James P. Lewis - Fundamentals of Project Management (Worksmart Series)

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title	:	Fundamentals of Project Management WorkSmart Series
author	:	Lewis, James P.
publisher	:	AMACOM Books
isbn10 | asin	:	0814478352
print isbn13	:	9780814478356
ebook isbn13	:	9780585022376
language	:	English
subject	Industrial project management.
publication date	:	1995
lcc	:	HD69.P75L488 1995eb
ddc	:	658.4/04
subject	:	Industrial project management.

Page i FUNDAMENTALS OF PROJECT MANAGEMENT

Page ii The WorkSmart Series The Basics of Business Writing Commonsense Time Management Effective Employee Orientation Essentials of Business Budgeting Essentials of Total Quality Management Fundamentals of Project Management Goal Setting Great Customer Service on the Telephone How to Become a Skillful Interviewer How to Recognize & Reward Employees How to Speak and Listen Effectively The Power of Self-Esteem Productive Performance Appraisals Resolving Conflicts on the Job The Successful New Manager Successful Team Building

Page iii Fundamentals of Project Management James P. Lewis

Page iv This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019 This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Lewis, James P., 1941 Fundamentals of project management /James P. Lewis. p. cm.-(The WorkSmart series) Includes bibliographical references (p. ). ISBN 0-8144-7835-2 1. Industrial project management. I. Title. II. Series. HD69.P75L488 1995 658.4'04-dc20 94-41740 CIP 1997 AMACOM, a division of American Management Association, New York. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9

Page v Contents PREFACE: SUCCESSFUL PROJECT MANAGEMENT vii CHAPTER 1 - An Overview of Project Management 1 CHAPTER 2 - A General Approach to Project Planning 16 CHAPTER 3 - Developing the Project Mission, Goals, and Objectives 27 CHAPTER 4 - Using the Work Breakdown Structure to Plan a Project 37 CHAPTER 5 - Scheduling Project Work 49 CHAPTER 6 - Scheduling Computations 60 CHAPTER 7 - Project Control and Evaluation 73 CHAPTER 8 - Project Control Using Earned Value Analysis 83 CHAPTER 9 - Managing the Project Team 97 CHAPTER 10 - How to Make Project Management Work in Your Company 109 APPENDIX 113 REFERENCES 117

Page vii Preface: Successful Project Management Although managing projects has been going on for thousands of years, the practice has only recently been recognized as a discipline in its own right. Suddenly master's-level degree programs are springing up at schools throughout the world, and certificate programs are being offered as well. Not only that, but some organizations have begun to ask their contractors to provide only project managers who have been certified as professionals by the Project Management Institute, the professional society for practitioners. In today's fast-paced world, organizations that practice sound project management methods have a competitive advantage over those who fly by the seat of the pants. Why? Because competition is rapidly becoming time-based as well as cost-based. That is, if you can get a product or service to market faster than anyone else, you have an edge on your competition. Further, if you can control the costs of your work better than others, you can sell your products or services at lower margins; "sloppy" management requires that goods be sold at higher margins in order to make sure the business is profitable.

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