000			04555nam a22002297a 4500
005			20250101162502.0
008			250101b |||||||| |||| 00| 0 eng d
020			_a9789354641176
082			_a658.404 _bMER
100			_aMeredith, Jack R _95394
245			_aProject Management: _ba strategic managerial approach
250			_a11th
260			_bWiley India Pvt. Ltd. _aNew Delhi _c2022
300			_axviii, 526 p.
365			_aINR _b1029.00
500			_aTable of content: Preface to the Adapted Edition Preface to the US Edition Acknowledgments 1 Projects in Contemporary Organization 1.1 The Definition of a “Project” 1.2 Why Project Management? 1.3 The Project Life Cycle 1.4 Agile Project Management 1.5 The Structure of this Text Part I: Project Initiation 2 Project Strategy and Selection 2.1 Organizational Project Management and Governance 2.2 Project Selection Models 2.3 Project Portfolio Management (PPM) 3 The Project Manager 3.1 Project Management and the Project Manager 3.2 Special Demands on the Project Manager 3.3 Attributes of Effective Project Managers 3.4 Problems of Cultural Differences 4 Managing for Stakeholders and Resolving Conflicts 4.1 Identifying and Analyzing Stakeholders 4.2 Conflict and the Project Life Cycle 4.3 Dealing with Conflict 4.4 The Nature of Negotiation 4.5 Partnering, Chartering, and Scope Change 5 The Project in the Organizational Structure 5.1 Projects in a Functional Organization 5.2 Projects in a Projectized Organization 5.3 Projects in a Matrixed Organization 5.4 Projects in Composite Organizational Structures 5.5 Selecting a Project Form 5.6 The Project Management Office 5.7 The Project Team 5.8 Human Factors and the Project Team Part II: Project Planning 6 Activity Planning: Traditional and Agile 6.1 Traditional Project Activity Planning 6.2 Agile Project Planning 6.3 Coordination Through Integration Management 7 Budgeting and Risk Management 7.1 Estimating Project Budgets 7.2 Better Cost Estimating and Bidding 7.3 Project Risk Management 7.4 Quantitative Risk Assessment Methodologies 8 Scheduling 8.1 Background 8.2 Network Techniques: PERT and CPM 8.3 Risk Analysis Using Simulation with Crystal Ball® 8.4 Using These Tools 8.5 Scheduling the Scrum 9 Resource Allocation 9.1 Critical Path Method—Crashing a Project 9.2 The Resource Allocation Problem 9.3 Resource Loading 9.4 Resource Leveling 9.5 Constrained Resource Scheduling 9.6 Goldratt’s Critical Chain Part III: Project Execution 10 Monitoring and Information Systems 10.1 The Planning–Monitoring–Controlling Cycle 10.2 Information Needs and Reporting 10.3 Earned Value Analysis 10.4 Agile Tools for Tracking Project Progress 11 Project Control 11.1 The Fundamental Purposes of Control 11.2 Three Types of Control Processes 11.3 The Design of Control Systems 11.4 Control of Change and Scope Creep 12 Project Auditing 12.1 Purposes of Evaluation—Goals of the System 12.2 The Project Audit 12.3 The Project Audit Life Cycle 12.4 Some Essentials of an Audit/Evaluation 12.5 Measurement 13 Project Closure and Benefits Realization 13.1 The Varieties of Project Closure 13.2 When to Close a Project 13.3 The Closure Process 13.4 The Final Report—A Project History 13.5 Benefits Realization 13.6 Afterword Nucor’s Approach to Closure by Addition Twelve Hospital Handoff Projects Terminating the Superconducting Super Collider Project When You Have to Kill a Project HMT's Closure by Starvation Questions Author Index Subject Index [https://www.wileyindia.com/project-management-11ed-an-indian-adaptation-a-managerial-approach-11ed.html]
520			_aProject Management: A Managerial Approach, 11th Edition delivers a practical exploration of proven project management techniques and strategies. With a strong emphasis on real-world application and implementation, the book is perfect for managers and business students seeking an instructive leadership resource. It highlights the links between standards and everyday applications and details all Project Management Body of Knowledge concepts. (https://www.wileyindia.com/project-management-11ed-an-indian-adaptation-a-managerial-approach-11ed.html)
650			_aProject management
700			_aShafer, Scott M _95782
700			_aAnbanandam, Ramesh _920027
942			_cBK _2ddc
999			_c8065 _d8065