The basics of project evaluation and lessons learned

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[edited by] Ginger Levin, John Wyzalek

"Presenting information that is current with The Standard for Portfolio Management, Third Edition, this book supplies in-depth treatment of the five knowledge areas and identifies best practices to help ensure balanced portfolio management that is critical to organizational success. This book is an ideal reference for those pursuing the new portfolio management credential from the Project Management Institute. The book is also a suitable as a reference for executives and practitioners in the field and as a textbook for universities offering courses on portfolio management"-- "Preface While portfolio management has been applied in the financial industry since the early 1950s, it is only within the past two to three decades that academic research plus guidelines for practitioners have been conducted and made available. Although some organizations used portfolio management techniques to select and prioritize programs and projects to pursue since the 1960s, these organizations rarely discussed its use recognizing it was a competitive advantage for them to do so. In the late 1970s and 1980s, software to assist in prioritizing programs and projects and to allocate resources became available, and there was increased interest in organizations to adopt the software and then recognition that tools alone were insufficient to manage a portfolio. Portfolio management requires a culture change, with processes and procedures in place that are consistently followed at all levels to support organizational strategies and promote organizational success. It requires strategic goals to ensure the work being done, whether a program, project, or an operational activity, supports these goals; having an inventory of existing work in progress available to determine if it supports organizational strategy and should be continued; and business cases, which are prepared and approved for proposed work to undertake. Such a culture change takes time and dedication to implement, but increasingly, organizational leaders are doing so recognizing its necessity especially in terms of the complexity of work under way and the often lack of qualified and available resources to do this work effectively. "--

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Kathy Schwalbe

Every recent innovation in IT can be traced back to a project. This title builds an unparalleled foundation for tomorrow's creators and managers by providing meaningful examples of real projects - both successful and failed - and applying the lessons to a sound framework in IT project management.

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Howard Eisner

Written by a leading expert in systems engineering, Essentials of Project and Systems Engineering Management uses a practical and integrative approach to enable readers to understand and implement the basics quickly in a host of key areas - including project planning, cost and sensitivity analyses, leadership and team building, requirements analysis and allocation, principles of systems architecting, and more. In the process, the book clarifies the often unclear relationship between project management and systems engineering by demonstrating how systems engineering actually fits into the overall structure of a project. Packed with real-life examples and up to date with the latest trends in software engineering and integrative management, Essentials of Project and Systems Engineering Management is the ideal guide for professional technical and engineering managers, and an important resource for students of engineering and business management.

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Charles C. Martin

This book provides comprehensive description of the principles and practices of project management and emphasizes the applicability of project management in small organizations, and for small project in organizations of any size.