Global Project Management Handbook: Planning, Organizing, and Controlling International Projects, Second Edition
by: David I. Cleland, Roland Gareis
Abstract: Learn and apply successful international project management techniques Contributors from 20+ nations reveal how current project management concepts and techniques can be successfully applied in different political, cultural, and geographical settings. Learn how project management is carried out in major countries such as Canada, China, Russia, Germany, France, England – and how these techniques can be applied globally. Case histories from around the world provide lessons on the international application of project management. 16 completely new chapters including ones on the rebuilding of Iraq, project management in outsourcing initiatives, and developing multinational teams
Full details
Table of Contents
- A. PREFACE
- B. ACKNOWLEDGMENTS
- 1. THE EVOLUTION OF PROJECT MANAGEMENT
- 2. PROJECT MANAGEMENT: A BUSINESS PROCESS OF THE PROJECT-ORIENTED COMPANY
- 3. THE FUTURE OF PROJECT MANAGEMENT: MAPPING THE DYNAMICS OF PROJECT MANAGEMENT FIELD IN ACTION
- 4. TOTAL LIFE-CYCLE SYSTEM MANAGEMENT
- 5. DEVELOPING MULTINATIONAL PROJECT TEAMS
- 6. RISK IDENTIFICATION AND ASSESSMENT FOR INTERNATIONAL CONSTRUCTION PROJECTS
- 7. PROGRAM MANAGEMENT AND PROJECT PORTFOLIO MANAGEMENT
- 8. COMPETENCIES OF PROJECT MANAGERS
- 9. MANAGING RISKS AND UNCERTAINTY IN MAJOR PROJECTS IN THE NEW GLOBAL ENVIRONMENT
- 10. MANAGING HUMAN ENERGY IN THE PROJECT-ORIENTED COMPANY
- 11. MANAGING PROJECT MANAGEMENT PERSONNEL AND THEIR COMPETENCIES IN THE PROJECT-ORIENTED COMPANY
- 12. LESSONS LEARNED: REBUILDING IRAQ IN 2004
- 13. PROJECT CRITICAL SUCCESS FACTORS: THE PROJECT-IMPLEMENTATION PROFILE
- 14. PROJECT MANAGEMENT FOR OUTSOURCING DECISIONS
- 15. PROJECT QUALITY MANAGEMENT IN INTERNATIONAL PROJECTS
- 16. SUCCESS FACTORS IN VIRTUAL GLOBAL SOFTWARE PROJECTS
- 17. MANAGING GLOBAL PROJECTS OVER A COLLABORATIVE KNOWLEDGE FRAMEWORK
- 18. MANAGEMENT OF THE PROJECT-ORIENTED COMPANY
- 19. PROJECT PORTFOLIO SCORE CARD
- 20. PARTNERING IN PROJECTS
- 21. BUSINESS PROCESS MANAGEMENT IN THE PROJECT-ORIENTED COMPANY
- 22. PROJECT MANAGEMENT IN AUSTRIA: ANALYSIS OF THE MATURITY OF AUSTRIA AS A PROJECT-ORIENTED NATION
- 23. A BRIEF INSIGHT OF PROJECT MANAGEMENT IN THE MAINLAND OF CHINA
- 24. PROJECT MANAGEMENT IN AUSTRALIA
- 25. PROJECT MANAGEMENT IN ROMANIA
- 26. JAPANESE PROJECT MANAGEMENT PRACTICES ON GLOBAL PROJECTS
- A. ABOUT THE EDITORS
Tools & Media
Expanded Table of Contents
- A. PREFACE
- B. ACKNOWLEDGMENTS
- 1. THE EVOLUTION OF PROJECT MANAGEMENT
- 2. PROJECT MANAGEMENT: A BUSINESS PROCESS OF THE PROJECT-ORIENTED COMPANY
- 3. THE FUTURE OF PROJECT MANAGEMENT: MAPPING THE DYNAMICS OF PROJECT MANAGEMENT FIELD IN ACTION
- 4. TOTAL LIFE-CYCLE SYSTEM MANAGEMENT
- 5. DEVELOPING MULTINATIONAL PROJECT TEAMS
- 6. RISK IDENTIFICATION AND ASSESSMENT FOR INTERNATIONAL CONSTRUCTION PROJECTS
