Sunday, January 22, 2012

Absolute Beginner's Guide to Project Management

Product Details

Absolute Beginner's Guide to Project Management (2nd Edition)
By Greg Horine

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Product Description

Why learn project management the hard way?

Absolute Beginner’s Guide to Project Management, Second Edition will have you managing projects in no time! Here’s a small sample of what you’ll learn:

Key concepts and fundamentals behind best-practice project management techniques
The mindset and skill set of effective project managers
Project techniques that work in any industry, with any tools
The common elements of successful projects
Lessons from failed projects
The value and importance of project leadership versus project management
How to manage growing project trends and tough project types that first-time project managers are likely to encounter
How to make better use of Microsoft Project
How to respond when project reality does not match textbook scenarios
Expert insight on key project management concepts and topics

You’ve just been handed your department's biggest project. Absolute Beginner's Guide to Project Management will show you exactly where to start–and walk you step by step through your entire project! Expert project manager Gregory Horine shows you exactly what works and what doesn’t, drawing on the field’s proven best practices. Understand your role as a project manager...gain the skills and discover the personal qualities of great project managers...learn how to organize, estimate, and schedule projects effectively...manage deliverables, issues, changes, risks, quality, vendors, communications, and expectations...make the most of technology...manage virtual teams...avoid the problems that trip up new project managers! This new edition jumpstarts your project management expertise even faster, with all-new insights on Microsoft Project, challenging project situations and intriguing project management topics of the day.

Product Details

Amazon Sales Rank: #31133 in Books
Published on: 2009-01-26
Original language: English
Number of items: 1
Dimensions: 1.00" h x 6.90" w x 9.00" l, 1.45 pounds
Binding: Paperback
432 pages

Editorial Reviews

Review
"Five stars. The book is littered with very useful notes, tips and cautions, appearing on average every other page." Kawal Banga MBCS, IT Training, Summer 2009
About the Author

Gregory M Horine (Indianapolis, IN) is a PMP/CCP-certified business technology and IT project management professional who has achieved nineteen years of successful results across multiple industries through the use of servant leadership principles. His primary areas of expertise and strength include project management and leadership; complex application development; enterprise solution development; business process analysis and improvement; data analysis and transformation; package implementation and integration; vendor and procurement management; regulatory and process compliance; and the effective use of project management tools. He is co-author of PMP Exam Cram 2.

Introduction

As organizations continue to move toward “project-based” management to get more done with fewer resources, and as the demand for effective project managers continues to grow, more and more individuals find themselves with the opportunity to manage projects for the first time.
In an ideal world, every new project manager candidate would complete certified project management training programs and serve as an apprentice before starting his or her first project manager opportunity, but...this is the real world. In many cases, a quicker, more accessible, and more economical alternative is needed to guide these candidates in managing projects successfully the first time.
The Absolute Beginner’s Guide to Project Management, Second Edition, is intended to provide this alternative with a helpful, fun, and informative style.

About This Book

Let’s review the objectives and approach of this book.

Objectives

The objectives of this book include the following:

To be an easy-to-use tutorial and reference resource for any person managing their first project(s).
To teach the key concepts and fundamentals behind project management techniques. If these are understood, they can be applied effectively independent of toolset, environment, or industry.
To reduce the “on-the-job” learning curve by sharing the traits of successful projects and “lessons learned” from less-than-successful projects.
To balance the breadth of topics covered with adequate depth in specific areas to best prepare a new project manager.
To review the skills and qualities of effective project managers.
To emphasize the importance of project “leadership” versus just project “management.”

Approach

Consistent with the Absolute Beginner’s Guide series, this book uses a teaching style to review the essential techniques and skills needed to successfully manage a project. By teaching style, we intend the following:

A mentoring, coaching style.
A fun, easy-to-read, practical style.
Assumes that the reader does not have previous hands-on experience with project management.
Teaches the material as if an instructor were physically present.
Task-oriented, logically ordered, self-contained lessons (chapters) that can be read and comprehended in a short period of time (15–30 minutes).
Emphasis on understanding the principle behind the technique or practice.
Teaches the material independent of specific tools and methodologies.
Teaches the material with the assumption that the reader does not have access to organizational templates or methodologies.
Provides a summary map of the main ideas covered at the end of each chapter. Research has shown that this type of “mind-map” approach can drive better memory recollection when compared to traditional linear summary approaches.

