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Capitalize on new techniques for applying project management in the global marketplace.
- Explore innovative project management practices in the United States, Canada, China, Japan, Australia, Russia, Germany, France, England, Austria, Norway, and Sweden.
- Read cutting-edge contributions by leading project management experts from over 20 countries.
Discover new project management practices for staying competitive worldwide.
This revised second edition of Global Project Management Handbook will show you step-by-step how project management concepts and techniques can be applied in various political, cultural and geographical settings. It now features 16 entirely new chapters, with all others thoroughly updated. This new edition covers the full range of project management topics that are crucial to maintaining competitiveness in an increasingly global marketplace. Packed with additional charts, tables and figures, this second edition contains case histories from many different countries that demonstrate how project management can be successfully applied worldwide.
This classic will provide you with:
- State-of-the-art concepts and processes in global project management.
- A lucid account of the historical evolution of modern global project management.
- Proven financial planning methods for large multinational projects.
- A generic model for the management of international projects.
- A description of the strategies, structures, and cultures of the project-oriented company
- Processes and methods for program and portfolio management.
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, and England, and how these techniques can be applied globally. Project management is recognized as a principal strategy and process to deal with the inevitable change facing organizations. The second edition of Global Project Management Handbook: Planning, Organizing and Controlling International Projects provides a reference source for practical how-to-do-it global project management information.
Global Project Management Handbook: Planning, Organizing and Controlling International Projects includes:
- Case histories from around the world provide lessons on the international application of project management,
- Coverage of these topics, new to the second edition: application of global project management in the rebuilding of Iraq, outsourcing initiatives, the global integrated logistics support process, virtual global software projects, developing multinational teams, risk assessment in global projects, and program/project portfolio management.
Contents
Part 1: State of the Art Global Project Chapter 1: The Evolution of Project Management; Chapter 2: Project Management: A Business Process of the Project-Oriented Company; Chapter 3: The Future of Project Management: Mapping the Dynamics of Project Management Field in Action. Chapter 4: Total Life-Cycle System; Chapter 5: Developing Multinational Project Teams; Chapter 6: Risk Identification and Assessment for International Construction Projects; Chapter 7: Program Management and Project Portfolio Management. Part 2: Competency Factors in Project Management Chapter 8: Competencies of Project Managers; Chapter 9: Managing Risks and Uncertainty in Major Projects in the New Global Environment; Chapter 10: Managing Human Energy in the Project-Oriented Company; Chapter 11: Managing Project Management Personnel and their Competencies in the Project-Oriented Company; Chapter 12: Lessons Learned: Rebuilding Iraq in 2004; Chapter 13: Project Critical Success Factors: The Project-Implementation Profile. Part 3: Management of Global Programs and Projects Chapter 14: Project Management for Outsourcing Decisions; Chapter 15: Project Quality Management in International Projects; Chapter 16: Success Factors in Virtual Global Software Projects; Chapter 17: Managing Global Projects over a Collaborative Knowledge Framework. Part 4: Management of the Project-Oriented Company Chapter 18: Management of the Project-Oriented Company; Chapter 19: Project Portfolio Score Card; Chapter 20: Partnering in Projects. Chapter 21: Business Process Management in the Project-Oriented Company. Part 5: National Project Management Chapter 22: Project Management in Austria: Analysis of the Maturity of Austria as a Project-Oriented Nation; Chapter 23: A Brief Insight of Project Management in the Mainland of China; Chapter 24: Project Management in Australia; Chapter 25: Project Management in Romania; Chapter 26: Japanese Project Management Practices on Global Projects.
About the Authors
David Cleland (Pittsburgh, PA) is a Fellow of the Project Management Institute.
Roland Gareis (Vienna, Austria) is Director of the post-graduate program on Project Management in the Export Industry at the Technical University. |
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