【導(dǎo)讀】DirectorforProject,??Knowledge(PMI’sPMBOKGuide),thenewmandatory. byHaroldKerzner:????Guide,TenthEdition(9<>78-0-4<>70-2<>78<>72-<>7)AND. York,NewYorkJohnWiley&Sons,Inc.

　　

【正文】 ation Training using the text are offered by contacting Lori Milhaven,Executive Vice President, the International Institute for Learning, at 8003251533, extension 5121 ( address: @il).The problems and case studies at the ends of the chapters cover a variety ofindustries. Almost all of the case studies are realworld situations taken from myconsulting practice. Feedback from my colleagues who are using the text has provided me with fruitful criticism, most of which has been incorporated into thetenth majority of the articles on project management that have bee classics have been referenced in the textbook throughout the first 11 chapters. Thesearticles were the basis for many of the modern developments in project management and are therefore identified throughout the colleagues provided valuable criticism. In particular, I am indebted tothose industrial/government training managers whose dedication and mitment to quality project management education and training have led to valuablechanges in this and previous editions. In particular, I wish to thank Frank Saladis,164。PMP, Senior Consultant and Trainer with the International Institute forLearning, for his constructive ments, remendations, and assistance with164。the mapping of the text to the PMBOKGuide as well as remended changes164。to many of the chapters. I am indebted to Dr. Edmund Conrow, PMP, for adecade of assistance with the preparation of the risk management chapters in allof my the management team and employees of the International Institute forLearning, thank you all for 20 years of neverending encouragement, support, andassistance with all of my project management research and KerznerThe International Institute for Learning2020 1/21/09 9:45 AM Page 1Overview1164。Related Case StudiesRelated Workbook Exercises (fromPMBOKGuide, 4th(from Kerzner/ProjectKerzner/Project Management Edition, Reference164。164。164。Management Case Studies,Workbook and PMP/CAPMExamSection forthe PMP3rd Edition)Study Guide,10th Edition)Certification Exam??Kombs Engineering??Multiple Choice Exam??Integration??Williams Machine??Management??Tool Company*??Scope??Hyten Corporation??Management??Macon, Inc.??Human Resource??Continental Computer ??ManagementCorporation??Jackson will be facing increasingly plex challenges during the next decade. These challenges willbe the result of high escalation factors for salaries and raw materials, increased union demands, pressurefrom stockholders, and the possibility of longterm high inflation acpanied by a mild recession and alack of borrowing power with financial institutions. These environmental conditions have existed before,but not to the degree that they do *ase Study also appears at end of 1/21/09 9:45 AM Page 22OVERVIEWIn the past, executives have attempted to ease the impact of these environmental conditions by embarking on massive costreduction programs. The usual results of these programs have been early retirement,layoffs, and a reduction in manpower through attrition. As jobs bee vacant, executives pressure linemanagers to acplish the same amount of work with fewer resources, either by improving efficiency orby upgrading performance requirements to a higher position on the learning curve. Because people costsare more inflationary than the cost of equipment or facilities, executives are funding more and more capital equipment projects in an attempt to increase or improve productivity without increasing , executives are somewhat limited in how far they can go to reduce manpower withoutrunning a high risk to corporate profitability. Capital equipment projects are not always the answer. Thus,executives have been forced to look elsewhere for the solutions to their all of today s executives are in agreement that the solution to the majority of corporate problems involves obtaining better control and use of existing corporate resources, looking internally rather thanexternally for the solution. As part of the attempt to achieve an internal solution, executives are taking a hard look at the ways corporate activities are managed. Project management is one of the techniques project management approach is relatively modern. It is characterized by methods of restructuringmanagement and adapting special management techniques, with the purpose of obtaining better control anduse of existing resources. Forty years ago project management was confined to . Department of Defensecontractors and construction panies. Today, the concept behind project management is being applied insuch diverse industries and anizations as defense, construction, pharmaceuticals, chemicals, banking,hospitals, accounting, advertising, law, state and local governments, and the United rapid rate of change in both technology and the marketplace has created enormous strains on existing anizational forms. The traditional structure is highly bureaucratic, and experience has shown that itcannot respond rapidly enough to a changing environment. Thus, the traditional structure must be replacedby project management, or other temporary management structures that are highly anic and can respondvery rapidly as situations develop inside and outside the management has long been discussed by corporate executives and academics as one of severalworkable possibilities for anizational forms of the future that could integrate plex efforts and reducebureaucracy. The acceptance of project management has not been easy, however. Many executives are notwilling to accept change and are inflexible when it es to adapting to a different environment. The project management approach requires a departure from the traditional business anizational form, which isbasically vertical and which emphasizes a stron