Out-of-Scope - The scope of this book is clearly outlined in the table of contents, but as we will cover later, it is always good to review what is out of scope to ensure understanding of the scope boundaries. Because the field of project management is extremely broad, and we needed to draw the line somewhere, this book focuses on the proper management of a single project. As a result, the following advanced project management subjects are not covered in this book:

Program management

Enterprise portfolio management

Enterprise resource management

Advanced project risk management topics

Advanced project quality management topics

Advanced project procurement management topics

Who Should Read This Book?

The Absolute Beginner’s Guide to Project Management, Second Edition, is recommended for any person who fits into one or more of the following categories:

Individuals unsatisfied with other introductory project management books
Individuals new to project management, such as

Technologists
Knowledge workers
Students
Functional managers

Professionals taking a first project management assignment, such as

Team leaders
Project coordinators
Project administrators
Project support
Functional managers

Experienced project managers needing a refresher course
Experienced project managers with limited formal project management education

How This Book Is Organized

This book has been divided into five parts:

Part I, “Project Management Jumpstart,” sets up the general framework for our project management discussion and accelerates your project management learning curve, including an insightful review of successful projects and project managers.
Part II, “Project Planning,” reviews the processes that establish the foundation for your project.
Part III, “Project Control,” reviews the processes that allow you to effectively monitor, track, correct, and protect your project’s performance.
Part IV, “Project Execution,” reviews the key leadership and people-focused skills that you need to meet today’s business demands.
Part V, “Accelerating the Learning Curve...Even More,” provides experienced insights and tips on making better use of MS Project, managing specific real-life project situations, and on many hot project management topics to further accelerate the knowledge base and skill level of the new project manager.

Conventions Used in This Book

At the beginning of each chapter, you’ll find a quick overview of the major topics that will be expounded upon as you read through the material that follows.
The end of each chapter provides a list of key points along with a visual summary map.
You will also find several special sidebars used throughout this book:

Note - These boxes highlight specific learning points or provide supporting information to the current topic.

Tip - These boxes highlight specific techniques or recommendations that could be helpful to most project managers.

Caution - These boxes highlight specific warnings that a project manager should be aware of.

Customer Reviews

Most helpful customer reviews
48 of 48 people found the following review helpful.

Missing the practical approach
By wibe
This is one of the better books about PMBOK-based ProjectManagement. But what I really miss, is a practical explanation of how to switch theory to reality. For example: The PMBOK defines 44 processes. Some of them have to be done one time (e.g. defining a Project Charter), but many process steps have to be done daily, weekly, monthly and with different participants. So, what I miss is a description how to organize all these processes during a concrete project including a project plan with all these process steps defined as meetings.
This book is a really good introduction to PM and it helps to understand every PMBOK process. But when trying to use this methodology in daily work, you dont know what steps to do with whom and when. I simply miss a kind of project calendar showing how to spread these processes over the timeline.
21 of 21 people found the following review helpful.

For Beginners and Much More...
By M. Zakaria
I enjoyed this book. It is jam-packed with theories and a wealth of practical experiences and lessons learned. This book is very comprehensive and goes beyond the catchy series title of "Absolute Beginner's Guide".

I particularly found the Tip/Note/Caution pop-up style side-bars amusing and very helpful (I cheated and read them first before every page). Some of these pop-ups are very insightful (e.g. Caution: Page 32 - "A good project manager can still end up managing and delivering a troubled project").

The summary/review section entitled "The Absolute Minimum", at the end of every chapter, is a very smart and practical method to review what the previous chapter was all about.

This book goes beyond the mechanics of pure project management. As an example, in Chapter 16 "Leading a Project" this book discusses leadership, techniques and success factors. The "Servant Leadership" approach is extremely effective and I am also very glad that someone had already named it and documented it as early as 1970.

Job very well done. This book is HIGHLY recommended for beginners and experts alike.

Marwan F. Zakaria, PMP
29 of 31 people found the following review helpful.

It really does deserve its 5-star rating!
By Carlo R. Montoya
If you're either a new project manager (without PM training), or
somebody interested or involved in project management, then this
book is for you.

