Chapter 1: Overview. -- Case Study: Williams Machine Tool Company. -- Chapter 2: Project Management Growth: Concepts and Definitions. -- Case Study: Creating a Methodology. -- Chapter 3: Organizational Structures. -- Chapter 4: Organizing and Staffing the Project Office and Team. -- Chapter 5: Management Functions. -- Case Study: The Trophy Project. -- Case Study: McRoy Aerospace. -- Case Study: The Poor Worker. -- Case Study: The Prima Donna. -- Case Study: The Reluctant Workers. -- Case Study: Leadership Effectiveness (A y B). -- Chapter 6: Communications Management. -- Case Study: Communication Failures. -- Case Study: The Team Meeting. -- Chapter 7: Conflicts. -- Case Study: Facilities Scheduling at Mayer Manufacturing. -- Case Study: Telestar International. -- Case Study: Handling Conflict in Project Management. -- Chapter 8: Special Topics. -- Case Study: Is It Fraud?. -- Chapter 9: The Variables for Success. -- Case Study: Radiance International. -- Chapter 10: Working with Executives. -- Case Study: The Prioritization of Projects. -- Case Study: The Irresponsible Sponsors. -- Case Study: Selling Executives on Project Management. -- Chapter 11: Planning. -- Chapter 12: Network Scheduling Techniques. -- Case Study: The Invisible Sponsor. -- Chapter 13: Pricing and Estimating. -- Case Study: The Estimating Problem. -- Chapter 14: Cost Control. -- Case Study: The Bathtub Period. -- Case Study: Franklin Electronics. -- Chapter 15: Metrics. -- Chapter 16: Trade-off Analysis in a Project Environment. -- Chapter 17: Risk Management. -- Case Study: Teloxy Engineering (A y B). -- Case Study: The Risk Management Department. -- Chapter 18: Learning Curves. -- Chapter 19: Contract Management. -- Case Study: To Bid or Not to Bid. -- Case Study: The Management Reserve. -- Chapter 20: Quality Management. -- Chapter 21: Modern Developments in Project Management. -- Case Study: Honicker Corporation. -- Case Study: Kemko Manufacturing. -- Appendix A: Solution to Leadership Exercise. -- Appendix B: Solutions to the Project Management Conflict Exercise. -- Appendix C: Dorale Products Case Studies. -- Appendix D: Solutions to the Dorale Products Case Studies. -- Appendix E: Alignment of the PMBOK® Guide, 6e to the Text. -- Appendix F: Alignment of the PMBOK® Guide, 7e to the Text.

In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling “bible” of project management, this book aligns with the concepts and standards outlined in PMI’s latest A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) and contains the detailed coverage of tools and methods used at all stages of a project. New content added to this 13th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book’s companion website. A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP® exam, as well as practicing project managers, project consultants, and trainers.

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