{"product_id":"managing-projects-in-organizations-isbn-9780787968311","title":"Managing Projects in Organizations","description":"In this third edition of \u003ci\u003eManaging Projects in Organizations,\u003c\/i\u003e J. Davidson Frame updates and expands on his classic book to provide an accessible introduction to the field of project management. Drawing on more than twenty-five years of consulting and training experience, Frame's most current edition of his landmark book includes a wealth of new topics, including:  \u003cul\u003e \u003cli\u003eManaging virtual teams\u003c\/li\u003e \u003cli\u003eThe evolving concept of the project manager's role\u003c\/li\u003e \u003cli\u003eComanaged project teams\u003c\/li\u003e \u003cli\u003eThe project office\u003c\/li\u003e \u003cli\u003eProject portfolios\u003c\/li\u003e \u003cli\u003eWeb-based project management\u003c\/li\u003e \u003cli\u003eInternational project management\u003c\/li\u003e \u003c\/ul\u003e  Preface.  \u003cp\u003eThe Author.\u003c\/p\u003e \u003cp\u003e1. The New Business Environment and the Need for a New Project Management.\u003c\/p\u003e \u003cp\u003eThe New Business Environment.\u003c\/p\u003e \u003cp\u003eThe Problem with the Traditional Approach to Project Management.\u003c\/p\u003e \u003cp\u003eThe New Project Management.\u003c\/p\u003e \u003cp\u003eTraits of the New Project Manager.\u003c\/p\u003e \u003cp\u003eThe Increased Value of Project Managers.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003ePART ONE: MANAGING IN THE NEW BUSINESS ENVIRONMENT.\u003c\/p\u003e \u003cp\u003e2. Managing Complexity: Techniques for Fashioning Order Out of Chaos.\u003c\/p\u003e \u003cp\u003eChaos and Complexity.\u003c\/p\u003e \u003cp\u003eFacets of Complexity.\u003c\/p\u003e \u003cp\u003eExperience with Project Complexity.\u003c\/p\u003e \u003cp\u003eHow to Manage Complexity.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e3. Engaging Change: Knowing When to Embrace, Accept, or Challenge.\u003c\/p\u003e \u003cp\u003eSources of Change.\u003c\/p\u003e \u003cp\u003eChange Management Strategies.\u003c\/p\u003e \u003cp\u003eGoing with the Flow of Rapid Prototyping.\u003c\/p\u003e \u003cp\u003eResisting Change with Configuration Management.\u003c\/p\u003e \u003cp\u003eBasic Steps in Developing a System with Configuration Management.\u003c\/p\u003e \u003cp\u003eChange Control.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e4. Managing Risk: Identifying, Analyzing, and Planning Responses.\u003c\/p\u003e \u003cp\u003ePerspectives on Risk.\u003c\/p\u003e \u003cp\u003eRisk and Variability.\u003c\/p\u003e \u003cp\u003eRange of Risks.\u003c\/p\u003e \u003cp\u003eSources of Risk on Projects.\u003c\/p\u003e \u003cp\u003eRisk-Reward Trade-Offs.\u003c\/p\u003e \u003cp\u003eRisk and Time Horizons.\u003c\/p\u003e \u003cp\u003eRisk Exposure.\u003c\/p\u003e \u003cp\u003eRisk Management.\u003c\/p\u003e \u003cp\u003eModeling.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e5. Satisfying Customers: Knowing Who They Are, What They Want, and When They are Right or Wrong.\u003c\/p\u003e \u003cp\u003eWho Are Our Customers?\u003c\/p\u003e \u003cp\u003eMeeting Customer Expectations.\u003c\/p\u003e \u003cp\u003eUnderstanding Customers’ Needs and Requirements.\u003c\/p\u003e \u003cp\u003eTraits of Effective Needs Analysts.\u003c\/p\u003e \u003cp\u003eSteps for Improving Needs Definition.\u003c\/p\u003e \u003cp\u003eCustomers’ Responsibilities in Defining Their Needs.\u003c\/p\u003e \u003cp\u003eOrganizing to Achieve Customer Satisfaction.\u003c\/p\u003e \u003cp\u003eWhat to Do When Customers Don’t Cooperate.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e6. Defining Requirements that Bridge the Customer-Developer Gap.\u003c\/p\u003e \u003cp\u003eThe Place of Needs and Requirements in the Project Management Process.\u003c\/p\u003e \u003cp\u003eCapturing Requirements.\u003c\/p\u003e \u003cp\u003eKey Players in the Requirements Definition and Management Process.\u003c\/p\u003e \u003cp\u003eThe Communication Challenge: I Can’t Read Your Mind.\u003c\/p\u003e \u003cp\u003eThe Standard Communication Model.\u003c\/p\u003e \u003cp\u003eTips for Handling Requirements.\u003c\/p\u003e \u003cp\u003eBringing It Together with Joint Application Development JAD) · Conclusion\u003c\/p\u003e \u003cp\u003ePART TWO: TOOLS FOR THE NEW PROJECT MANAGEMENT.\u003c\/p\u003e \u003cp\u003e7. Acquiring Political Skills and Building Influence.\u003c\/p\u003e \u003cp\u003eWhat Is Politics?\u003c\/p\u003e \u003cp\u003ePolitics in Projects.\u003c\/p\u003e \u003cp\u003ePlayers to Contend with in the Project Environment.