ABSTRACT
Most projects significantly exceed their budgets and delivery dates, and many are cancelled before their completion [1]. A significant cause of these problems is poor project management. Bad project managers rarely match people with their work assignments, provide meaningful goals or necessary guidance, challenge their subordinates, or interact like collaborators or as equals [2]. In addition to mismanaging people, bad managers often do a poor job of planning, monitoring, and managing projects. This chapter addresses these issues by identifying several basic practices and a procedure for planning and managing projects that will help managers become more effective.
