Harold Kerzner – författare

PROJECT MANAGEMENT THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling “bible” of project management, this book aligns with the concepts and standards outlined in PMI’s latest A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) and contains the detailed coverage of tools and methods used at all stages of a project. New content added to this 13th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book’s companion website. A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classificationComprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functionsPractical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimationIn-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality managementPerfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP® exam, as well as practicing project managers, project consultants, and trainers.

The gold standard for project management students and professionals—enhanced with AI, agile, and data-driven strategies in this landmark 14th edition.For over four decades, Project Management: A Systems Approach to Planning, Scheduling, and Controlling has been the go-to resource for project managers, students, and professionals worldwide. In this newly revised 14th edition, renowned project management expert Harold Kerzner integrates the latest advancements, from artificial intelligence (AI) and data-driven decision-making to agile and hybrid methodologies, ensuring today's project leaders are equipped to navigate an evolving landscape. Aligned with the Project Management Body of Knowledge (PMBOK® Guide), this bestselling guide prepares readers for the PMP® exam's principles-first approach. Whether you're leading complex global projects, managing sustainability initiatives, or leveraging AI for project insights, this book provides the tools to drive success. In this new 14th edition, you'll find:  Cutting-edge insights on AI in project management, data-driven strategies, and emerging methodologies. Practical frameworks for settting clear objectives, defining project success, and managing risks.Comprehensive guidance on agile, hybrid, and traditional project management approaches. In-depth coverage of sustainability and corporate social responsibility in project execution. Real-world strategies for managing complex, large-scale, and global projects. Ideal for students, PMP® candidates, and practicing professionals, Project Management, 14th Edition remains the gold standard for mastering project management.

In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure. Today's changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value. Responding to the needs of today's project managers, Value-Driven Project Management begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business values are met, including: Internal valueFinancial valueFuture valueCustomer-related valueThe authors also offer best practices that allow you and your organization to create additional value in efficiency, customer satisfaction, and enhanced products and services. Finally, the book helps you incorporate value into clearly defined business objectives and "sell" the value-driven process to executives. Throughout the book, helpful illustrations clarify complex concepts and processes. Assigning valuable resources to projects that don't provide some tangible form of value to the organization and to the client is poor management and poor decision-making. On the other hand, selecting and implementing projects that will deliver value and an acceptable return on investment is effective management and decision-making, but is very challenging, especially when a project may not provide its target value for years to come. With Value-Driven Project Management in hand, you'll discover the tools you need to ensure that projects deliver true value upon their completion.

As project management has evolved and matured, so has the executive's role in project management. To ensure the success of individual projects and the organization as a whole, today's executives are increasingly involved in activities such as capacity planning, portfolio management, prioritization, and strategic planning specifically for project management. In fact, more and more executives are becoming certified Project Management Professionals (PMPs). What Executives Need to Know About Project Management offers executives a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help executives get effective, well-resourced project management teams in place and ensure the success of any individual project. The book begins with basic principles, including a detailed discussion of the three best practices that enable executives to ensure effective project management: Developing an environment where project management is viewed as a professionSecuring key personnel for project management positionsCreating opportunities for rewards and advancement through successful project managementNext, the book explores how executives serve as executive sponsors in project management teams, setting forth solutions to the many problems and challenges they face in this role, including managing disagreements, delegating authority, and accelerating projects. The authors explain how the role of the executive sponsor changes depending upon the life-cycle phase of the project. For example, during the project initiation and planning phases, the sponsor may take on a very active role, ensuring that proper objectives are established and that the project plan satisfies the needs of the business as well as the needs of the client. During the execution phase, the sponsor may take on a less active role; however, the book shows how executive sponsors need to become involved when roadblocks appear, crises occur, and conflicts arise over priorities among projects. Throughout the book, helpful illustrations clarify complex concepts and processes.

