James P. Lewis - Fundamentals of Project Management

James P. Lewis - Fundamentals of Project Management -...

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Unformatted text preview: Search Tips Advanced Search Fundamentals of Project Management by James P. Lewis AMACOM Books ISBN: 0814478352 Pub Date: 01/01/95 Search this book: Preface: Successful Project Management Chapter 1—An Overview of Project Management Chapter 2—A General Approach to Project Planning Chapter 3—Developing the Project Mission, Goals, and Objectives Chapter 4—Using the Work Breakdown Structure to Plan a Project Chapter 5—Scheduling Project Work Chapter 6—Scheduling Computations Chapter 7—Project Control and Evaluation Chapter 8—Project Control Using Earned Value Analysis Chapter 9—Managing the Project Team Chapter 10—How to Make Project Management Work in Your Company References Appendix A Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions , Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement. Search Tips Advanced Search Fundamentals of Project Management by James P. Lewis AMACOM Books ISBN: 0814478352 Pub Date: 01/01/95 Search this book: Table of Contents 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. What if you aren’t dealing in products or services? The same principle applies. If you are nonprofit or a government agency, you face competition from others who might be able to do your work more efficiently (and at lower cost). In short, we must all learn to work smarter, not harder, in order to survive into the twenty-first century. Managing projects better is one way to achieve that result....
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This note was uploaded on 01/11/2011 for the course BUSINESS ACC9 taught by Professor Yeetan during the Spring '10 term at Sunway University College.

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James P. Lewis - Fundamentals of Project Management -...

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