Project Management is a text with cases; it is suitable
for a course in project management and for professionals who seek a
project management handbook. This text addresses the major questions
and issues the authors have encountered while teaching and consulting
with practicing project managers in domestic and foreign
countries. The text is very contemporary and up-to-date. This
application-oriented text provides a road map for managing any type of
project--for example, information technology, R & D, engineering
design, construction, pharmaceutical, and manufacturing. The text
helps the reader discover the strategic role of projects in
contemporary organizations, how projects are prioritized, what tools
and techniques can be used to plan and schedule projects, what
organization and managerial styles will improve chances of project
success, how project managers orchestrate the complex network of
relationships, factors that contribute to the development of a hi! !
gh performing project team, the project system which will help gain
some measure of control, how project managers prepare for a new
international project in a foreign culture, and finally how senior
management can develop a supportive organizational culture for
implementing projects. Gray and Larson present a balanced view of the
technical and socio/cultural dimensions of managing projects.
Professor Gray is professor emeritus of management at the
College of Business, Oregon State University. He continues to teach
undergraduate and graduate project management courses overseas and in
the United States; he has personally taught more than 100 executive
development seminars and workshops. His research and consulting
interest have been divided equally between operations management and
project management; he has published numerous articles in these areas,
plus a text on project management. He has also conducted research
with colleagues in the International Project Management Association.
Cliff has been a member of the Project Management Institute since 1976
and was one of the founders of the Portland, Oregon, chapter. He has
been the president of Project Management International, Inc. (training
and consulting firm specializing in project management) since 1977.
He received his BA in economics and management from Millikin
University, MBA from Indiana Un! ! iversity, and doctorate in
operations management from the College of Business, University of
Oregon.
Erik Larson is professor and chairman of the department of management,
marketing, and international business at the College of Business,
Oregon State University. He teaches executive, graduate, and
undergraduate courses on project management, organizational behavior,
and leadership. His research and consulting activities focus on
project management. He has published numerous articles on matrix
management, product development, and project partnering. He has been
a member of the Portland, Oregon, chapter of the Project Management
Institute since 1984. In 1995 he worked as a Fulbright scholar with
faculty at the Krakow Academy of Economics on modernizing Polish
business education. He received a BA in psychology from Claremont
McKenna College and a Ph.D. in management from State University of New
York at Buffalo.