\u003c\/p\u003e \u003cp\u003eBeing a Better Politician.\u003c\/p\u003e \u003cp\u003eA Guide to Action.\u003c\/p\u003e \u003cp\u003eBuilding Authority.\u003c\/p\u003e \u003cp\u003eUsing Authority Effectively.\u003c\/p\u003e \u003cp\u003eManaging Our Managers.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e8. Building Teams with Borrowed Resources.\u003c\/p\u003e \u003cp\u003eMake the Team as Tangible as Possible.\u003c\/p\u003e \u003cp\u003eDevelop Rewards for Good Behavior.\u003c\/p\u003e \u003cp\u003eDevelop an Effective Personal Touch.\u003c\/p\u003e \u003cp\u003eSelf-Managed Teams: Prospectus and Pitfalls.\u003c\/p\u003e \u003cp\u003eStructuring the Team.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e9. Selecting Projects That Will Lead to Success.\u003c\/p\u003e \u003cp\u003eThe Essence of Choice.\u003c\/p\u003e \u003cp\u003eBenefit-Cost Ratios.\u003c\/p\u003e \u003cp\u003eBuss’s Technique for Rank Ordering Projects.\u003c\/p\u003e \u003cp\u003ePoor Man’s Hierarchy.\u003c\/p\u003e \u003cp\u003eThe Murder Board.\u003c\/p\u003e \u003cp\u003ePeer Review.\u003c\/p\u003e \u003cp\u003eGeneral Rules for Selecting Projects.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e10. Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success.\u003c\/p\u003e \u003cp\u003eCauses of Poor Estimation.\u003c\/p\u003e \u003cp\u003eThe 10 Percent Optimist.\u003c\/p\u003e \u003cp\u003eTraditional Approaches to Cost Estimating.\u003c\/p\u003e \u003cp\u003eBottom-Up Versus Top-Down Estimates.\u003c\/p\u003e \u003cp\u003eLife Cycle Cost Estimating.\u003c\/p\u003e \u003cp\u003eStrategies for Dealing with Poor Estimates.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e11. Scheduling Projects with New Tools: The Time-boxed and Critical Chain Scheduling Techniques.\u003c\/p\u003e \u003cp\u003eTime-boxed Scheduling.\u003c\/p\u003e \u003cp\u003eWhat Needs to be Prioritized?\u003c\/p\u003e \u003cp\u003eBringing Together Pertinent Players.\u003c\/p\u003e \u003cp\u003eWhat Needs to Be Prioritized.\u003c\/p\u003e \u003cp\u003eTechniques for Prioritization.\u003c\/p\u003e \u003cp\u003eThe Use of Parallel Development.\u003c\/p\u003e \u003cp\u003eScheduling Realities.\u003c\/p\u003e \u003cp\u003eThe Need for Discipline.\u003c\/p\u003e \u003cp\u003eCritical Chain Scheduling.\u003c\/p\u003e \u003cp\u003eThe Critical Chain and the Theory of Constraints.\u003c\/p\u003e \u003cp\u003eThe Critical Chain Perspective and the Psychology of Estimating Task Durations.\u003c\/p\u003e \u003cp\u003eUsing Buffers Effectively to Accelerate Project Delivery.\u003c\/p\u003e \u003cp\u003eProject Buffers, Feeder Buffers, and Resource Buffers.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e12. Outsourcing to Control Costs, Focus on Core Work, and Expand Resources.\u003c\/p\u003e \u003cp\u003eForms of Outsourcing.\u003c\/p\u003e \u003cp\u003eOutsourcing in Project Management.\u003c\/p\u003e \u003cp\u003eContracting.\u003c\/p\u003e \u003cp\u003eContracting: Preaward.\u003c\/p\u003e \u003cp\u003eContracting: Postaward.\u003c\/p\u003e \u003cp\u003eCustomer Acceptance and the Handover.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e13. Integrating Cost and Schedule Control to Measure Work Performance.\u003c\/p\u003e \u003cp\u003eA Graphical Approach to Integrated Cost\/Schedule Control.\u003c\/p\u003e \u003cp\u003eThe Fifty-Fifty Rule for Measuring Work Performance.\u003c\/p\u003e \u003cp\u003eOther Ways to Calculate Earned Value.\u003c\/p\u003e \u003cp\u003eAn New Look at Cost and Schedule Variance.\u003c\/p\u003e \u003cp\u003eDeveloping a New Vocabulary.\u003c\/p\u003e \u003cp\u003eCase Study: The Bora Bora Officers Club.\u003c\/p\u003e \u003cp\u003eCollecting Data.\u003c\/p\u003e \u003cp\u003eTrend Analysis with the Earned-Value Approach.\u003c\/p\u003e \u003cp\u003eWhen Is the Earned-Value Approach Appropriate?\u003c\/p\u003e \u003cp\u003eA Historical Note.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e14. Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives.\u003c\/p\u003e \u003cp\u003eWhat is Evaluation?\u003c\/p\u003e \u003cp\u003eEvaluations and the Project Life Cycle.\u003c\/p\u003e \u003cp\u003eProblems with Evaluation.\u003c\/p\u003e \u003cp\u003eInherent Characteristics of Evaluation.\u003c\/p\u003e \u003cp\u003eThe Structured Walk-through.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e15. Understanding and Using Performance Metrics; or, Measuring the Right Stuff.\u003c\/p\u003e \u003cp\u003eThe Role of Measurement in Managing Projects.\u003c\/p\u003e \u003cp\u003eThe Nature of Measurement.\u003c\/p\u003e \u003cp\u003eGenerating Measures.\u003c\/p\u003e \u003cp\u003eThe Shadow Side of Measures.