I've read the Project Management Institute's Project Management
Body of Knowledge (PMBOK) cover to cover and I honestly don't
know how I prevented myself from going to sleep.

This book, on the other hand, is the most exciting book I've
ever read about project management. Greg's 16 years of
experience is evident in his writing.

Get this book, read it and before you know it, you're on your
way to become a better project manager.

See all 25 customer reviews...

Earned Value Project Management

Earned Value Project Management, Second Edition
By Quentin W. Fleming; Joel M. Koppelman

65 new or used available from $0.62
Average customer review:

(25 customer reviews)

Product Details

Amazon Sales Rank: #237303 in Books
Published on: 2000-06-01
Original language: English
Number of items: 1
Binding: Paperback
212 pages

Editorial Reviews

About the Author
Quentin W. Fleming is principal of Fleming Management Consultancy in Tustin, California, USA. Joel M. Koppelman, is CEO of Primavera Systems, Inc., a major software developer in the project management industry.

Customer Reviews

Most helpful customer reviews
106 of 110 people found the following review helpful.

Unique book about a powerful project management tool
By Mike Tarrani
This is the only book that I know of that is totally devoted to earned value project management. Before proceeding with a review I believe that a few facts about earned value project management are in order.
First, earned value project management has graduated from a tool that was little known outside of the Department of Defense contracting community to a mainstream project control tool. This milestone occurred when it became a part of the Project Management Institute's Project Management Body of Knowledge (PMBOK).
Second, "earned value" is a misunderstood term. I have had clients who thought it was a consultant's trick to raise prices or hide the true costs of projects in a bunch of mumbo jumbo. Just the opposite is true - earned value is a proven, powerful tool with which to control project costs and schedules. If you use it any poor estimating from the project planning phase will become quickly apparent, allowing you to recalibrate the project before it gets out of control and cannot be salvaged. As an aside, I use a heuristic that boils down to: if you are 15% off cost or schedule by the time you are 15% into a project you will not recover using your original baseline. Earned value project management techniques will give you ample warning before you drift into an unrecoverable situation like that.
The authors have distilled thousands of pages of DoD instructions and guides and lessons learned from the inception of the Cost/Schedule Control Systems Criteria (C/SCSC)into a 141 page book that thoroughly covers the subject. The C/SCSC is where earned value was first defined in the late 1960s.
I like the way the book is structured. It starts with a brief overview of earned value, from where it came and how it finally managed to escape from the bureaucratic world of DoD to become an integral part of the PMBOK. This overview segues into a chapter titled Earned Value Body of Knowledge, which is where the book gets interesting. This is followed by seven chapters that step you through how to correctly plan, schedule and control projects based on earned value.
The key strength is the authors demonstrate how projects are traditionally planned and controlled, and the pitfalls of this approach. For example, using cost/funding where you get a budget, develop a spend plan and then attempt to determine a project's health by comparing the burn rate to the spending plan is like flying blind. Why? The cost components are not integrated with schedule components. This results in controls that will never reveal any relationship between budget and schedule, and is a big reason why projects too often have cost or schedule overruns.
By demonstrating problems with traditional approaches to project management the authors lay the groundwork for how to employ earned value to avoid these problems. They start by systematically stepping through a project, starting with scoping, followed by planning and scheduling. This material is excellent and on the mark. It introduces you to work breakdown structures, organizational breakdown structures, and how the two intersect to form control accounts (the authors use the term "cost account", but my background has instilled "control account" into my vocabulary).
Earned value really begins taking shape in chapter 7, Establish Project Baseline, where the book quickly picks up pace. While earned value is simple in concept, there are many subtle elements that usually become apparent only with experience. The authors highlight these subtle elements, such as examples of how to interpret interrelationships between planned vs. actuals of work, cost and schedule. They provide standard tools such as schedule and cost performance indices (SPI and CPI), and add new wrinkles, such as "to complete performance index" (TCPI), which is a powerful management tool that I only discovered a few years ago.
The best reason for reading this book is it will give you the tools and techniques with which to properly plan projects and prevent cost and schedule overruns. If you are pursuing the Project Management Professional certification this book is the best single source of information that I know of on earned value. Everything you need to know about earned value is packed into 141 pages of a book written by two renowned experts on this subject.
25 of 25 people found the following review helpful.

