PORTABLE MBA in PROJECT MANAGEMENT

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PORTABLE MBA in PROJECT MANAGEMENT

Contents:
  • PART ONE THE CASE FOR PROJECT MANAGEMENT
  • PART TWO THE PROJECT MANAGEMENT DISCIPLINE
  • PART THREE BUILDING A HIGH-PERFORMANCE PROJECT TEAM
  • PART FOUR MANAGING THE PROJECT-BASED ORGANIZATION


Modern project management has been in use since the early 1950s, yet
it experienced explosive growth during the 1990s. Firms in every sector
of the economy, including nonprofit and government agencies, discovered
this proven discipline as though for the first time. The shif t toward
project management reflects many other shif ts in the workplace: global
competition, the increased use of temporary labor at all levels of the organization,
and the rapid pace of technological advancement.
To a certain degree, the project management discipline is stable
and ready for service. The fundamentals of managing a successful project
have not changed much over the past 25 years. Project leaders can
look to existing tools and texts to understand how to set up and manage
a project. But many firms have already reached the limits of the discipline:
The principles of managing a single project are insufficient for
managing a collection of independent projects. The nature of projects—
each is unique in its duration, budget, product, personnel requirements,
and risks—is magnified as the number of projects grows. As departments
and entire firms spend a greater proportion of their time, budget,
and personnel on projects, they need to master the principles of managing
a project and a project-based organization.

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