The landmark project management reference, now in a new edition

Now in a Tenth Edition, this industry-leading project management "bible" aligns its streamlined approach to the latest release of the Project Management Institute''s Project Management Body of Knowledge (PMI®''s PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject.

From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features:

New sections on scope changes, exiting a project, collective belief, and managing virtual teams More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management 400 discussion questions More than 125 multiple-choice questions

(PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)

The landmark project management reference, now in a new edition

Now in a Tenth Edition, this industry-leading project management "bible" aligns its streamlined approach to the latest release of the Project Management Institute''s Project Management Body of Knowledge (PMI®''s PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject.

From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features:

New sections on scope changes, exiting a project, collective belief, and managing virtual teams More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management 400 discussion questions More than 125 multiple-choice questions

(PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)

Discover how functional managers can apply the Kerzner Approach to project management As a functional manager today, you need to become more involved in project management. That doesn't mean you need to become a project manager, but rather you need to know how to perform specific project-related tasks, work with project team members, understand each other's priorities and problems, and resolve issues jointly. Now here's the book that gives you everything you need to know about your role in project management clearly and succinctly.Based on principles set forth in the bestselling Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, this easy-to-follow guide focuses on the pivotal role you play as an executive in project management. It introduces the acclaimed Kerzner Approach, demonstrating how it empowers functional managers with the skills needed to ensure that projects are completed successfully, on time, and on budget.The International Institute for Learning/Wiley Series in Project Management features the most innovative, tested-and-proven approaches to project management, all explained in clear, straightforward language. The series offers new perspectives on solving tough project management problems as well as practical tools for getting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.

In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure.

Today''s changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value.

Responding to the needs of today''s project managers, Value-Driven Project Management begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business values are met, including:

Internal value Financial value Future value Customer-related value

The authors also offer best practices that allow you and your organization to create additional value in efficiency, customer satisfaction, and enhanced products and services. Finally, the book helps you incorporate value into clearly defined business objectives and "sell" the value-driven process to executives.

Throughout the book, helpful illustrations clarify complex concepts and processes.

Assigning valuable resources to projects that don''t provide some tangible form of value to the organization and to the client is poor management and poor decision-making. On the other hand, selecting and implementing projects that will deliver value and an acceptable return on investment is effective management and decision-making, but is very challenging, especially when a project may not provide its target value for years to come. With Value-Driven Project Management in hand, you''ll discover the tools you need to ensure that projects deliver true value upon their completion.

As project management has evolved and matured, so has the executive''s role in project management. To ensure the success of individual projects and the organization as a whole, today''s executives are increasingly involved in activities such as capacity planning, portfolio management, prioritization, and strategic planning specifically for project management. In fact, more and more executives are becoming certified Project Management Professionals (PMPs).

What Executives Need to Know About Project Management offers executives a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help executives get effective, well-resourced project management teams in place and ensure the success of any individual project.

The book begins with basic principles, including a detailed discussion of the three best practices that enable executives to ensure effective project management:

Developing an environment where project management is viewed as a profession Securing key personnel for project management positions Creating opportunities for rewards and advancement through successful project management

Next, the book explores how executives serve as executive sponsors in project management teams, setting forth solutions to the many problems and challenges they face in this role, including managing disagreements, delegating authority, and accelerating projects.

The authors explain how the role of the executive sponsor changes depending upon the life-cycle phase of the project. For example, during the project initiation and planning phases, the sponsor may take on a very active role, ensuring that proper objectives are established and that the project plan satisfies the needs of the business as well as the needs of the client. During the execution phase, the sponsor may take on a less active role; however, the book shows how executive sponsors need to become involved when roadblocks appear, crises occur, and conflicts arise over priorities among projects.

Throughout the book, helpful illustrations clarify complex concepts and processes.

Discover how functional managers can apply the Kerzner Approach to project management

As a functional manager today, you need to become more involved in project management. That doesn''t mean you need to become a project manager, but rather you need to know how to perform specific project-related tasks, work with project team members, understand each other''s priorities and problems, and resolve issues jointly. Now here''s the book that gives you everything you need to know about your role in project management clearly and succinctly.