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e16. Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities.\u003c\/p\u003e \u003cp\u003eTraditional Project\/Program Offices.\u003c\/p\u003e \u003cp\u003eWhat Project Support Offices Do.\u003c\/p\u003e \u003cp\u003eWhere Should the Project Support Office Reside? · Staffing the Project Support Office.\u003c\/p\u003e \u003cp\u003eSelling the Project Support Office.\u003c\/p\u003e \u003cp\u003e17. Carpe Diem: Seize the Day!\u003c\/p\u003e \u003cp\u003eAppendix: An Annotated Reading List for the New Project Management.\u003c\/p\u003e \u003cp\u003eReferences.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e \u003cb\u003eJ. Davidson Frame\u003c\/b\u003e is Dean of Academic Affairs at the University of Management and Technology (UMT) in Arlington, Virginia. Prior to joining UMT, he established the project management program at George Washington University. He also served as director of the Project Management Certification Program at the Project Management Institute (PMI) and has served on PMI's board of directors. Frame has authored more than forty articles and seven books, including \u003ci\u003eThe New Project Management\u003c\/i\u003e (2nd edition) and \u003ci\u003eManaging Risk in Organizations\u003c\/i\u003e.  \u003cb\u003eYour Handbook for Managing Projects\u003c\/b\u003e  \u003cp\u003eIn this third edition of \u003ci\u003eManaging Projects in Organizations\u003c\/i\u003e, J. Davidson Frame updates and expands on his classic book to provide an accessible introduction to the field of project management. Drawing on more than twenty-five years of consulting and training experience, Frame's most current edition of his landmark book includes a wealth of new topics, including:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eManaging virtual teams\u003c\/li\u003e \u003cli\u003eThe evolving concept of the project manager’s role\u003c\/li\u003e \u003cli\u003eCo-managed project teams\u003c\/li\u003e \u003cli\u003eThe project office\u003c\/li\u003e \u003cli\u003eProject portfolios\u003c\/li\u003e \u003cli\u003eWeb-based project management\u003c\/li\u003e \u003cli\u003eInternational project management\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003cb\u003ePraise for J. Davidson Frame and His Books\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"Frame has a deep understanding of the systemic nature of project management.\"\u003cbr\u003e –\u003ci\u003eQuality Progress\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\"\u003ci\u003eThe New Project Management\u003c\/i\u003e examines the new realities of project management: managing risk, maintaining quality of goods and services, outsourcing, satisfying customers, and communicating effectively with managers, customers, vendors, and staff.\"\u003cbr\u003e –\u003ci\u003ePM Network\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\"An excellent book I’d recommend is \u003ci\u003eManaging Projects in Organizations\u003c\/i\u003e by J. Davidson Frame. . . . Can help you put your project management skills on track.\"\u003cbr\u003e –\u003ci\u003eMicrosoft Certified Professional Magazine\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\"Provides an excellent overview of the fundamental concepts of project management.\"\u003cbr\u003e –\u003ci\u003ePublic Productivity Management Review\u003c\/i\u003e\u003c\/p\u003e  \"Frame has a deep understanding of the systemic nature of project management.\" \u003cbr\u003e  — Quality Progress  \u003cp\u003e\"\u003ci\u003eThe New Project Managemen\u003c\/i\u003et examines the new realities of project management: managing risk, maintaining quality of goods and services, outsourcing, satisfying customers, and communicating effectively with managers, customers, vendors, and staff.\"\u003cbr\u003e  — PM Network\u003c\/p\u003e \u003cp\u003e\"An excellent book I'd recommend is Managing Projects in Organizations by J. Davidson Frame. . . . can help you put your project management skills on track.\"— \u003ci\u003eMicrosoft Certified Professional Magaz\u003c\/i\u003eine\u003c\/p\u003e \u003cp\u003e\"Provides an excellent overview of the fundamental concepts of project management.\"\u003cbr\u003e  — \u003ci\u003ePublic Productivity Management Review\u003c\/i\u003e\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47989567226085,"sku":"NP9780787968311","price":65.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780787968311.jpg?v=1761784628","url":"https:\/\/k12savings.com\/es\/products\/managing-projects-in-organizations-isbn-9780787968311","provider":"K12savings","version":"1.0","type":"link"}