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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Book Description
Editorial Reviews
About the Author
Professor Emeritus
Erik W. Larson is professor of project management in the department of management, marketing, and international business at the College of Business, Oregon State University. He teaches executive, graduate, and undergraduate courses on project management, organizational behavior, and leadership. His research and consulting activities focus on project management. He has published numerous articles on matrix management, product development, and project partnering. He has been a member of the Portland, Oregon, chapter of the Project Management Institute since 1984. In 1995 he worked as a Fullbright scholar with faculty at the Krakow Academy of Economics on modernizing Polish business education. In 2005 he was a visiting professor at Chulalongkorn University in Bangkok, Thailand. He received a B.A. in psychology from Claremont McKenna College and a Ph.D. in management from State University of New York at Buffalo. He is a certified project management professional (PMP).
Erik W. Larson is professor of project management in the department of management, marketing, and international business at the College of Business, Oregon State University. He teaches executive, graduate, and undergraduate courses on project management, organizational behavior, and leadership. His research and consulting activities focus on project management. He has published numerous articles on matrix management, product development, and project partnering. He has been a member of the Portland, Oregon, chapter of the Project Management Institute since 1984. In 1995 he worked as a Fullbright scholar with faculty at the Krakow Academy of Economics on modernizing Polish business education. In 2005 he was a visiting professor at Chulalongkorn University in Bangkok, Thailand. He received a B.A. in psychology from Claremont McKenna College and a Ph.D. in management from State University of New York at Buffalo. He is a certified project management professional (PMP).
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Most Helpful Customer Reviews
6 of 6 people found the following review helpful:
3.0 out of 5 stars
Good introductory book, but impractical,
This review is from: Project Management (Paperback)
This wordy book is more heavy on management than on project management because the business professors are understandably not trained in project-specific disciplines. Hence, there is inadequate coverage of how projects are actually managed, particularly costing and key contractual issues. Even on their own terrain, the business relations are mostly asserted without solid research backing (e.g. section on culture, where certain cultures are asserted to be pro-projects, but the causal links are missing). If you are looking to teach students basic PM processes, this book is worth a look as the explanation is clear. But if you are a practitioner, learn from your discipline-specific masters. So I have to knock off 2 stars for inadequate coverage, and impracticality.
19 of 25 people found the following review helpful:
1.0 out of 5 stars
Project management? More like project futility!,
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This review is from: Project Management: The Managerial Process (Irwin/McGraw Hill Series in Operations and Decision Sciences.) (Hardcover)
The author is too eager to impress you with his knowledge and ability to build confusing and complex sentences. I've found I need to read a chapter several times to get anything out of it. Even after several readings, taking notes, I'm not sure what is going on. The book provides allot of chaff with very few "Deliverables". Unless you are already an experienced project manager looking for a new angle this one is better left on the shelf.
2 of 2 people found the following review helpful:
4.0 out of 5 stars
Good textbook for a novice,
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This review is from: Project Management: The Managerial Process (Mcgraw-Hill/Irwin Series Operations and Decision Sciences) (Hardcover)
It seems that many people didn't like this book, but I used it for a class on PM & found it to be pretty good. I had no prior knowledge of the field. I really liked the accompanying Student CD-ROM for study & review of the material. I used the Microsoft Project trial CD-ROM & found that extremely useful also. I would recommend it as introductory material.
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Inside This Book
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First Sentence:
This is a good time to be reading a book about project management. Read the first page Key Phrases - Capitalized Phrases (CAPs): (learn more)
New York, Cumulative Totals, Ending Period, United States, Project Management Institute, Project Management Journal, Academy of Management Executive, San Francisco, Activity Predecessor, Harvard Business Review, Prentice Hall, Project Abu Dhabi, Saudi Arabia, Design Spec, Lockheed Martin, Newton Square, Olympic Games, Task Name, Zoom System, Big Bertha, Engineering Management, Harvard Business School Press, Hong Kong, Rules of the Garage, Software Engineering Institute New!
Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
This is a good time to be reading a book about project management. Read the first page Key Phrases - Capitalized Phrases (CAPs): (learn more)
New York, Cumulative Totals, Ending Period, United States, Project Management Institute, Project Management Journal, Academy of Management Executive, San Francisco, Activity Predecessor, Harvard Business Review, Prentice Hall, Project Abu Dhabi, Saudi Arabia, Design Spec, Lockheed Martin, Newton Square, Olympic Games, Task Name, Zoom System, Big Bertha, Engineering Management, Harvard Business School Press, Hong Kong, Rules of the Garage, Software Engineering Institute New!
Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Citations (learn more)
This book cites 100
books:
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13
books
cite this book:
See all 13 books citing this book
- Project Management by Diane Parente on 6 pages
- Project Management: A Systems Approach to Planning, Scheduling, and Controlling by Harold Kerzner on 5 pages
- The 7 Habits of Highly Effective People by Stephen R. Covey on page 329, page 336, and page 401
- Developing Products in Half the Time by Preston G. Smith on page 53, page 219, and page 231
- The Project Office (Crisp Management Library) by J. liDavidson Frame on page 53 (1), and page 53 (2)
See all 100 books this book cites
- Lean Project Management: Eight Principles For Success by Lawrence P. Leach on page 83, and page 197
- Operations Management: Policy, Practice and Performance Improvement by Steve Brown on page 261
- Project Management in Construction (Leading Construction) (Leading Construction) by Dennis Lock in Back Matter
- The Ultimate Small Business Guide: A Resource For Startups And Growing Businesses (Ultimate Business Library) by Editors Of Perseus Publishing on page 483
- Operations Management (The Mcgraw-Hill/Irwin Series Operations and Decision Sciences) by Schroeder in Front Matter
See all 13 books citing this book
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