Based on principles set forth in the bestselling Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, this easy-to-follow guide focuses on the pivotal role you play as an executive in project management. It introduces the acclaimed Kerzner Approach, demonstrating how it empowers functional managers with the skills needed to ensure that projects are completed successfully, on time, and on budget.

The International Institute for Learning/Wiley Series in Project Management features the most innovative, tested-and-proven approaches to project management, all explained in clear, straightforward language. The series offers new perspectives on solving tough project management problems as well as practical tools for getting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.

The application of project management techniques is considered standard practice in today''s business environment. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think—yet, the difference in the return on value can be quite significant. Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business''s organizational structure, and politics. As these forces add to a project''s complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies.

Managing Complex Projects delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today''s project manager, including:

Dealing with multiple virtual teams located around the world Working with partners and stakeholders that may have limited project management tools and experience Adjusting to long-term projects in which the stakeholders may change Managing projects where stated goals and objectives differ among stakeholders

This book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on complex projects by combining "hard" skills, such as risk management and scheduling, with "soft" skills that focus on interpersonal communication. Managing Complex Projects serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.

The application of project management techniques is considered standard practice in today''s business environment. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think—yet, the difference in the return on value can be quite significant. Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business''s organizational structure, and politics. As these forces add to a project''s complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies.

Managing Complex Projects delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today''s project manager, including:

Dealing with multiple virtual teams located around the world Working with partners and stakeholders that may have limited project management tools and experience Adjusting to long-term projects in which the stakeholders may change Managing projects where stated goals and objectives differ among stakeholders

This book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on complex projects by combining "hard" skills, such as risk management and scheduling, with "soft" skills that focus on interpersonal communication. Managing Complex Projects serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.

Strategic Planning A Practical Guide Peter Rea, Ph.D., HaroldKerzner, Ph.D. In today's business world, now more than ever, theonly constant is change. With technology producing a steady streamof innovations, consumer preferences shifting rapidly, andworld-wide free trade increasing, successful managers face agrowing challenge to remain a step ahead of the future. Frombusiness students to corporate managers, anyone interested in thisdiscipline will find no resource more insightful and engaging thanStrategic Planning: A Practical Guide. From their extensiveexperience consulting with Fortune 500 companies, Rea and Kerznerhave succeeded in crafting the definitive introduction to strategicplanning and management policy and strategy--from the grass-rootsprinciples to the practical applications utilized by organizationstoday. Examining the integral roles of finance, marketing, learningcurves, research and development, inventory control, andmanufacturing techniques, Strategic Planning presents acomprehensive overview of the development and implementation ofcontemporary strategic planning models applicable to both small andlarge businesses. Rather than teaching complex, integrated theory,the authors offer a straight-forward approach to demonstratestrategic planning and management policy techniques. Withstep-by-step methods on how to apply relevant material, along withdiscussion questions, and problems designed to highlight thepractical application of particular issues, companies cansuccessfully formulate and implement strategic initiativesto:* Establish a clear direction for the future* Make decisions across levels and functions* Improve organizational performance* Build teamwork and expertise* Aid executives in thinking and behaving strategically* And more!

"It has often been said that ''to improve, one must be prepared to measure the improvement'' and ''one must inspect what one expects.'' The Kerzner Project Management Maturity Model has provided this tangible measure of maturity. The rest is up to a company to set the expectations and to inspect the results."--Bill Marshall, Nortel Global Project Process Standards (from the Foreword) Strategic planning for project management-a proven model for assessment and continuous improvement Harold Kerzner''s landmark Project Management has long been the reference of choice for outstanding coverage of the basic principles and concepts of project management. Now, with the Project Management Maturity Model (PMMM) detailed in this new book, Kerzner has developed a unique, industry-validated tool for helping companies assess their progress in integrating project management throughout their organization. Strategic Planning for Project Management Using a Project Management Maturity Model begins by examining the principles of strategic planning and how they relate to project management. The second part of the book introduces the PMMM, detailing the five different levels of development for achieving maturity, along with benchmarking instruments for measuring an organization''s progress along the maturity curve. These assessment tools can easily be customized to suit individual companies-a particularly valuable feature of the model. Offering vital guidance for making project management a strategic tool for competitive advantage, this book helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence.

