Successful Project Management A Step-by-Step Approach with Practical Examples

ISBN-10: 047168032X

ISBN-13: 9780471680321

Edition: 4th 2005 (Revised)

List price: $110.00
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The "Fourth Edition of this internationally bestseller details the quick and easy way to master the basics of project management. Using a lively, conversational style, project management gurus Mickey Rosenau and Gregory Githens equip readers with fundamental principles and "tested-in-the-trenches" techniques for managing projects in any type of organization. They arm readers with easy-to-use tools for resolving any technical, mechanical, or personnel problem that may arise over the course of a project and break project management down into twenty-two chronological steps. Extensively revised and updated, this "Fourth Edition examines the role of integration in project planning, risk-and-issues management, virtual teams, new theories, project management offices, and more! "Successful Project Management, Fourth Edition is an ideal primer for students and an indispensable quick reference for experienced professionals.
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Book details

List price: $110.00
Edition: 4th
Copyright year: 2005
Publisher: John Wiley & Sons, Incorporated
Publication date: 9/9/2005
Binding: Hardcover
Pages: 384
Size: 6.00" wide x 9.00" long x 0.75" tall
Weight: 0.990

MILTON D. ROSENAU, Jr. is well known in both project management and product development circles. He is the author of a number of successful books, including The PDMA Handbook of New Product Development and Successful Product Development (both published by Wiley).GREGORY D. GITHENS has more than twenty years of experience as a project and program manager, practitioner, consultant, and trainer. He held membership in the core team for both the 2000 and 2004 versions of PMI's PMBOK Guide. He is the cofounder of the new product development specific interest group within PMI and was a member of the editorial advisory board for PMNetwork magazine from 1995 to 2003.

What Is a Project?
Projects Are a Type of Work
Projects Distinguished From Tasks and From Processes
Programs are Collections of Projects
Project Management Maturity
Integrated Project Management
The Project Management "Hat" is Different From the Technical or Product Management "Hat"
Effective Project Managers Manage Expectations of Stakeholders
A Roadmap of Five Important Program Management Functions
Defining the Goals of a Project
Linking the Project to the Product
Strategic Alignment of Projects
The Product Life Cycle and the Project Life Cycle
Project Completion Includes Delivering a Result that Meets the Requirements
The Delivering Organization and the Consuming Organization
All Projects Involve Agreements
Good Boundaries
Taking Action
Balancing Competing Demands with the Triple Constraint
Many Ways to Measure Project Performance
The Triple Constraint
A Model to Help Evaluate Competing Demands
Adjusting Baseline for Risk
How the Triple Constraint Helps to Explain Three Common Tradeoffs
The Triple Constraint During Control
Other Examples of Balancing Competing Demands: Financial Management
Project Management as a Decision-Making Process
Contracts, Negotiations, and Proposals
Negotiating the Contract
Proposals: a Special Kind of Project
The Proposal Process
Typical Problems
International Projects
Planning a Project
Why and How to Plan a Project
Integrated Project Planning
Using Computer Software During Project Planning
"The Plan"
Applying Project Plans During Execution
Project Planning is an Investment, Not an Expense
The Work Breakdown Structure
The Work Breakdown Structure
The work Package and the WBS Dictionary
Top-down Planning Approach for Developing the WBS
Organizing the WBS for Completeness and Control
Bottom-Up Planning Approach for Developing the WBS
Validating the Work Scope
Work Scope is Fundamental to Project Integration
Overview of Scheduling Formats
Bar Charts
Network Diagrams
The Network Logic Diagram
Why Use a Network Diagram?
Computer Software
Helpful Hints
Typical Problems
Time Estimating and Compressing the Schedule
Types of Time Estimates
Earliest and Latest Start and Finish Times
Typical Problems
Cost Estimating and Budgeting
Resource Planning
Cost Estimating
Project Cost System
Budgeting Cost
Computer Software
Typical Problems
The Impact of Limited Resources
Computer Software
Time Versus Cost Trade-Off
Typical Problems
Risk and Contingency
Ten Steps for Team-Based Risk Management
Building a Culture for Good Decision Making
Leading the People Who Work on a Project
Organizational Design for Delivering Projects
Three Organizational Forms
Other Organizational Forms
The Informal Organization
Typical Problems
Building the Project Team
Core Team and Extended Team
Staffing Starts with Project Scope
Formal Project Authority
Assigning Personnel to the Project
Sources of Personnel
Task Assignments
The Virtual Project Team
Turning a Group Into a True Team
Computer Software
Typical Problems
Organizing the Support Team
Involvement and Commitment
Interaction With Support Groups
Typical Problems
The Role of the Project Manager
Project Manager Competencies
Project Management Career Path
What a Project Manager Does
Theories of Motivation and Their Implications
Three Useful Techniques
Typical Problems
Practical Tips for Project Managers
Conflict Resolution
Efficient Time Management
Typical Problems
Controlling the Project
Essential of Project Control
Develop a Baseline
Develop a Performance Measurement System
Measure Performance Against Baseline and Determine Variances
Corrective Actions
Multiple Projects
Computer Software
Typical Proble
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