Book Structures
Schwalbe - An Introduction to Project Management
This book has eight chapters and three Appendices as follows:
Preface |
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1. |
An Introduction to Project, Program, and Portfolio Management |
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2. |
Project, Program, and Portfolio Selection |
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3. |
Initiating Projects |
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4. |
Planning Projects, Part 1 (Project Integration, Scope, Time, and Cost Management) |
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5. |
Planning Projects, Part 2 (Project Quality, Human Resources, Communications, Risk, and Procurement Management) |
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6. |
Executing Projects |
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7. |
Monitoring and Controlling Projects |
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8. |
Closing Projects and Best Practices |
Appendix A - Guide to Using Microsoft Project 2007 |
Appendix B - Advice for the Project Management Professional (PMP) Exam and related Certifications |
Appendix C - Resources |
As the reader will observe, chapters 3 through 8 follow PMI's PMBOK® Guide
and its five Project Management Process Groups which it uses as a foundation.[5]
However, according to the author, the book goes beyond that by providing more
details, highlighting additional topics, and providing a real-world context for
project management.[6]
Gido - Successful Project Management
This book has thirteen chapters and four Appendices as follows:
Part 1 - The Life of a Project |
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1. |
Project Management Concepts |
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2. |
Needs Identification |
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3. |
Proposed Solutions |
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4. |
The Project |
Part 2 - Project Planning and Control |
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5. |
Planning |
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6. |
Scheduling |
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7. |
Schedule Control |
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8. |
Resource Considerations |
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9. |
Cost Planning and Performance |
Part 3 - People: The Key to Project Success |
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10. |
The Project Manager |
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11. |
The Project Team |
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12. |
Project Communication and Documentation |
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13. |
Types of Project Organization |
Appendix A - Project Management Software |
Appendix B - Project Management Organizations Around the Globe |
Appendix C - Project Management Websites |
Appendix D - Abbreviations |
As the authors explain: "Project management is more than merely parceling out
work assignments to individuals and hoping that they will some how accomplish
a desired result. In fact, projects that could have been successful often fail
because of such take-it-for-granted approaches. Individuals need hard information
and real skills to work successfully in a project environment and to accomplish
project objectives" and "[the book] is written for everyone involved in projects,
not just project managers."[7]
5. PMBOK® Guide, Third Edition, Project Management Institute, PA, 2004, p38
6. Schwalbe, p xii [p iii]
7. Gido, p x
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About the Authors