ADVANCED PROJECT MANAGEMENT AUTHORITATIVE STRATEGIES FOR IMPLEMENTING PROJECT MANAGEMENTSenior managers at world-class corporations open their office doors to discuss case studies that demonstrate their thought processes and actual strategies that helped them lead their companies to excellence in project management in less than six years!Following the Project Management Institute’s Body of Knowledge (PMBOK®), industry leaders address: Project risk managementProject portfolio managementThe Project OfficeProject management multinational culturesIntegrated project teams and virtual project teams

In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure.

Today''s changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value.

Responding to the needs of today''s project managers, Value-Driven Project Management begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business values are met, including:

Internal value Financial value Future value Customer-related value

The authors also offer best practices that allow you and your organization to create additional value in efficiency, customer satisfaction, and enhanced products and services. Finally, the book helps you incorporate value into clearly defined business objectives and "sell" the value-driven process to executives.

Throughout the book, helpful illustrations clarify complex concepts and processes.

Assigning valuable resources to projects that don''t provide some tangible form of value to the organization and to the client is poor management and poor decision-making. On the other hand, selecting and implementing projects that will deliver value and an acceptable return on investment is effective management and decision-making, but is very challenging, especially when a project may not provide its target value for years to come. With Value-Driven Project Management in hand, you''ll discover the tools you need to ensure that projects deliver true value upon their completion.

Transform the PMBOK® Guide from a framework to a sharpened tool in your project manager''s toolbox

In project management circles, it''s often joked that "there''s the right way, the wrong way, and the PMBOK® way" to manage projects. In truth, it''s really about the methodology you choose. The PMBOK® Guide is a consensus-based standard that thousands of project management professionals find immensely valuable in the process of developing an effective methodology. But exactly how does a project manager take the information provided in the PMBOK® Guide and apply it most effectively and appropriately to an actual project environment? This book can be the answer. It is basically a "guide to the guide"—a road map to applying the tools of the PMBOK® Guide to your organization''s or project''s unique nature and requirements.

Bringing the PMBOK® Guide to Life: A Companion for the Practicing Project Manager builds a bridge between the PMBOK® Guide and the common needs of today''s practicing project managers. It explains and elaborates on specific techniques, terms, and the application of tools that will enable project managers to effectively adapt the principles and processes described in the PMBOK® Guide to the practical world of project management.

Readers will find suggested approaches for the use of project management tools and techniques along with templates developed directly from information provided in the PMBOK® Guide. Suggestions and study tips are also included to assist in preparing for the PMP exam, and a Project Plan Accelerator (PPA) can be used with the PMBOK® Guide by project managers and project teams to develop plans that are specifically tailored to meet the needs of your team, your clients, and your sponsoring organization.

Written by two of the leading experts in the field, Bringing the PMBOK® to Life will help every project manager translate the PMBOK® Guide''s tools and techniques into actionable, commonsense approaches to managing a project.

(PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)

As project management has evolved and matured, so has the executive''s role in project management. To ensure the success of individual projects and the organization as a whole, today''s executives are increasingly involved in activities such as capacity planning, portfolio management, prioritization, and strategic planning specifically for project management. In fact, more and more executives are becoming certified Project Management Professionals (PMPs).

What Executives Need to Know About Project Management offers executives a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help executives get effective, well-resourced project management teams in place and ensure the success of any individual project.

The book begins with basic principles, including a detailed discussion of the three best practices that enable executives to ensure effective project management:

Developing an environment where project management is viewed as a profession Securing key personnel for project management positions Creating opportunities for rewards and advancement through successful project management

Next, the book explores how executives serve as executive sponsors in project management teams, setting forth solutions to the many problems and challenges they face in this role, including managing disagreements, delegating authority, and accelerating projects.

