Cover image for Managing projects in organizations : how to make the best use of time, techniques, and people
Title:
Managing projects in organizations : how to make the best use of time, techniques, and people
Author:
Frame, J. Davidson.
Personal Author:
Edition:
First edition.
Publication Information:
San Francisco : Jossey-Bass, 1987.
Physical Description:
xvii, 240 pages : illustrations ; 24 cm.
General Note:
Includes index.
Language:
English
Subject Term:
ISBN:
9781555420314
Format :
Book

On Order

Summary

Summary

Sound advice for product, engineering, and service-based organizations

Unlike other project management books that focus on engineering and manufacturing settings, this resource encompasses product, engineering, and service-based organizations. It also covers important new developments in software, outsourcing, quality, and related issues. Much more than a mere checklist of techniques, Managing Projects in Organizations provides you with a sound, overall methodology for dealing with information-age projects. You get advice on overcoming problems at the organizational, team and individual levels, managing human resources, selecting the best team structure, identifying customer needs, defining project requirements, and managing the inevitable politics every project presents, plus much, much more!


Author Notes

J. Davidson Frame is Dean of Academic Affairs at the University of Management and Technology (UMT) in Arlington, Virginia


Reviews 1

Choice Review

This is one of the many recent books on project management, but Frame's book is a good starting point for practicing managers as well as students of the subject. The author positions projects within the broad spectrum of management, and does so in a practical, entertaining manner. The broad approach is useful in correcting the impression conveyed by marketers of project-management software that a computer program can do it all. The work is nontechnical and is supported by graphic displays as well as pertinent examples drawn from the author's own experience in the field. The reader can pursue the subject further by studying more specialized works such as Sang M. Lee, Gerald L. Moeller, and Lester A. Digman's Network Analysis for Management Decisions (1982). Excellent bibliography. Public as well as academic collections, community college through graduate.-W.C. Struning, Seton Hall University


Table of Contents

Prefacep. xi
The Authorp. xix
Introduction: Understanding the Process of Managing Projectsp. 1
Part 1 The Project Context: People, Teams, and the Organization
1 Operating Within the Realities of Organizational Lifep. 25
2 Finding and Working with Capable Peoplep. 50
3 Structuring Project Teams and Building Cohesivenessp. 80
Part 2 Project Customers and Project Requirements
4 Making Certain the Project Is Based on a Clear Needp. 111
5 Specifying What the Project Should Accomplishp. 137
Part 3 Project Planning and Control
6 Tools and Techniques for Keeping the Project on Coursep. 163
7 Managing Special Problems and Complex Projectsp. 210
8 Achieving Results: Principles for Success as a Project Managerp. 241
Referencesp. 249
Indexp. 251