Claude H. Maley

In order to succeed in today’s increasingly competitive environment, corporations, companies, governments, and nonprofit organizations must be conversant with modern project management techniques. This is especially true for individuals looking to remain professionally competitive.Illustrating the why, what, and how of project management, Project Management Concepts, Methods, and Techniqueswill help readers develop and refine the skills needed to achieve strategic objectives. It presents a balanced blend of detailed explanatory texts and more than 200 illustrations to supply readers with actionable knowledge that can be put to use immediately.Completely aligned with the Project Management Institute Body of Knowledge (PMBOK® Guide), this book is the ideal platform for developing the understanding needed to plan, schedule, and deliver successful projects. Explaining how to recognize performance obstacles, it supplies time-tested strategies to help you:

Overcome performance obstacles and produce positive results
Master the communication and relationship management techniques required for success
Develop and refine the core project management skills needed to manage projects in multi-disciplinary and cross-functional environments
Filled with exercises, worked-through answers, and self-assessment techniques, this book is an ideal guide for anyone who works directly or indirectly with the management of projects. It illustrates a wide range of real-world situations to help you develop the real-world knowledge needed to consistently deliver projects that meet and exceed stakeholder requirements well into the future.

Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in management of change, and chairman of a business solutions company. He started his career as a systems engineer with IBM, after reading estate management and building construction at the London School of Building, and has held various management positions for international organizations and companies.His functional management and consulting experience with major corporations such as ABB, Alcatel, Areva, BP, Cadbury-Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, and Siemens, to name but a few, has spanned more than forty years in engineering, production and manufacturing, distribution, transportation, and marketing services sectors. This has exposed him to a variety of situations, which have all forged a deep understanding of the issues governing the management of change by projects.

In a professional career spanning forty years, Claude has held responsibility for a significant number of projects. These have involved internal organizational projects, and external commercial projects, ranging in duration from one month to five years, and in budget from $50,000 to $500 million. Claude has also participated in many projects as team leader of subsystems, and he has served on numerous occasions as an external advisor to lead project managers.

Claude is a PMP and professional speaker, instructor, and lecturer in topics ranging from general organizational, program and project management to sales and marketing, leadership, and motivation. In the practice of his consulting and education profession he has worked with more than eighty different nationalities in more than sixty nations in all continents. Claude is fluent in English, French, Spanish, and Italian.
Claude is author of educational courses and papers on business solutions, management of change by projects, organizational management and leadership, and is a member of the International Project Management Association and the Project Management Institute.

Introduction to Project ManagementProjects and the Business EnvironmentThe Life CycleProject GovernanceBusiness Drivers and Business NeedsThe Triple ConstraintThe Project Manager’s Role and ResponsibilitiesProject OrganizationsPMI Body of Knowledge

Project InitiationProject OriginationProject SelectionProject InitiationStakeholdersProject RequirementsRole of the Project Manager

Project PlanningSynopsis and ApproachEstablishing the Project Core TeamThe Key Planning StepsScope DevelopmentThe Work Breakdown StructureEstimatingPrecedence AnalysisCase Study

Project SchedulingScheduling OverviewBuilding the Gantt ChartBuilding the Cost EstimateResource ManagementProject Communication PlanConsolidating the Project Plan

Risk ManagementRisk Management—SynopsisTerminologyVulnerability and Potential RisksThe Risk Management ProcessGlossary of Terms

Procurement ManagementProject Procurement Management SynopsisProject Procurement PlanningDifferent Types of ContractsProcurement Process: RequirementProcurement Process: RequisitionProcurement Process: SolicitationProcurement Process: Contract AdministrationProcurement Process: Closeout

Project ImplementationProject Implementation OverviewScope Management and Change Request ManagementProject Performance Tracking and ControlProject Earned Value ManagementProject Documentation ManagementProject Acceptance

Project CloseoutProject Closeout OverviewProject Closure and ApprovalAdministrative Closure and Financial ReportingContract ClosureOrganizational ReadinessPeople ManagementLessons Learned

Project Leadership SkillsThe Project Manager’s Role as a LeaderThe Project Manager and the OrganizationThe Project Manager’s CommunicationOverview of Conflict Management in Projects