This book is the author's third research study into the history of the project management. It is an attempt to investigate project management in the medieval period in more detail. Investigating the history of project management enables us to reach a comprehensive view of both the historical development of relevant areas of expertise and their application to project activities.
Project management applies knowledge, skills, tools and techniques to project activities in order to achieve defined requirements. It is the very deliberate orchestration of the areas of expertise to complete a specific project. Investigating the history of project management is to reach a comprehensive view of the historical development of the areas of expertise and their application to project activities. This research identifies six research topics, based on the areas of project management expertise, to guide data collection and the research process. In the contribution to architecture, the research regards "building construction and engineering structures" as the application area of project management.--P [4] de la couv
The Oxford Handbook of Project Management presents and discusses leading ideas in the management of projects. Positioning project management as a domain much broader and more strategic than simply 'execution management', this Handbook draws on the insights of over 40 scholars to chart the development of the subject over the last 50 years or more as an area of increasing practical and academic interest. It suggests we could be entering an emerging 'third wave' of analysis and interpretation following its early technical and operational beginnings and the subsequent shift to a focus on projects and their management. Topics dealt with include: the historical evolution of the subject; its theoretical base; professionalism; business and societal context; strategy; organization; governance; innovation; overruns; risk; information management; procurement; relationships and trust; knowledge management; practice and teams. This handbook is of particular relevance to those interested in the research issues underlying project management.
Kozak-Holland takes a hard look at the history of project management and how it evolved over the past 4,500 years. Examining archaeological evidence, artwork, and surviving manuscripts, he provides evidence of how each of the nine knowledge areas of project management have been practiced throughout the ages.
Project management processes have been intertwined within every fabric of human evolution including advances in communication, farming, construction, medicine, law, architecture, physics, and economics to name a few. At each evolutionary stage, there was a project manager who was studying the how and why of everything, trying new techniques, and documenting trials, errors and successes until a specific craft was mastered, thrusting progress forward in an upward trajectory that has been carved into human history. There are countless books and articles that focus on the practice of project management. What makes this book different is the focus placed largely on the project management processes for United States (U.S) bankers. This book starts with a look at the historical progression of project management processes but quickly focuses the material on project management processes for bankers, heavily leaning towards project managers in United States (U.S.) banks. The book also looks at the bank regulatory agencies that govern U.S. banks, regulations critical to the U.S banking system, and concludes with an overview of U.S. banking technologies and the management of a U.S. banking customer call center. The book provides a comprehensive perspective on the U.S. banking project management processes, the regulatory agencies that govern and influence those processes, how technology, and more specifically, the development and use of artificial intelligence, will create a shift in the evolutionary trajectory of U.S. banking practices, and how U.S. banking project management practices will be at the core of how quickly and how successfully this evolution unfolds.
Originally published in 1966. This book collects papers and essays written by historian Frederic C. Lane, who specialized in medieval Venetian history.
This book deals with a wide range of techniques used in the urban design process. It is invaluable for architecture, planning, landscape and surveying students and will also help professionals in the day to day practice. A method of urban design is developed which has sustainability and environmental protection at the centre of its philosophy. Previously, literature regarding the urban design method has been almost totally neglected; this book introduces the topic to the reader. A number of techniques are illustrated by example or case study. Where techniques are discussed they are located within the structure of the design process. The book develops a logical framework for a process, which includes problem definition, survey, analysis, concept generation, evaluation and implementation. It is this framework which is presented here as a discourse towards the development of an urban design method. This book is a practical guide, one that the authors themselves would have found useful as students or in the early years of their professional careers. It is organized so that each chapter provides guidance which hitherto, students and practitioners in this field have had to discover for themselves, often with some difficulty, since methods and techniques for urban design is a broad topic thinly spread in published form. Techniques illustrated by example or case study Practical guide to urban design which covers a core subject for undergraduate degree courses Techniques located within structure of the design process
First Published in 1998. Project Management presents the basics of one-off project management in an easy to follow format. Topics covered include dealing with outside consultants; dealing with technical specialists; getting the job done on time and in budget; how to own and control a project; when to delegate; differences between general management and project management. Designed for managers who need to get up to speed with project management skills quickly and easily without being overwhelmed by technical detail, Project Management is ideal for anyone who is faced with a one-off project that is not just business as usual.
