preface to the Adapted Edition

Preface to the US Edition



1 Projects in Contemporary Organization

1.1 The Definition of a “Project”

1.2 Why Project Management?

1.3 The Project Life Cycle

1.4 Agile Project Management

1.5 The Structure of this Text


Part I: Project Initiation


2 Project Strategy and Selection

2.1 Organizational Project Management and Governance

2.2 Project Selection Models

2.3 Project Portfolio Management (PPM)


3 The Project Manager

3.1 Project Management and the Project Manager

3.2 Special Demands on the Project Manager

3.3 Attributes of Effective Project Managers

3.4 Problems of Cultural Differences


4 Managing for Stakeholders and Resolving Conflicts

4.1 Identifying and Analyzing Stakeholders

4.2 Conflict and the Project Life Cycle

4.3 Dealing with Conflict

4.4 The Nature of Negotiation

4.5 Partnering, Chartering, and Scope Change


5 The Project in the Organizational Structure

5.1 Projects in a Functional Organization

5.2 Projects in a Projectized Organization

5.3 Projects in a Matrixed Organization

5.4 Projects in Composite Organizational Structures

5.5 Selecting a Project Form

5.6 The Project Management Office

5.7 The Project Team

5.8 Human Factors and the Project Team


Part II: Project Planning


6 Activity Planning: Traditional and Agile

6.1 Traditional Project Activity Planning

6.2 Agile Project Planning

6.3 Coordination Through Integration Management


7 Budgeting and Risk Management

7.1 Estimating Project Budgets

7.2 Better Cost Estimating and Bidding

7.3 Project Risk Management

7.4 Quantitative Risk Assessment Methodologies


8 Scheduling

8.1 Background

8.2 Network Techniques: PERT and CPM

8.3 Risk Analysis Using Simulation with Crystal Ball®

8.4 Using These Tools

8.5 Scheduling the Scrum


9 Resource Allocation

9.1 Critical Path Method—Crashing a Project

9.2 The Resource Allocation Problem

9.3 Resource Loading

9.4 Resource Leveling

9.5 Constrained Resource Scheduling

9.6 Goldratt’s Critical Chain


Part III: Project Execution


10 Monitoring and Information Systems

10.1 The Planning–Monitoring–Controlling Cycle

10.2 Information Needs and Reporting

10.3 Earned Value Analysis

10.4 Agile Tools for Tracking Project Progress


11 Project Control

11.1 The Fundamental Purposes of Control    

11.2 Three Types of Control Processes

11.3 The Design of Control Systems

11.4 Control of Change and Scope Creep


12 Project Auditing

12.1 Purposes of Evaluation—Goals of the System

12.2 The Project Audit

12.3 The Project Audit Life Cycle

12.4 Some Essentials of an Audit/Evaluation

12.5 Measurement


13 Project Closure and Benefits Realization

13.1 The Varieties of Project Closure

13.2 When to Close a Project

13.3 The Closure Process

13.4 The Final Report—A Project History

13.5 Benefits Realization

13.6 Afterword


Nucor’s Approach to Closure by Addition

Twelve Hospital Handoff Projects

Terminating the Superconducting Super Collider Project

When You Have to Kill a Project

HMT's Closure by Starvation



Author Index

Subject Index


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