Duncan, William R. A guide to the project management body of
knowledge. 2d ed. Upper Darby, PA: Project Management Institute, 1996. 176 pp.
(Shelved at HD69.P75G845 1996e).
Project Management Body of Knowledge (PMBOK) is an inclusive term that describes the sum of
knowledge which is generally accepted within the profession of project management. Full
PMBOK includes knowledge of proven, traditional practices which are widely applied as well as
knowledge of innovative and advanced practices which have seen more limited use. This guide
services as a basic reference for anyone interested in project management. The PMBOK includes
nine basic knowledge areas that project managers and project teams must apply to successfully
complete any project.
Frame, J. Davidson. Managing projects in organizations: how to make the best
use of time, techniques, and people. Revised ed. San Francisco: Jossey-Bass, 1995.
257 pp. (Shelved at HD69.P75F72 1995).
This book is meant as a practical and easy-to-read introduction to project management. The
author concedes that most of us are involved in projects everyday, we just don't know how to
manage them. A project is goal-oriented, coordinates the undertaking of interrelated activities,
has marked beginnings and endings, and is unique. In this readable, accessible presentation of
project management principles, Frame shows the reader how to make the best use of time,
techniques, and people.
Lewis, James P. Fundamentals of project management. New
York: American Management Association, 1995. 117 pp. (Shelved at HD69.P75L488
1995).
This book offers help in setting up project plans, scheduling work, and monitoring progress
toward desired goals. The purpose of these steps is to achieve control of the project in order to
achieve results. The author notes that all good project management systems include a focus on
what is important, a system for taking corrective action, and an emphasis on timely
responses.
Manganelli, Raymond L. and Mark M. Klein. The reengineering handbook: a
step-by-step guide to business transformation. New York: AMACON, 1994. 318
pp.
The five stages of rapid reengineering are preparation, identification, vision, technical design
solution, social design solution, and transformation.
Project management framework. Upper Darby, PA: Project
Management Institute, 1996. 101 pp.
1/98 version. The primary purpose of this document is to identify and describe the subset of the
Project Management Body of Knowledge which is generally accepted. That means that the
knowledge and practices described are applicable to most projects most of the time, and that there
is widespread consensus about their value and usefulness.
Randolph, W. Alan and Barry Z. Posner. Draw a picture of the project
schedule. In Effective project planning and management: getting the job
done. , Chapter 4. Englewood Cliffs, NJ: Prentice-Hall, 1988. (Shelved at
HD69.P75R3).
This chapter discusses two methods for scheduling a project. The author uses bar charts and flow
charts to draw a picture of the project processes. This is to give the manager and employees a
better understanding of time and energy that will be necessary and to allow the project to run
smoother.
Randolph, W. Alan and Barry Z. Posner. Getting the job done! Managing
project teams and task forces for success. Englewood Cliffs, NJ: Prentice-Hall,
1992. 142 pp. (Shelved at HD69.P75R3).
The book is organized around the author's ten-rule theory with a chapter for each rule: 1) set a
clear goal; 2) determine the objectives; 3) establish checkpoints, activities, relationships, and time
estimates; 4) create a picture of the schedule; 5) develop people individually and as a team; 6)
reinforce commitment and excitement of people; 7) inform everyone connected with the project;
8) vitalize people by building agreements; 9) empower yourself and others; and 10) risk
approaching problems creatively.
Sanders, Robert L. Finishing what we start: a lesson for functional managers from
project management and automated workflow.Records Management
Quarterly (ARMA) (April 1995): 48, 50-55. (BPR220).
According to the author, two new management tools have revolutionized modern business
process: project management and automated workflow. Project management is a charge to get a
project done with the manager responsible for multiple tasks; most importantly, successful project
managers complete what they start. On the other hand, workflow automates the continuing,
repetitive processes not susceptible to project management. Business workflows are scripted
programs with clear definitions and rules that enable one to preview the conclusion and avoid
surprise endings. Whatever is repeated should be dealt with in a standard and persistent manner
until the issue is resolved.
Verma, Vijay K. Organizing projects for success: the human aspects of project
management. Volume One. Upper Darby, PA: Project Management Institute, 1995.
201 pp. (Shelved at HD69.P75V47 1995).
This is an overview of project management and human resource management, a model for
effective management, information on handling project stakeholders, and organizational design
strategies.
