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Meredith's newest edition of Project Management focuses on all facets of the steps needed to successfully manage a project - from planning and resources to budgeting and more. An important goal is to appeal to help those preparing to take the PMBOK certification exams of the Project Management Institute. Revisions for the 8th Edition include a more consistent writing style throughout, content updates in some chapters, additional examples of some concepts to make them easier to grasp, and improved visual elements to make the textbook and online resources easier to understand and navigate.
- Sales Rank: #89595 in Books
- Published on: 2011-08-23
- Original language: English
- Number of items: 1
- Dimensions: 10.00" h x 1.15" w x 8.29" l, 2.61 pounds
- Binding: Hardcover
- 600 pages
From the Back Cover
THE WILEY difference IN BUSINESS
Driven by one simple mission—to help teachers and students learn—Wiley provides current solutions in flexible formats that seamlessly integrate into your business courses. Our commitment to Currency, Global Issues, Sustainability and Learning Outcomes supports more meaningful teaching and learning.
Experience the Wiley Difference in Business today at: www.wiley.com/college/sc/currency
You have more options than the traditional textbook. Consider an eBook, loose-leaf binder version or a custom publication. Learn more about our flexible pricing, flexible formats and flexible content at: www.wiley.com/college/wileyflex
Most helpful customer reviews
0 of 0 people found the following review helpful.
Five Stars
By Amazon Customer
Excellent condition!!
25 of 26 people found the following review helpful.
HORRIBLE!!
By Lilly St. James
This is the worst written text book I have ever had to purchase for a class and I would strongly encourage any professors out there looking for a text book to explore other options and any students to drop any class that requires this book.
The book is written as endless walls of text and the author writes in a very confusing manner making the book 3 times as long as it needs to be. The author wastes line after line of text yammering on about pointless stuff like how we will be covering more of this topic in chapters 5, 7 and 9 respectively. He also uses extensive citations of the works of others to the point that by the time you get back to the main point you forgot what he was trying to say to begin with. Many of his citations are from the 1960's too which makes the book feel really out of date.
If you need this class to graduate and can't drop it and take one with a different text then I strongly suggest buying the Kindle edition since you can search a kindle book and copy and paste out of it. A great trick for learning with this book is to copy and paste a page into Word and then delete all of the superfluous BS on that page and then read the 3 important sentences that are left.
In case anyone doesn't believe me about this book, please see the half page I have copied and pasted here. The rest of the book is no better. There are 590 pages just like this in this book. Really think about dropping the class that would have you read this. I am on Amazon right now looking for a different PM book so I can actually learn this topic. I learned little from this book because real information was just too diluted and I was halfway through the class before I started editing it in Word for myself.
This chapter initiates our discussions of Time, Quality, and Risk Management, PMBOK
knowledge areas 3, 5, and 8, respectively. Time management is an extensive topic which
is further discussed in Chapters 8, 10, and 11. Similarly, risk will be discussed further in
Chapters 7 and 8, and quality will be discussed again in Chapter 12.
In the Reader's Digest (March 1998, p. 49) Peter Drucker is quoted on planning: "Plans
are only good intentions unless they immediately degenerate into hard work." To make such a
transformation possible is no easy task. Inadequate planning is a cliché in project management.
Occasionally, articles appear in project management periodicals attesting to the value of good
planning. Project managers pay little attention. PMs say, or are told, that planning "takes too
much time," "customers don't know what they want," "if we commit we will be held accountable," and a number of similar weak excuses (Bigelow, 1998, p. 15). Tom Peters, well-known
seeker of business excellence, was quoted in the Cincinnati Post: "Businesses [believe] a lot of
dumb things. . . . The more time you spend planning, the less time you'll need to spend on implementation. Almost never the case! Ready. Fire. Aim. That's the approach taken by businesses I
most respect." We strongly disagree and, as we will report below (and in Chapter 13), there is a
great deal of research supporting the view that careful planning is solidly associated with project
success--and none, to our knowledge, supporting the opposite position. On the other hand,
sensible planners do not kill the plan with overanalysis. This leads to the well-known "paralysis
by analysis." In an excellent article, Langley (1995) fi nds a path inbetween the two extremes.
Thus far, we have dealt with initiating a project. Now we are ready to begin the process of
planning the work of the project in such a way that it may be translated into the "hard work"
that actually leads to the successful completion of the project. There are several reasons why
we must use considerable care when planning projects. The primary purpose of planning, of
course, is to establish a set of directions in suffi cient detail to tell the project team exactly what
must be done, when it must be done, what resources will be required to produce the deliverables of the project successfully, and when each resource will be needed.
As we noted in Chapter 1, the deliverables (or scope, or specifi cations, or objectives) of
a project are more than mere descriptions of the goods and/or services we promise to deliver
to the client at a quality level that will meet client expectations. The scope of a project also
includes the time and cost required to complete the project to the client's satisfaction. The plan
Meredith, Jack R. (2011-12-01). Project Management: A Managerial Approach, 8th Edition (Page 221). Wiley. Kindle Edition.
24 of 26 people found the following review helpful.
SAVE YOUR MONEY - DO NOT BUY!
By A Customer
This book makes learning Project management difficult. It does not clearly define anything. It is full of endless (and senseless) babble and author's "opinions" very few facts. I fully believe this is a required text because of the website Wiley created and the "bonus" cd of Project 2002. The website makes teaching the class a breeze, it gives the teacher quizzes and tests, therefore, the teacher doesn't have to muddle through the maze of crap to find out information. The quizzes are not general but tipically, "what message did the author's try to convey on page such and such".
This book is not worth it!
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