Project Planning, Scheduling, and Control: The Ultimate Hands-On Guide to Bringing Projects in On Time and On Budget , Fifth Edition.
书名翻译成中文是《项目计划、进度与控制》，副标题为《让项目按时按预算完成的终极实用手册》。
这本书是第五版。第三版曾经由赤向东先生翻译为中文版。
詹姆斯·刘易斯(James P. Lewis)，美国著名项目管理专家，美国刘易斯项目管理研究所创始人。著有《项目计划、进展与控制》等。
SECTION ONE
INTRODUCTION TO PROJECT MANAGEMENT
Chapter 1
An Introduction to Project Management 3
What Is a Project? 5
What Is Project Management? 7
How Do You Define Success? 34
The Project Management System 37
Project Management and and ISO 9000 47
Project Management and Six Sigma 47
The Lewis Method of Managing Projects 49
In Summary 55
Chapter 2
The Project Management Institute and the PMBOK®
GUIDE 57
Processes versus Knowledge Areas 58
Knowledge Areas 59
In Summary 63
Chapter 3
The Role of the Project Manager 65
It’s All About People 66
Do You Really Want to Manage 73
Making Your Career Decision 83
Chapter 4
How to Achieve High- Performance Project
Management™ 85
The High- Performance Project Management Model 85
The Need for a New Approach 90
Stages of Development 99
Chapter 5
Whole- Brain® Project Management 107
Thinking Styles 108
Work Motivation and the HBDI® Profile 121
Team Dynamics 130
The Balanced Scorecard 135
Creativity and Profiles 137
In Summary 137
SECTION TWO
PROJECT DEFINITION
Chapter 6
Headless- Chicken Projects and How to Prevent Them 141
The Cold, Hard Facts 142
The Causes 144
Mission and Vision 153
Problems, Problems 161
Defining Closed- Ended Problems 165
Defining Opened- Ended Problems 176
The Fallacy of Project Management Assumptions 184
SECTION THREE
PROJECT PLANNING
Chapter 7
Developing Project Strategy 189
What Is Strategy? 190
Generating and Choosing the Correct Strategy 195
Putting It All Together 214
Chapter 8
Implementation Planning 217
Mistakes in Planning 221
Developing the Work Breakdown Structure 230
Estimating Time, Cost, and Resource Requirements 251
Clarifying Roles and Responsibilities 263
Gaining Commitment from Resource Providers 263
Developing the Project Budget 265
Chapter 9
Project Scheduling 269
The Basics of Scheduling 270
Software Capabilities 276
Resource Allocation 283
Conclusion 295
Chapter 10
Managing Project Communications 297
Communications Management Processes 298
Chapter 11
Managing Risks 311
The Risk Management Process 314
Risk Quantification 317
Conclusion 327
SECTION FOUR
EXECUTION AND CONTROL
Chapter 12
Project Control 331
Measuring Progress 331
The Pitfalls of Reporting Schedule Only 337
Tracking Progress Using Earned Value Analysis 341
Responding to Deviations 347
Using Graphs to Track Progress and Forecast Trends 351
Using Spreadsheets to Track Progress 368
Alternatives to Earned Value 374
Project Change Control 379
Chapter 13
Conducting Project Reviews 383
Reviews 385
Displaying Progress 387
Process Reviews 390
Conducting Process or Lessons-Learned Reviews 394
The Process Review Report 398
Design Reviews 401
SECTION FIVE
OTHER ISSUES IN PROJECT MANAGEMENT
Chapter 14
Improving Project Processes 405
Identifying Processes 409
Principles of Process Improvement 411
Operational Definitions of Problems 417
Chapter 15
Managing and Facilitating Meetings 425
Meeting Management Guidelines 426
Marathon Meetings 429
Important Roles in Meetings 430
Some Guidelines for Project Meetings 439
More Pointers for Status Meetings 440
In Summary 440
Chapter 16
Closing Out the Project 443
Administrative Closure 444
The Final Lessons- Learned Review 445
Personnel Issues in Project Closing 446
Chapter 17
Managing Multiple Projects 449
Project, Task, Priority? 452
Personal Effectiveness 453
Chapter 18
Improving Your Effectiveness 457
The Psychology of Achievement 459
The Laws that Govern Our Lives 460
Self- Concept 464
Programming Your Mind for Success 468
Behave As- If 469
Mental Rehearsal 470
Affirmations and Goals 471
Relax 472
Autogenic Conditioning 473
A Word of Caution 473
Chapter 19
Working with Senior Managers 477
Helping Your Manager Meet His Needs 479
Educating Managers about Project Management 482
Applying the HBDI© Profile to Working with Senior Managers 484
Making Presentations to Executives 486
Understanding Your Manager’s Point of View 487
Find a Mentor 488
Final Suggestion 489
Chapter 20
Dealing More Effectively with People 491
Working with Your Project Team 492
Motivation 497
Negotiating and Influencing 499
Dealing with Politics 500
Skill Building 502
Chapter 21
Trends in Project Management 505
Virtual Project Teams 505
Technology: For Better or Worse 510
Appendix
Schedule Computations 515
Network Rules 516
Basic Scheduling Computations 516
Calculations for an AOA Network 525
Constrained End Date Scheduling 527
Reducing Activity Durations 531
Converting Arrow Diagrams to Bar Charts 532
Limitations of the Critical Path Method 535
GLOSSARY 539
RESOURCES FOR PROJECT MANAGERS 545
REFERENCES AND READING LIST 547
INDEX 557
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