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Project Management ilgili temel bazı kaynaklar
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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 (PMb*k) is an inclusive term that describes the sum of knowledge which is generally accepted within the profession of project management. Full PMb*k 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 PMb*k 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; <img src=icon_smile_shy.gif border=0 align=middle> 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 Managment 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.