Project Management: The Managerial Process with MS Project

Professor of project management in 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 Fullbright scholar with faculty at the Krakow Academy of Economics on modernizing Polish business education. In 2005 he was a visiting professor at Chulalongkorn University in Bangkok, Thailand. He received a B.A. in psychology from Claremont McKenna College and a Ph.D. in management from State University of New York at Buffalo. He is a certified project management professional (PMP). 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 interests 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. (a training and consulting firm specializing in project management) since 1977. He received his B.A. in economics and management from Millikin University, M.B.A. from Indiana University, and doctorate in operations management from the College of Business, University of Oregon.

1.Modern Project Management
2.Organization Strategy and Project Selection
3.Organization: Structure and Culture
4.Defining the Project
5.Estimating Project Times and Costs
6.Developing a Project Plan
7.Managing Risk
8.Scheduling Resources and Costs
9.Reducing Project Duration
10.Leadership: Being an Effective Project Manager
11.Managing Project Teams
12.Outsourcing: Managing Interorganizational Relations
13.Progress and Performance Measurement and Evaluation
14.Project Closure
15.International Projects
16.Oversight
17.An Introduction to Agile Project Management
18.Project Management Career Paths
Appendix One: Solutions for Selected Exercises
Appendix Two: Computer Project Exercises