Project Management – Erik W. Larson, Clifford F. Gray – 5th Edition


Clifford Professor emeritus of management at the College of Business, Oregon State . He continues to teach undergraduate and graduate courses overseas and in the United States; he has personally taught more than 100 executive development seminars and workshops. His research and consulting interests have been divided equally between management and ; he has published numerous articles in these areas, plus a text on . He has also conducted research with colleagues in the International Association. Cliff has been a member of the Institute since 1976 and was one of the founders of the Portland, Oregon, chapter. He has been the president of International, Inc. (a training and consulting firm specializing in ) since 1977. He received his B.A. in economics and management from Millikin , M.B.A. from Indiana , and doctorate in operations management from the College of Business, of Oregon.

As the market-leading on the subject, Project Management: The Managerial , 5e is distinguished by its balanced treatment of both the technical and behavioral issues in project management as well as by its coverage of a broad range of industries to which project management principles can be applied. It focuses on how project management is integral to the as a whole. The 5th edition reflects the latest changes found in the . Other texts discuss the topics covered in this text but they do not view oversight as the project manager’s environment, as does Larson/. Resumes of managers will soon be primarily a description of participation in and contributions to projects.

Table of Contents

1. Modern Project Management
2. Organization strategy and Project Selection
3. Organization: Structure and Culture
4. Defining the Project
5. Estimating Project Times and Costs
6. Developing a Project Plan
7. Managing Risk
8. Scheduling Resources and Costs
9. Reducing Project Duration
10. Leadership: Being an Effective Project Manager
11. Managing Project Teams
12. Outsourcing: Managing Interorganizational Relations
13. Progress and Performance Measurement and Evaluation
14. Project Closure
15. International Projects
16. Oversight
17. An introduction to Agile Project Management
18. Project Management Career Paths

Appendix One: Solutions for Selected Exercises
Appendix Two: Computer Project Exercises
Project Management Equations
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