The Story of Managing Projects: An Interdisciplinary Approach

Table of Contents:
Figures and Tables Preface Fundamentals of Project Management A Brief History of Project Management by Young Hoon Kwak Background to Project Management by Harold Kerzner Redefining the Foundations for Project Management by Francis Hartman Best Practices in Project Management Stakeholder Mapping and the Execution of Successful Projects: Embedding and Institutionalizing Learning as a Key Project Management Competence by Elias G. Carayannis, Frank T. Anbari, and Robert J. Voetsch From Abstract User Requirements to Tangible Business Solutions: An Iterative Approach by Abdul Samad Kazi and Ian Wilson The Cross-Applicability of Project Management in Multimedia Communication Platforms by Cheryl J. Walker Team Culture Communicating = Semantics + Semiology by Philip Harvard Better Project Management through Effective Meetings Management by Theodore H. Rosen Scaling the Water Cooler: Digital Storytelling for Knowledge Continuity by Michael D. Kull Defense Project Management Knowledge Flow through Lessons Learned Systems by Mark E. Nissen and Keith F. Snider Project Managers' Changing Cognitive Schemata and the Achievement of Group Goals by Carolyn R. Spencer and Trevor Hine Analyzing Failure in Project Management Systems Using an Integral Approach of the Fish Bone and the Fault Tree Techniques by Maged Sedky Morcos Why Project Termination Tarries by Victor S. Sohmen Lessons Learned from Industry Project Management in the Engineering and Construction Industry by John A. Kuprenas Project Management during the Reconstruction of Kuwait by Ralph V. Locurcio Different Approaches to Managing Complex Construction Projects: Experiences of International Project Management by Wilco Tijhuis Railway Project Management: Framework and Examples by Frank T. Anbari The Management of Railway Construction and Upgrade Projects: A Study of the Experience in Greece by John-Paris Pantouvakis Improving Project Management with the Analytical Design Planning Technique by Simon Austin, Andrew Newton, and Andrew Baldwin Using the EFQM and Balanced Scorecards to Design Information System Strategy by Allen Woods The Changing Project Management Requirements in the Communications Industry by Dan P. Ono Creating Competencies: Project Management Evidence from the Telecommunications Sector by Frédéric Fontane, Patrice Houdayer, and Hervé Mathe Agile Project Management Methods for IT Projects by Glen B. Alleman Implementing Best Practice in Hospital Project Management by Raphael M. Dua Conclusions and the Road Ahead by Elias G. Carayannis, Young Hoon Kwak, and Frank T. Anbari Index About the Editors and Contributors Figures and Tables

About the Author :
Elias G. Carayannis is Full Professor of Management Science in the School of Business and Public Management, director of Research on Science, Technology, Innovation and Entrepreneurship, European Union Research Center, and co-founder and co-director of the Global and Entrepreneurial Finance Research Institute (GEFRI) at the School of Business, GWU. He has published more than fourty refereed journal articles and two books, The Strategic Management of Technological Learning and Idea Makers and Idea Brokers (Greenwood, 2003). Young Hoon Kwak is a faculty member of the Project Management Program in the Management Science Department at The George Washington University. Frank T. Anbari is a faculty member of the Project Management Program, in the Management Science Department of The George Washington University. He has served in project leadership positions at the National Railroad Passenger Corporation (Amtrak), Day and Zimmerman, and the American Water Works Service Company, and as an examiner for the Malcolm Baldrige National Quality Award.