A Guide to the Project Management Body of Knowledge (PMBOK® Guide)– 2000 Edition is your basic reference and the world’s de facto standard for the project management profession. It was designated an American National Standard (ANSI/PMI 99-001-2000) by the American National Standards Institute in March 2001.

The Project Management Body of Knowledge (PMBOK®) is an inclusive term that describes the sum of knowledge within the profession of project management. The PMBOK® Guide identifies and describes the subset of principles and practices within the PMBOK® that are generally accepted and applicable to most projects most of the time. The guide also provides a common lexicon for talking about project management. Project management is a relatively young profession, and while there is substantial commonality around what is done, there is relatively little commonality in the terms used. An extensive glossary further aids in standardizing definitions of the most important concepts, terms, and phrases.

Whether working on an international project for a Fortune 500 company or organizing a family reunion, you need effective project management to ensure timely and efficient completion of projects.

This helpful guide offers explanations of everything needed to get started in project management including: how to initiate a project and lead the project team, how to structure the project and plan for resources, how to monitor and track the plan, and how to close out the project. Packed with practical advice, this book includes tips to increase success, reveals common pitfalls to avoid, and presents case studies to show and why project management actually works.

In today’s time-based and cost-conscious global business environment, tight project deadlines and stringent expectations are the norm. With sales of more than 115,000 copies, Fundamentals of Project Management has helped a lot of business people meet or exceed those standards. The updated and revised third edition provides an unparalleled introduction to project management, along with new tools and techniques for planning and executing projects on time, on budget, and with maximum efficiency and productivity. This new edition includes: * an overview of recent changes to the Project Management Body of Knowledge (PMBOK)® * expanded coverage of project risk management * how to implement a Project Management Office (PMO) * and much more Clear and down-to-earth, this step-by-step guide explains how to effectively spearhead every stage of a project — from developing the goals and objectives to managing the project team — and make project management work in any company.

“Far too many software projects are still managed as unending death marches or, conversely, frenzied firefights.”

The traditional project management rules do not apply in the software world. While not all software projects operate in a state of crisis, it is certainly true that most do. Accordingly this book approaches software project management from two directions: (1) how to plan and manage a software project; and (2) how to regain control of a project that has been overwhelmed by events.

Essentials of Software Project Management provides real-world strategies to make every software project more organized and less frantic.

Rely on Essentials of Software Project Management to help you:

* Recognize the early warnings that a software project is heading off track - and know how to redirect it.
* Gather the right people and right tools to ensure a successful software project.
* Plan, track, and control a software project at each critical stage.
* Manage software defects to deliver products that meet or exceed quality objectives.
* Conduct software reviews, walkthroughs, and inspections to spot problems before they turn into crises.
* Recover software projects that are suffering from lack of control.
* And more!

* Learn practical, real-world examples and techniques for managing cash
* Optimize cash flows and liquidity management
* Discover the implications of recently enacted financial deregulation laws
* Conduct financial transactions in the global, e-commerce economy
* Develop a partnership approach to bank relationships

Full of valuable tips, techniques, illustrative real-world examples, exhibits, and best practices, this handy and concise paperback will help you stay up to date on the newest thinking, strategies, developments and technologies in managing corporate cash.

MICHELE ALLMAN-WARD is Managing Director of Allman-Ward Associates, Inc., a consulting firm that specializes in strategic planning, product and business unit development, training, project management, and market research with particular emphasis on international treasury management.

JAMES SAGNER is a Principal of Sagner/Marks and has managed over 250 large-scale studies for companies and nonprofit organizations worldwide. He is a regular faculty member in the Kenan-Flagler Business School’s “Advanced Topics in Cash Management” program at the University of North Carolina.

The Wiley Essentials Series–because the business world is always changing…and so should you.

Chock-full of valuable tips, techniques, illustrative real-world examples, exhibits, and best practices, this handy and concise paperback will help you stay up to date on the newest thinking, strategies, developments and technologies in knowledge management.

Executives of big companies should read this book because the proposed method looks like an effective tool for companies to stay big. Executives of small companies should read the book because their bigger competitors may be reading it, and maneuvering against a large competitor who has a good early warning system could be tough. So if you’re planning an asymmetric strategy, you better know what you’re up against. Anyhow, even without any offensive intentions towards bigger companies, the leaders of small organizations should look into this book since lack of early warning can ruin small and big companies alike.

I also recommend the book to students of management as an insight into the tricky subject of how organizations build an image of their environment. Most of the literature on that field tends to be written in a researcher-to-researcher style, like books on organizational sensemaking or cognitive oligopolies. This book stands out since it’s clear, solution oriented and written for practitioners.
Moreover, the book offers some solution to the never ending discussion regarding deliberate versus emergent strategy making. The book shows how to deal with a complex environment by understanding and monitoring it, instead of planning yourself to death with irrelevant tools or not planning at all.

The book also discusses organizational politics that might block a competitive intelligence function since it often lacks the direct access to decision makers that governmental intelligence agencies usually enjoy in their arena.

Fortune teller. Psychologist. Financial analyst. These are just a few of the roles sales managers must play while making sure the sales team has what it needs to close deals. In an economic landscape where business strategies shift almost daily, it’s all a sales manager can do to keep abreast of new developments. The Secrets of Great Sales Management shows sales managers how to work in concert with changing corporate goals without sacrificing the exceptional results they were hired to achieve.

This powerful book gives readers practical strategies to:

* clarify short-, medium-, and long-term goals * create and communicate team objectives * establish new performance standards and measurements * improve development and training initiatives * build compensation plans that drive stated objectives * create career development plans for team members

By helping sales managers build stronger connections between front-line strategies and boardroom expectations, The Secrets of Great Sales Management will help readers ensure both organizational and individual success.

By: Loren B. Belker, Gary S. Topchik
Publisher: AMACOM
Edition: 5th edition (2005)
Language: English
ISBN: 0814408214

In the working world, top performers are regularly rewarded with promotions to management–whether they are prepared for the advancement or not. Loren Belker’s bestselling primer on supervisory skills, The First-Time Manager, has long offered clear advice on leadership, motivation, discipline, and other tricks of the trade that are required of anyone in a supervisory position. Now in its fourth edition, the book features 11 new chapters that add an even more contemporary slant to his proven recommendations.

The argument of this contribution is that, although [conventional way of doing things] is always likely to have a place in risk management, there is no reason why it should be the only available approach.

The very fact that appears to have triggered this publication was the (scientific society) rejection of some other previosuly published work on the grounds of “not being scientific enough”.

The main idea of this book is that risk management is subject to uncertainties so high, that common “scientific” way of dealing with risks is not working. And their arguments are very convincing. The following two metaphors from the book will let you quickly catch it.

Conventional approach is compared with a thermostat. Once set to a desired temperature it uses feedback mechanisms to return to equilibrium.

The argued for approach is compared with a desk lamp, the one with two springs on it’s sides. The lamp is always experienses heavy tensions from both springs, but as soon as they counterbalance each other, the lamp is not only keeping steady state, it also can be adjusted into any desired position with a fingertip touch.