- 7. PROGRAM MANAGEMENT AND PROJECT PORTFOLIO MANAGEMENT
- ABSTRACT
- THE PROGRAM: A SOCIAL CONSTRUCT
- THE PROGRAM MANAGEMENT PROCESS
- SPECIFIC FEATURES OF PROGRAM MANAGEMENT
- CLUSTERS OF PROJECTS AND PROGRAMS IN THE PROJECT-ORIENTED COMPANY
- PROJECT PORTFOLIO MANAGEMENT: OVERVIEW
- ASSIGNING A PROJECT OR A PROGRAM
- PROJECT PORTFOLIO COORDINATION
- PROJECT NETWORKING
- MANAGEMENT OF PROJECT CHAINS
- 8. COMPETENCIES OF PROJECT MANAGERS
- 9. MANAGING RISKS AND UNCERTAINTY IN MAJOR PROJECTS IN THE NEW GLOBAL ENVIRONMENT
- THE NEW GLOBAL ENVIRONMENT FOR LARGE, COMPLEX PROJECTS
- UNDERSTANDING THE DYNAMICS OF MAJOR PROJECTS
- MANAGEMENT OF RISK AND UNCERTAINTY
- MANAGEMENT OF ANTICIPATED RISKS
- MANAGEMENT OF POTENTIAL EMERGENT RISKS
- ANCHORING THE PROJECT INTO ITS INSTITUTIONAL ENVIRONMENT
- CREATING A PROJECT CONCEPT AND ORGANIZATION TO ENHANCE GOVERNABILTY
- COPING WITH TRADEOFFS IN THE MANAGEMENT OF ANTICIPATED AND EMERGENT RISK
- CONCLUSION
- 10. MANAGING HUMAN ENERGY IN THE PROJECT-ORIENTED COMPANY
- 11. MANAGING PROJECT MANAGEMENT PERSONNEL AND THEIR COMPETENCIES IN THE PROJECT-ORIENTED COMPANY
- 12. LESSONS LEARNED: REBUILDING IRAQ IN 2004
- 13. PROJECT CRITICAL SUCCESS FACTORS: THE PROJECT-IMPLEMENTATION PROFILE
- 14. PROJECT MANAGEMENT FOR OUTSOURCING DECISIONS
- 15. PROJECT QUALITY MANAGEMENT IN INTERNATIONAL PROJECTS
- INTERNATIONAL PROJECT QUALITY CHARACTERISTICS
- PLANNING FOR QUALITY IN INTERNATIONAL PROJECTS
- SPECIFICATIONS PRACTICES
- DRAWINGS
- WORKMANSHIP AND WORKER QUALIFICATION
- WORK HABITS
- TRAINING IN QUALITY PRACTICES
- CERTIFICATION OF CAPABILITIES
- REVIEWING PARTNERS’ QUALIFICATIONS
- CONTRACTUAL RELATIONSHIP
- STABILITY OF A COUNTRY’S GOVERNING BODY
- TAXES AND TARIFFS
- PLANNING FOR INTERNATIONAL PROJECTS
- SUMMARY
- 16. SUCCESS FACTORS IN VIRTUAL GLOBAL SOFTWARE PROJECTS
- 17. MANAGING GLOBAL PROJECTS OVER A COLLABORATIVE KNOWLEDGE FRAMEWORK
- 18. MANAGEMENT OF THE PROJECT-ORIENTED COMPANY
- ABSTRACT
- THE PROJECT-ORIENTED COMPANY: A CONSTRUCT
- “MANAGEMENT BY PROJECTS” AS AN ORGANIZATIONAL STRATEGY
- ORGANIZATIONAL STRUCTURE OF THE PROJECT-ORIENTED COMPANY
- EXPERT POOLS, PROJECT PORTFOLIO GROUP, AND PROJECT MANAGEMENT OFFICE
- SPECIFIC BUSINESS PROCESSES OF THE PROJECT-ORIENTED COMPANY
- INTEGRATIVE METHODS OF THE PROJECT-ORIENTED COMPANY
- INFRASTRUCTURES OF THE PROJECT-ORIENTED COMPANY
- CULTURES OF AND IN THE PROJECT-ORIENTED COMPANY
- 19. PROJECT PORTFOLIO SCORE CARD
- 20. PARTNERING IN PROJECTS
- 21. BUSINESS PROCESS MANAGEMENT IN THE PROJECT-ORIENTED COMPANY
- ABSTRACT
- BUSINESS PROCESSES AND ORGANIZATIONS FOR THEIR FULFILMENT
- BUSINESS PROCESS MANAGEMENT (BPM): AN OVERVIEW
- IDENTIFICATION AND DESCRIPTION OF BUSINESS PROCESSES IN THE PROJECT-ORIENTED COMPANY
- BUSINESS PROCESS MANAGEMENT, PROJECT AND PROGRAM MANAGEMENT
- BUSINESS PROCESS MANAGEMENT AND PROJECT PORTFOLIO MANAGEMENT
- ORGANIZATIONAL DESIGN OF THE PROCESS- AND PROJECT-ORIENTED COMPANY
