PROJECT MANAGEMENT
A Systems Approach to Planning, Scheduling, and Controlling
Project management has evolved from a management philosophy restricted to a
few functional areas and regarded as something nice to have to an enterprise project
management system affecting every functional unit of the company. Simply
stated, project management has evolved into a business process rather than
merely a project management process. More and more companies are now
regarding project management as being mandatory for the survival of the firm.
Organizations that were opponents of project management are now advocates.
Management educators of the past, who preached that project management could
not work and would be just another fad, are now staunch supporters. Project management
is here to stay. Colleges and universities are now offering graduate
degrees in project management.
The text discusses the principles of project management. Students who are
interested in advanced topics, such as some of the material in Chapters 21 to 24
of this text, may wish to read one of my other texts, Advanced Project
Management: Best Practices in Implementation (Hoboken, NJ: Wiley, 2004), and
Project Management Best Practices: Achieving Global Excellence (Hoboken, NJ:
Wiley, 2006). John Wiley & Sons will also be introducing a five-book series on
project management best practices, co-authored by Frank Saladis and Harold
Kerzner, to accompany the above two books.
This book is addressed not only to those undergraduate and graduate students
who wish to improve upon their project management skills but also to those functional
managers and upper-level executives who serve as project sponsors and
must provide continuous support for projects. During the past several years, management's
knowledge and understanding of project management has matured to
the point where almost every company is using project management in one form
or another. These companies have come to the realization that project management
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