By: Randolph, W. Alan and Barry Z. Posner

Publisher: Prentice-Hall

Year: 1992

The book is organized around the author’s ten-rule theory with a chapter for each rule: 1) set a clear goal; 2) determine the objectives; 3) establish checkpoints, activities, relationships, and time estimates; 4) create a picture of the schedule; 5) develop people individually and as a team; 6) reinforce commitment and excitement of people; 7) inform everyone connected with the project; 8) vitalize people by building agreements; 9) empower yourself and others; and 10) risk approaching problems creatively.

By: Frame, J. Davidson

Publisher: Jossey-Bass

Year: 1995

This book is meant as a practical and easy-to-read introduction to project management. The author concedes that most of us are involved in projects everyday, we just don’t know how to manage them. A project is goal-oriented, coordinates the undertaking of interrelated activities, has marked beginnings and endings, and is unique. In this readable, accessible presentation of project management principles, Frame shows the reader how to make the best use of time, techniques, and people.

By: Lewis, James P

Publisher: American Management Association

Year: 1995

This book offers help in setting up project plans, scheduling work, and monitoring progress toward desired goals. The purpose of these steps is to achieve control of the project in order to achieve results. The author notes that all good project management systems include a focus on what is important, a system for taking corrective action, and an emphasis on timely responses.

By: Sanders, Robert L

Publisher: Records Management Quarterly (ARMA)

Year: 1995

According to the author, two new management tools have revolutionized modern business process: project management and automated workflow. Project management is a charge to get a project done with the manager responsible for multiple tasks; most importantly, successful project managers complete what they start. On the other hand, workflow automates the continuing, repetitive processes not susceptible to project management. Business workflows are scripted programs with clear definitions and rules that enable one to preview the conclusion and avoid surprise endings. Whatever is repeated should be dealt with in a standard and persistent manner until the issue is resolved.

By: Verma, Vijay K

Publisher: Project Management Institute

Year: 1995

This is an overview of project management and human resource management, a model for effective management, information on handling project stakeholders, and organizational design strategies.

By: Duncan, William R

Publisher: Project Management Institute

Year: 1996

Project Management Body of Knowledge (PMBOK) is an inclusive term that describes the sum of knowledge which is generally accepted within the profession of project management. Full PMBOK includes knowledge of proven, traditional practices which are widely applied as well as knowledge of innovative and advanced practices which have seen more limited use. This guide services as a basic reference for anyone interested in project management. The PMBOK includes nine basic knowledge areas that project managers and project teams must apply to successfully complete any project.

By: Steve McConnell

Publisher: Microsoft Press

Year: 1997

This project management guide for technical leaders and managers distills practical wisdom from the author’s prior publication, Rapid Development. It also includes management requirements and standards from IEEE’s “Key Practices of the Capability Maturity Model, Version 1.1” and the NASA SEL“s “Recommended Approach to Software Development, Revision 3.”

By: Gary R. Heerkens, Roger A. Formisano

Publisher: McGraw-Hill Companies

Year: 2001

Project Management provides you with twenty-four lessons detailing the fundamental skills of successful project management. From understanding the project manager’s role to working within budgets and leading a team to understanding and becoming comfortable with the basic tools of project analysis, this latest addition to the popular McGraw-Hill Professional Education Series will show you how.

By: David Allen

Publisher: Penguin Group

Year: 2002

Allen’s premise is simple: our ability to be productive is directly proportional to our ability to relax. Only when our minds are clear and our thoughts are organized can we achieve stress-free productivity. His seamless system teaches us how to identify, track, and-most important-choose the next action on all our tasks, commitments, and projects and thus master all the demands on our time while unleashing our creative potential. The book’s stylish, dynamic design makes it easy to follow Allen’s tips, examples, and inspiration to achieve what we all seek-energy, focus, and relaxed control.

By: Jack R. Meredith, Samuel J. Mantel

Publisher: Wiley, John & Sons

Year: 2002

The book is primarily intended for use as a college textbook for teaching project management at the advanced undergraduate or master’s level. The text is appropriate for classes on the management of service, product, engineering projects, as well as information systems (IS). Thus, we have included some coverage of material concerning information systems and how IS projects differ from and are similar to regular business projects. The authors draw upon their personal experiences working with project managers and on the experience of friends and colleagues who have spent much of their working lives serving as project managers in the “real world.” Thus, in contrast to the books that are about project management, this book teaches students how to do project management.

By: James P. Lewis

Publisher: AMACOM

Year: 2002

Written for the novice manager, this introductory guide to project management describes the basic process of planning, defining goals, assigning work, scheduling, and monitory progress. It also offers advice on using scheduling software, crafting program statements and mission statements, and other particular techniques. Lewis is a consultant and a trainer.

By: Robert K. Wysocki, Rudd McGary

Publisher: Wiley, John & Sons, Incorporated

Year: 2003

This guide covers traditional methods of project management as well as recent innovations. Wysocki (a consultant) and McGary (a project manager) ground their advice in case studies, exercises, and the Project Management Institute’s Body of Knowledge. Particular attention is given to issues like scope, project activities, resource requirements, scheduling, planning, and team development, and client relations. A companion CD-ROM contains case study files and trial versions of programs.

By: Harold Kerzner

Publisher: Wiley, John & Sons, Incorporated

Year: 2003

E-Commerce PM for WorldCom, and adjunct IT professor in Colorado Springs Project management at its best-a banner edition of the landmark reference This latest edition of the bestselling “bible” of project management brings outstanding coverage of the basic principles and concepts of project management right up to date with the latest developments in the field.