- CONSEQUENCES FOR PERSONNEL MANAGEMENT IN THE PROCESS- AND PROJECT-ORIENTED COMPANY
- MATURITY MODEL OF THE PROCESS- AND PROJECT-ORIENTED COMPANY
- 22. PROJECT MANAGEMENT IN AUSTRIA: ANALYSIS OF THE MATURITY OF AUSTRIA AS A PROJECT-ORIENTED NATION
- 23. A BRIEF INSIGHT OF PROJECT MANAGEMENT IN THE MAINLAND OF CHINA
- A CLOSE LOOK AT MAINLAND OF CHINA
- PROJECT MANAGEMENT IN CHINA
- PROJECT ORGANIZATIONS IN CHINA
- GOVERNMENT’S MEGAPROJECTS
- PROJECTS IN OTHER INDUSTRIES
- PROJECT-BASED SOFTWARE COMPANIES IN CHINA
- THE THIRD EYE ON PROJECT MANAGEMENT OF CHINA
- EMPIRICAL STUDY OF PROJECT MANAGEMENT IN CHINA
- IMPLICATIONS FOR WESTERN PROJECT STAKEHOLDERS
- CONCLUSION
- 24. PROJECT MANAGEMENT IN AUSTRALIA
- 25. PROJECT MANAGEMENT IN ROMANIA
- 26. JAPANESE PROJECT MANAGEMENT PRACTICES ON GLOBAL PROJECTS
- A CHARACTERISTIC PROFILE OF JAPANESE PROJECT MANAGEMENT
- LIFE CYCLE OF CAPITAL PROJECTS
- PROJECT MANAGEMENT INVOLVEMENT IN EARLY PROJECT DEVELOPMENT STAGES
- PROJECT STRATEGY DEVELOPMENT
- PROJECT STAKEHOLDERS, CONTRACTING FORMATIONS, AND ORGANIZATIONS
- PROJECT MANAGEMENT METHODS IN GLOBAL ENGINEERING AND CONSTRUCTION PROJECTS
- ENGINEERING MANAGEMENT
- GLOBAL PROCUREMENT MANAGEMENT
- MANAGEMENT OF MULTICULTURAL SITE OPERATIONS
- PROJECT MANAGEMENT INVOLVEMENT IN THE OPERATIONS AND MAINTENANCE OF BUILT FACILITIES
- PROJECT ICT INFRASTRUCTURE SUPPORTING GLOBAL PROJECT MANAGEMENT
- A. ABOUT THE EDITORS
Book Details
Title: Global Project Management Handbook: Planning, Organizing, and Controlling International Projects, Second Edition
Publisher: McGRAW-HILL: New York, Chicago, San Francisco, Lisbon, London, Madrid, Mexico City, Milan, New Delhi, San Juan, Seoul, Singapore, Sydney, Toronto
Copyright / Pub. Date: 2006, 1994 The McGraw-Hill Companies, Inc.
ISBN: 9780071460453
Authors:
David I. Cleland is the author of this McGraw-Hill Professional publication.
Roland Gareis
is Professor of Project Management and Director of the post-graduate program on international management at the Vienna University of Economics and Business Administration. He is also the owner of Roland Gareis Consulting. A recognized expert on project management, he is the author of Happy Projects! and other books.
Description: Learn and apply successful international project management techniques Contributors from 20+ nations reveal how current project management concepts and techniques can be successfully applied in different political, cultural, and geographical settings. Learn how project management is carried out in major countries such as Canada, China, Russia, Germany, France, England – and how these techniques can be applied globally. Case histories from around the world provide lessons on the international application of project management. 16 completely new chapters including ones on the rebuilding of Iraq, project management in outsourcing initiatives, and developing multinational teams
