Managing Projects in Organizations [antikvár]

Preface The first edition of Managing Projects in Organizations v^diS published in 1987. Its entry into the marketplace at that time was propitious, because it coincided with a surging worldwide interest in project management. From the beginning, sales were respectable. Quite a few colleges and imiversities adopted it for use in introductory courses in project management, and training departments in organizations such as AT and T, Fannie Mae, and Freddie Mac distributed it to employees studying project management topics. With the passage of the years, sales of the book continued to be steady. However, it became obvious to me that to have value for today's reader, the book needed to be revised to reflect today's realities, which have changed somewhat from the realities of the 1980s. This new edition, then, presents an updated view of how projects should be carried out in organizations. The core themes have not changed, but new insights have been included (for example, how to build team spirit when you are working with borrowed resources) and anachronisms removed (for example, no more references to end users). In addition, the list of suggested readings from the project management literature has been updated. Intended Audience_ Let the reader beware! Managing Projects in Organizations is designed to be an introduction to project management. It is written to provide readers with a fairly quick and painless overview of key issues. I recently received a copy of a project management textbook by a prominent author. It is more than one thousand pages long! I suspect that the novice would take one look at this book and conclude that project management is an arcane discipline best left to XI