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As businesses struggle to improve their record of completing large scale projects on time and on budget, interest in good project management skills is skyrocketing. For the past 10 years this book has set the standard for establishing project management principles. With a sharp focus on business (rather than engineering or construction), it provides all the guidelines and tools managers of projects need to succeed. Throughout, the emphasis is on project/team management techniques, rather than general management techniques. Critical aspects of project management are covered in detail, including available software packages, negotiation, project manager selection, and project auditing and terminating.
- Sales Rank: #3639738 in Books
- Published on: 1999-12-07
- Original language: English
- Number of items: 1
- Dimensions: 9.47" h x 1.18" w x 7.68" l, .0 pounds
- Binding: Hardcover
- 640 pages
From the Back Cover
Putting a man on the moon, building the pyramids, even creating a robust database for a large organization... These might seem like impossible achievements, but they are all the results of carefully implemented project management techniques.
Taking a managerial approach, Meredith and Mantel's text equips you with the insight into human behavior, knowledge of organizational issues, and quantitative methods you need to do project management. You'll learn how to select, initiate, operate, and control all types of projects--from public works and engineering projects to information systems.
The text puts you in command of the latest thinking in the field, including:
* Strategic project management: Chapter 2 is now oriented toward using project selection as a major tool for achieving the strategic objectives of the organization.
* Risk manqagement: The authors discuss risk management throughout the text and explain how to evaluate risk using simulation software, such as Crystal Ball. In addition, the text is accompanied by a student version of Crystal Ball(r) 2002.
* Earned value: Chapter 10 features extensively expanded coverage of earned value and includes a detailed example that illustrates the calculation of earned value during the execution of a project.
* Project Management Office: Chapter 4 (Project Organization) contains substantial discussion of the Project Management Office. Additional references to this topic also appear throughout the text.
* Activity-on-node notation: Chapter 8 (Scheduling) has been reoriented to focus on activity-on-node notation, which is used in most of today's software packages.
Includes a free trial version pf Microsoft Project 2002(r)!
A CD-ROM containing a 120-day free trial version of Microsoft Project 2002(r) and a student version pf Crystal Ball(r) 2002 accompanies the text. In addition, the text features new exercises in the end-of-chapter material that rely on he use of computer software. Microsoft Project and Excel printouts are updated and now integrated throughout the text where appropriate.
About the Author
Jack R. Meredith, Wake Forest University
Samuel L. Mantel, University of Cincinnati
Most helpful customer reviews
25 of 26 people found the following review helpful.
HORRIBLE!!
By Lilly St. James
This is the worst written text book I have ever had to purchase for a class and I would strongly encourage any professors out there looking for a text book to explore other options and any students to drop any class that requires this book.
The book is written as endless walls of text and the author writes in a very confusing manner making the book 3 times as long as it needs to be. The author wastes line after line of text yammering on about pointless stuff like how we will be covering more of this topic in chapters 5, 7 and 9 respectively. He also uses extensive citations of the works of others to the point that by the time you get back to the main point you forgot what he was trying to say to begin with. Many of his citations are from the 1960's too which makes the book feel really out of date.
If you need this class to graduate and can't drop it and take one with a different text then I strongly suggest buying the Kindle edition since you can search a kindle book and copy and paste out of it. A great trick for learning with this book is to copy and paste a page into Word and then delete all of the superfluous BS on that page and then read the 3 important sentences that are left.
In case anyone doesn't believe me about this book, please see the half page I have copied and pasted here. The rest of the book is no better. There are 590 pages just like this in this book. Really think about dropping the class that would have you read this. I am on Amazon right now looking for a different PM book so I can actually learn this topic. I learned little from this book because real information was just too diluted and I was halfway through the class before I started editing it in Word for myself.
This chapter initiates our discussions of Time, Quality, and Risk Management, PMBOK
knowledge areas 3, 5, and 8, respectively. Time management is an extensive topic which
is further discussed in Chapters 8, 10, and 11. Similarly, risk will be discussed further in
Chapters 7 and 8, and quality will be discussed again in Chapter 12.
In the Reader's Digest (March 1998, p. 49) Peter Drucker is quoted on planning: "Plans
are only good intentions unless they immediately degenerate into hard work." To make such a
transformation possible is no easy task. Inadequate planning is a cliché in project management.
Occasionally, articles appear in project management periodicals attesting to the value of good
planning. Project managers pay little attention. PMs say, or are told, that planning "takes too
much time," "customers don't know what they want," "if we commit we will be held accountable," and a number of similar weak excuses (Bigelow, 1998, p. 15). Tom Peters, well-known
seeker of business excellence, was quoted in the Cincinnati Post: "Businesses [believe] a lot of
dumb things. . . . The more time you spend planning, the less time you'll need to spend on implementation. Almost never the case! Ready. Fire. Aim. That's the approach taken by businesses I
most respect." We strongly disagree and, as we will report below (and in Chapter 13), there is a
great deal of research supporting the view that careful planning is solidly associated with project
success--and none, to our knowledge, supporting the opposite position. On the other hand,
sensible planners do not kill the plan with overanalysis. This leads to the well-known "paralysis
by analysis." In an excellent article, Langley (1995) fi nds a path inbetween the two extremes.
Thus far, we have dealt with initiating a project. Now we are ready to begin the process of
planning the work of the project in such a way that it may be translated into the "hard work"
that actually leads to the successful completion of the project. There are several reasons why
we must use considerable care when planning projects. The primary purpose of planning, of
course, is to establish a set of directions in suffi cient detail to tell the project team exactly what
must be done, when it must be done, what resources will be required to produce the deliverables of the project successfully, and when each resource will be needed.
As we noted in Chapter 1, the deliverables (or scope, or specifi cations, or objectives) of
a project are more than mere descriptions of the goods and/or services we promise to deliver
to the client at a quality level that will meet client expectations. The scope of a project also
includes the time and cost required to complete the project to the client's satisfaction. The plan
Meredith, Jack R. (2011-12-01). Project Management: A Managerial Approach, 8th Edition (Page 221). Wiley. Kindle Edition.
24 of 26 people found the following review helpful.
SAVE YOUR MONEY - DO NOT BUY!
By A Customer
This book makes learning Project management difficult. It does not clearly define anything. It is full of endless (and senseless) babble and author's "opinions" very few facts. I fully believe this is a required text because of the website Wiley created and the "bonus" cd of Project 2002. The website makes teaching the class a breeze, it gives the teacher quizzes and tests, therefore, the teacher doesn't have to muddle through the maze of crap to find out information. The quizzes are not general but tipically, "what message did the author's try to convey on page such and such".
This book is not worth it!
11 of 11 people found the following review helpful.
A Primer and VERY Boring
By R
Okay so we all know that PM books can be pretty dry and boring, but wow is this text a snoozer. The case studies are excellent, but general concepts are muddled between the author's opinions, babble, and history lessons.
If you are looking for concepts, facts, examples, and down to earth solutions to common problems, then look elsewhere. Wayyyyy too much babble. I wouldn't use this text for the PMP exam. If youre a "get to the point" kinda guy...this text will continually annoy you.
For the academic classroom its okay only, but get ready to explain concepts and shorten the history lesson. Nice Dilbert inserts, MS Project explainations, and earned value analysis though. :)
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