By: Michael S. Dobson

Publisher: Adams Media Corporation

Year: 2003

Streetwise Project Management is a thorough guide to project management for any business owner, department, or project manager. Unlike other introductory guides on the market, which simplistically focus on the HR side of project management. Streetwise Project Management also explains project management methods, diagrams, software, evaluation, and review techniques — in an intelligent layperson’s style. Techniques for working with teams, conflict resolution, and negotiating office politics are also covered.

By: Sid Kemp

Publisher: McGraw-Hill Professional

Year: 2004

Written in straightforward language, Project Management Demystified will help you gain “instant expertise” in project management — even if you have no previous formal training in executive skills. The author, who has trained thousands of first-time managers and team leaders, uses a host of powerful techniques to help you soak up what you really need to know.

By: Ken Schwaber

Publisher: Microsoft Press

Year: 2004

Apply the principles of Scrum, one of the most popular agile programming methods, to software project management-and focus your team on delivering real business value. Author Ken Schwaber, a leader in the agile process movement and a co-creator of Scrum, brings his vast expertise to helping you guide the product and software development process more effectively and efficiently. Help eliminate the ambiguity into which so many software projects are borne, where vision and planning documents are essentially thrown over the wall to developers. This high-level reference describes how to use Scrum to manage complex technology projects in detail, combining expert insights with examples and case studies based on Scrum.

Publisher: Harvard Business School Press

Year: 2004

Once the domain of engineers, project management has become a staple of the modern company, whether the goal is to produce goods, spreadsheets, or ideas. The guide for new managers is geared toward practical advice, addressing what it calls the two essential aspects of the subject: the techniques of project management (design, planning, execution) and the team-specific issues that will affect a project’s success. Appendices contain project management worksheets and checklists and a guide to running effective meetings.

By: Scott Berkun

Publisher: O’Reilly Media, Incorporated

Year: 2005

In The Art of Project Management, you’ll learn how to plan, manage, and lead projects from a veteran manager of software and web development. This personal account of hard lessons learned over a decade of work in the industry distills complex concepts and challenges into practical nuggets of useful advice.

By: Clifford F. Gray, Erik W. Larson

Publisher: Third Edition, McGraw-Hill Companies

Year: 2005

Project Management outlines solution-oriented, integrated methodologies for implementing the processes of project management. Examples from a wide variety of both manufacturing and service environments highlight the hands-on skills and solutions required. Effective project managers must seamlessly blend operational skills, prioritization abilities, and behavioral insights, often simultaneously. Project Management outlines a step-by-step framework for managing any project, in any industry or environment, and consistently achieving objectives with a maximum of efficiency and a minimum of waste.

By: Jack Welch, Suzy Welch

Publisher: HarperCollins Publishers

Year: 2005

Winning is destined to become the bible of business for generations to come. It clearly and succinctly lays out the answers to the most difficult, important questions people face both on and off the job. Welch’s objective is to speak to people at every level of the organization, in companies large and small. His audience is everyone from line workers to college students and MBAs, from project managers to senior executives. He describes his core business principles and devotes most of Winning to the real “stuff” of work–how to lead, hire, get ahead, even write a budget. Welch’s optimistic, no excuses, get-it-done mind set is riveting. His goal is to help anyone and everyone who has a passion for success.

By: Kim Heldman

Publisher: Wiley, John & Sons, Incorporated

Year: 2005

Solid project management skills are in especially high demand today across all industries. If you’re considering a career in project management or simply wish to expand your understanding of general project management principles, this book is for you. The second edition of a popular introduction to project management, this revision covers the new Project Management Body of Knowledge (PMBOK) developed by Project Management Institute (PMI). With simple, tangible explanations, this book may even serve as a starting point for you to pursue advanced project management certifications such as PMP. If so, it’s the perfect precursor to Sybex’s best-selling PMP: Project Management Professional Study Guide, 2nd Ed.

By: Colleen Garton, Erika McCulloch

Publisher: MC Press, LLC

Year: 2005

The authors explain what to do as soon as you have the formal go-ahead; how to define deliverables, milestones, and functional and technical requirements; and how to run effective meetings – especially your crucial kickoff meeting. They systematically cover both technical issues (for instance, building a complete project plan with Microsoft Project, defining source and build control processes) and human issues (delegation, motivation, managing client expectations, what not to say in an email). You’ll find insights into everything from methodologies (PMI, CMMI, Six Sigma) to documentation and technical support.

By: Kathy Schwalbe

Publisher: Course Technology, Inc.

Year: 2005

“Information Technology Project Management” is the first project management title with a focus solely on Information Technology projects. The book combines the best of both worlds: an academic text that treats project management from a research point of view, providing running cases and other strong pedagogical elements; and a practical text that provides hands-on projects at the end of each chapter using Microsoft Project, the tool of choice in this market. It also provides excellent preparation for the PMI (Project Management Institute) certification exam.

By: A. Longman, Jim Mullins

Publisher: Wiley, John & Sons, Incorporated

Year: 2005

This guide explores and explains the rationale, processes, and tools of successful project management. While The Rational Project Manager covers the nuts and bolts of the discipline, it also offers a unique concentration on the logic and thought processes necessary for successful project completion.” The authors divide project management into three stages – definition, planning, and implementation – exploring each stage in depth and showing project managers and contributors how to apply concepts and avoid common mistakes. Setting aside theoretical exploration, complex formulas, and software-as-savior cure-alls, The Rational Project Manager focuses on the fundamentals of why projects fail and offers a proven methodology for making sure they don’t.