The authors explain how the role of the executive sponsor changes depending upon the life-cycle phase of the project. For example, during the project initiation and planning phases, the sponsor may take on a very active role, ensuring that proper objectives are established and that the project plan satisfies the needs of the business as well as the needs of the client. During the execution phase, the sponsor may take on a less active role; however, the book shows how executive sponsors need to become involved when roadblocks appear, crises occur, and conflicts arise over priorities among projects.

Throughout the book, helpful illustrations clarify complex concepts and processes.

Discover how functional managers can apply the Kerzner Approach to project management

As a functional manager today, you need to become more involved in project management. That doesn''t mean you need to become a project manager, but rather you need to know how to perform specific project-related tasks, work with project team members, understand each other''s priorities and problems, and resolve issues jointly. Now here''s the book that gives you everything you need to know about your role in project management clearly and succinctly.

Based on principles set forth in the bestselling Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, this easy-to-follow guide focuses on the pivotal role you play as an executive in project management. It introduces the acclaimed Kerzner Approach, demonstrating how it empowers functional managers with the skills needed to ensure that projects are completed successfully, on time, and on budget.

The International Institute for Learning/Wiley Series in Project Management features the most innovative, tested-and-proven approaches to project management, all explained in clear, straightforward language. The series offers new perspectives on solving tough project management problems as well as practical tools for getting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.

Transform the PMBOK® Guide from a framework to a sharpened tool in your project manager''s toolbox

In project management circles, it''s often joked that "there''s the right way, the wrong way, and the PMBOK® way" to manage projects. In truth, it''s really about the methodology you choose. The PMBOK® Guide is a consensus-based standard that thousands of project management professionals find immensely valuable in the process of developing an effective methodology. But exactly how does a project manager take the information provided in the PMBOK® Guide and apply it most effectively and appropriately to an actual project environment? This book can be the answer. It is basically a "guide to the guide"—a road map to applying the tools of the PMBOK® Guide to your organization''s or project''s unique nature and requirements.

Bringing the PMBOK® Guide to Life: A Companion for the Practicing Project Manager builds a bridge between the PMBOK® Guide and the common needs of today''s practicing project managers. It explains and elaborates on specific techniques, terms, and the application of tools that will enable project managers to effectively adapt the principles and processes described in the PMBOK® Guide to the practical world of project management.

Readers will find suggested approaches for the use of project management tools and techniques along with templates developed directly from information provided in the PMBOK® Guide. Suggestions and study tips are also included to assist in preparing for the PMP exam, and a Project Plan Accelerator (PPA) can be used with the PMBOK® Guide by project managers and project teams to develop plans that are specifically tailored to meet the needs of your team, your clients, and your sponsoring organization.

Written by two of the leading experts in the field, Bringing the PMBOK® to Life will help every project manager translate the PMBOK® Guide''s tools and techniques into actionable, commonsense approaches to managing a project.

(PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)

A new edition of the most popular book of project management case studies, expanded to include more than 100 cases plus a "super case" on the Iridium Project

Case studies are an important part of project management education and training. This Fourth Edition of Harold Kerzner''s Project Management Case Studies features a number of new cases covering value measurement in project management. Also included is the well-received "super case," which covers all aspects of project management and may be used as a capstone for a course.

This new edition:

Contains 100-plus case studies drawn from real companies to illustrate both successful and poor implementation of project management Represents a wide range of industries, including medical and pharmaceutical, aerospace, manufacturing, automotive, finance and banking, and telecommunications Covers cutting-edge areas of construction and international project management plus a "super case" on the Iridium Project, covering all aspects of project management Follows and supports preparation for the Project Management Professional (PMP®) Certification Exam

Project Management Case Studies, Fourth Edition is a valuable resource for students, as well as practicing engineers and managers, and can be used on its own or with the new Eleventh Edition of Harold Kerzner''s landmark reference, Project Management: A Systems Approach to Planning, Scheduling, and Controlling.

(PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

The bestselling project management text for students and professionals—now updated and expanded

This Eleventh Edition of the bestselling "bible" of project management maintains the streamlined approach of the prior editions and moves the content even closer to PMI®''s Project Management Body of Knowledge (PMBOK®). New content has been added to this edition on measuring project management ROI, value to the organization and to customers, and much more. The capstone "super" case on the "Iridium Project" has been maintained, covering all aspects of project management. Increased use of sidebars throughout the book helps further align it with the PMBOK and the Project Management Professional (PMP®) Certification Exam.

This new edition features significant expansion, including more than three dozen entirely new sections and updates on process supporting; types of project closure; project sponsorship; and culture, teamwork, and trust. This comprehensive guide to the principles and practices of project management:

Offers new sections on added value, business intelligence, project governance, and much more Provides twenty-five case studies covering a variety of industries, almost all of which are real-world situations drawn from the author''s practice Includes 400 discussion questions and more than 125 multiple-choice questions Serves as an excellent study guide for the PMP Certification Exam

(PMI, PMBOK, PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

The bestselling project management text for students and professionals—now updated and expanded

This Eleventh Edition of the bestselling "bible" of project management maintains the streamlined approach of the prior editions and moves the content even closer to PMI®''s Project Management Body of Knowledge (PMBOK®). New content has been added to this edition on measuring project management ROI, value to the organization and to customers, and much more. The capstone "super" case on the "Iridium Project" has been maintained, covering all aspects of project management. Increased use of sidebars throughout the book helps further align it with the PMBOK and the Project Management Professional (PMP®) Certification Exam.

This new edition features significant expansion, including more than three dozen entirely new sections and updates on process supporting; types of project closure; project sponsorship; and culture, teamwork, and trust. This comprehensive guide to the principles and practices of project management:

Offers new sections on added value, business intelligence, project governance, and much more Provides twenty-five case studies covering a variety of industries, almost all of which are real-world situations drawn from the author''s practice Includes 400 discussion questions and more than 125 multiple-choice questions Serves as an excellent study guide for the PMP Certification Exam

(PMI, PMBOK, PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

A new edition of the most popular book of project management case studies, expanded to include more than 100 cases plus a "super case" on the Iridium Project

Case studies are an important part of project management education and training. This Fourth Edition of Harold Kerzner''s Project Management Case Studies features a number of new cases covering value measurement in project management. Also included is the well-received "super case," which covers all aspects of project management and may be used as a capstone for a course.

This new edition:

Contains 100-plus case studies drawn from real companies to illustrate both successful and poor implementation of project management Represents a wide range of industries, including medical and pharmaceutical, aerospace, manufacturing, automotive, finance and banking, and telecommunications Covers cutting-edge areas of construction and international project management plus a "super case" on the Iridium Project, covering all aspects of project management Follows and supports preparation for the Project Management Professional (PMP®) Certification Exam

Project Management Case Studies, Fourth Edition is a valuable resource for students, as well as practicing engineers and managers, and can be used on its own or with the new Eleventh Edition of Harold Kerzner''s landmark reference, Project Management: A Systems Approach to Planning, Scheduling, and Controlling.

(PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

Best practices for picking up the pieces when projects fail

There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor.

Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible from the wreckage. Since failing project cannot be managed using the same lifecycle phases employed with succeeding projects, most project management professionals are unprepared to tackle the challenge of project recovery. This book presents valuable case studies and a recovery project lifecycle to help project managers identify and respond effectively to a troubled project.

Includes case studies and best practices for saving failing projects or recovering projects that have already failed Written by experience project manager Howard Kerzner, the author of Project Management Best Practices, Third Edition Features proven techniques for performing project health checks and determining the degree of failure and the recovery options available Includes a new recovery lifecycle that includes phases and checklists for turning around failing projects

With comprehensive case studies, checklists, worksheets, and cross listings to the appropriate project management body of knowledge, Project Recovery offers a much needed lifeline for managers facing the specter of failure.

