As the market-leading textbook on the subject, Project Management: The Managerial Process, 4e is distinguished by its balanced treatment of both the technical and behavioral issues in project management as well as by its coverage of a broad range of industries to which project management principles can be applied. It focuses on how project management is integral to the organization as a whole. The 4th edition reflects the latest changes found in the practice. Other texts discuss the topics covered in this text but they do not view oversight as the project manager's operating environment, as does Gray/Larson.
Project Management, 8e provides a holistic and realistic approach to Project Management that combines the human aspect and culture of an organization with the tools and methods used It covers concepts and skills used to propose, plan secure resources, budget and lead project teams to successful completion of projects. this text is not only on how the management process works, but also, and more importantly, on why it works. It’s not intended to specialize by industry type or project scope, rather it is written for the individual who will be required to manage a variety of projects in a variety of organizational settings. 8e was written for a broad range of audiences including, project managers, students, analysts and Project Management Institute Members preparing for certification exams. The digital component, Connect, now has enhanced algorithmic problems, Application Based Activities, SmartBook 2.0 and Practice Operations, a game-based 3D operations management simulation.
As the market-leading textbook on the subject, Project Management: The Managerial Process, 5e is distinguished by its balanced treatment of both the technical and behavioral issues in project management as well as by its coverage of a broad range of industries to which project management principles can be applied. It focuses on how project management is integral to the organization as a whole. The 5th edition reflects the latest changes found in the practice. Other texts discuss the topics covered in this text but they do not view oversight as the project manager's operating environment, as does Larson/Gray. Resumes of managers will soon be primarily a description of participation in and contributions to projects.
Law and society scholars challenge the common belief that law is simply a neutral tool by which society sets standards and resolves disputes. Decades of research shows how much the nature of communities, organizations, and the people inhabiting them affect how law works. Just as much, law shapes beliefs, behaviors, and wider social structures, but the connections are much more nuanced—and surprising—than many expect. Law and Society Reader II provides readers an accessible overview to the breadth of recent developments in this research tradition, bringing to life the developments in this dynamic field. Following up a first Law and Society Reader published in 1995, editors Erik W. Larson and Patrick D. Schmidt have compiled excerpts of 43 illuminating articles published since 1993 in The Law & Society Review, the flagship journal of the Law and Society Association. By its organization and approach, this volume enables readers to join in discussing the key ideas of law and society research. The selections highlight the core insights and developments in this research tradition, making these works indispensable for those exploring the field and ideal for classroom use. Across six concisely-introduced sections, this volume analyzes inequality, lawyering, the relation between law and organizations, and the place of law in relation to other social institutions.
As the market-leading textbook on the subject, Project Management: The Managerial Process, 4e is distinguished by its balanced treatment of both the technical and behavioral issues in project management as well as by its coverage of a broad range of industries to which project management principles can be applied. It focuses on how project management is integral to the organization as a whole. The 4th edition reflects the latest changes found in the practice. Other texts discuss the topics covered in this text but they do not view oversight as the project manager's operating environment, as does Gray/Larson.
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