Acknowledgments

The author would like to acknowledge the following sources for this book:

■ The Universal Avionics Systems Corporation, Instrument Division, for valuable experience in supporting and managing integrated product development projects and processes, and writing program manuals and policy documents and conducting analyses in the program management office,

■ The Alumax Aluminum Company (now Alcoa, Inc.), where the author was a project management and organizational development consultant, for valuable experience and case material in integrated strategic planning and SWOT analysis in a manufacturing work setting,

■ Students and Faculty at DeVry University and Keller Graduate School of Management, Atlanta, where the author serves as senior faculty member and curriculum manager for project management, for valuable stories, cases, and exercises in integrated project and risk and cost management which serve as the basis for material in the book. Special thanks to a high performing MBA student at Keller—Maria Thompson—for her assistance in providing graphics to illustrate the capital rationing process through which ranked projects are funded based on their alignment with strategic objectives; and Curriculum Managers for Project Management at Keller Graduate School of Management for models and graphics to help explain integrated project management concepts,

■ The Project Management Institute, Project Management Body of Knowledge (PMBOK), Project Integration Management Knowledge Area Guide, 2004

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Chapter 1

Project Integration

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