Best practices for picking up the pieces when projects fail

There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor.

Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible from the wreckage. Since failing project cannot be managed using the same lifecycle phases employed with succeeding projects, most project management professionals are unprepared to tackle the challenge of project recovery. This book presents valuable case studies and a recovery project lifecycle to help project managers identify and respond effectively to a troubled project.

Includes case studies and best practices for saving failing projects or recovering projects that have already failed Written by experience project manager Howard Kerzner, the author of Project Management Best Practices, Third Edition Features proven techniques for performing project health checks and determining the degree of failure and the recovery options available Includes a new recovery lifecycle that includes phases and checklists for turning around failing projects

With comprehensive case studies, checklists, worksheets, and cross listings to the appropriate project management body of knowledge, Project Recovery offers a much needed lifeline for managers facing the specter of failure.

Best practices for picking up the pieces when projects fail There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor.Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible from the wreckage. Since failing project cannot be managed using the same lifecycle phases employed with succeeding projects, most project management professionals are unprepared to tackle the challenge of project recovery. This book presents valuable case studies and a recovery project lifecycle to help project managers identify and respond effectively to a troubled project. Includes case studies and best practices for saving failing projects or recovering projects that have already failedWritten by experience project manager Howard Kerzner, the author of Project Management Best Practices, Third EditionFeatures proven techniques for performing project health checks and determining the degree of failure and the recovery options availableIncludes a new recovery lifecycle that includes phases and checklists for turning around failing projectsWith comprehensive case studies, checklists, worksheets, and cross listings to the appropriate project management body of knowledge, Project Recovery offers a much needed lifeline for managers facing the specter of failure.

PROJECT MANAGEMENT 2.0 MASTER PROJECT MANAGEMENT FOR A VIRTUAL WORLD In this full color guide, Project Management expert Harold Kerzner provides much needed guidance on today’s changing project management mechanics, especially the growing importance of value metrics and key performance indicators. In Project Management 2.0, Kerzner explains how PM 2.0 offers better outcomes with a focus on new tools, better governance, and improved collaboration. Kerzner also compares various methodologies and examines how PM 2.0 facilitates problem solving and decision making. You’ll find essential background on PM 2.0, as well as a detailed examination of web-based project management tools and how to use them. Improve project governance and collaboration with stakeholdersAchieve more meaningful information reporting with KPIs, metrics, and dashboardsDiscover easier ways for teams to work together from different locationsGain an understanding of the project manager’s role in strategic planning and portfolio managementImplement problem-solving and decision-making processesUnderstand how to implement effective methodologiesProject Management 2.0 explains PM 2.0 tools and techniques that managers, project team members, engineers, and consultants can start using now for improved project outcomes.

PROJECT MANAGEMENT 2.0

MASTER PROJECT MANAGEMENT FOR A VIRTUAL WORLD

In this full color guide, Project Management expert Harold Kerzner provides much needed guidance on today’s changing project management mechanics, especially the growing importance of value metrics and key performance indicators. In Project Management 2.0, Kerzner explains how PM 2.0 offers better outcomes with a focus on new tools, better governance, and improved collaboration. Kerzner also compares various methodologies and examines how PM 2.0 facilitates problem solving and decision making. You’ll find essential background on PM 2.0, as well as a detailed examination of web-based project management tools and how to use them.

Improve project governance and collaboration with stakeholders Achieve more meaningful information reporting with KPIs, metrics, and dashboards Discover easier ways for teams to work together from different locations Gain an understanding of the project manager’s role in strategic planning and portfolio management Implement problem-solving and decision-making processes Understand how to implement effective methodologies

Project Management 2.0 explains PM 2.0 tools and techniques that managers, project team members, engineers, and consultants can start using now for improved project outcomes.