Table of Contents

PART 1 Setting the scene
1 Modern project management 
2 Popular frameworks and methodologies 


PART 2 Positioning projects
3 The Scrum (Agile) approach 
4 Organisational strategy and project selection 
5 Project organisational structures and cultures 
6 Project integration management 


PART 3 Defining and managing projects
7 Defining the scope of a project 
8 Estimating time, costs and resources 
9 Project schedule management 
10 Project cost management 
11 Progress and performance measurements 
12 Project quality management 
13 Project resource management 
14 The project manager and project teams 
15 Project stakeholder management 
16 Project information and communications management 
17 Project risk management 
18 Project procurement management 


PART 4 Project wrap-up
19 Project closure 
20 Project management career paths (online)

About the Author

Professor of project management in the department of management, marketing, and international business at the College of Business, Oregon State University. He teaches executive, graduate, and undergraduate courses on project management, organizational behavior, and leadership. His research and consulting activities focus on project management. He has published numerous articles on matrix management, product development, and project partnering. He has been a member of the Portland, Oregon, chapter of the Project Management Institute since 1984. In 1995 he worked as a Fullbright scholar with faculty at the Krakow Academy of Economics on modernizing Polish business education. In 2005 he was a visiting professor at Chulalongkorn University in Bangkok, Thailand. He received a B.A. in psychology from Claremont McKenna College and a Ph.D. in management from State University of New York at Buffalo. He is a certified project management professional (PMP). Professor emeritus of management at the College of Business, Oregon State University. He continues to teach undergraduate and graduate project management 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 operations management and project management; he has published numerous articles in these areas, plus a text on project management. He has also conducted research with colleagues in the International Project Management Association. Cliff has been a member of the Project Management Institute since 1976 and was one of the founders of the Portland, Oregon, chapter. He has been the president of Project Management International, Inc. (a training and consulting firm specializing in project management) since 1977. He received his B.A. in economics and management from Millikin University, M.B.A. from Indiana University, and doctorate in operations management from the College of Business, University of Oregon.