Application of Earned Value can avoid legal problems.
By Harinath Thummalapalli
As explained in Chapter 12, applying Earned Value concepts on projects in a publicly traded company may avoid legal problems surrounding accurate reporting of the financial situation of a company. This is because most projects if not completed could result in inaccurate financial reporting for a publicly traded company (if some form of performance measurement wasn't used while the project was in progress). It is interesting that this book was written before the accounting scandals of 2001-2002 and one of the few books that addresses this aspect. I don't know how much of the accounting scandals involved projects but I wouldn't be surprised if the SEC starts imposing stricter rules on the financial reporting surrounding projects in the future.
This book is an excellent treatise on how to measure project performance from both a cost and schedule perspective. This is what Earned Valued Analysis is all about. The book never gets too complicated and is easy to follow the whole way (200 pages). A word of caution - this may be too much material to digest if you are trying to prepare for the PMP. Rita Mulcahy's PMP Exam Prep has enough information on Earned Value Analysis that will easily help you get through that section on the PMP exam. But as soon as you obtain your PMP certification, I would highly recommend making the mastery of the material in this book your next goal. The real payoff in applying the project management principles comes when you are able to measure the project performance on top of controlling project performance and presenting the results to your project sponsors.
By the way, the concepts involved in Earned Value Analysis are extremely simple. It is amazing that so much control over your project can be attained by paying attention to the simple concepts of Earned Value, Planned Value, Actual Cost, and the related concepts of CPI and SPI. After setting up the project baseline to calculate these variables on a frequent basis, you are ready to control and predict the future of the project.
The first four chapters of the book go into the overall concepts and the history of Earned Value. Chapters 5-10 address how to set up your project for fully utilizing the power of the Earned Value concepts - all the way from setting up the scope of the project to forecasting. Chapter 11 discusses how the concepts apply to the private sector and Chapter 12 deals with the legal implications.
The authors are related to Primavera Systems (the leading provider of Project Management Software for the Engineering & Construction industries) either as CEO or consultant to Primavera. PMI used to recommend this as required reading to prepare for the PMP exam but I am not sure if they still do. In either case, I don't believe it is required reading. I tried to read it before the PMP exam and I couldn't digest the material because there was too much on my mind already. But now that I have passed the PMP exam, I have thoroughly enjoyed learning the concepts and applying them to my current projects.
I hope everyone masters this subject and more projects in the world would end up successful. Good luck!
31 of 33 people found the following review helpful.

Where is the rest?
By D. Laffineuse
So far I have found two books dedicated to the topic of earned value: this book by Fleming and Koppelman and another book entitled `Using Earned Value' by Alan Webb. Note that I am not listing the earned value `Cliff notes' entitled `Project Management: The Commonsense Approach" by the Lamberts, which will not add to your understanding of earned value management or analysis, and serves, at best, as a memory jogger on the basic concepts.

"Earned Value Project Management, Second Edition" by Fleming and Koppelman provides a good treatment of the history of earned value and of the calculation methods of its core measurements. However the book falls short in terms of methods of analysis and interpretation of these measurements, which is really where project managers need guidance and expertise. Indeed calculations are automated by the scheduling packages (e.g. Microsoft Project, Primavera, etc.), in other words getting the numbers is never the problem (although some packages have had their share of problems doing this), or let's just say it's the easy part. Obviously one needs to understand how the numbers are calculated and what they mean but this part of earned value does not require a whole book about it. The true challenge in earned value management is the analysis part. Once you have the numbers, you need to understand what they mean to your project, how they trend, how they relate/influence one another and most importantly how you should use them in gauging the health of your project. This information then needs to be translated in either corrective actions (which are hopefully proportional to the problem at hand) or inaction (provided that you have made the conscious decision, based on the data, to keep things as they are). I believe that this is where this book falls short. It gives the reader an understanding of the concepts but lacks in the guidance that is required for a true, practical, and day-to-day application of earned value on projects. In another words, it's a good start but not quite enough.
See all 25 customer reviews...

Project Management Case Studies

Project Management Case Studies
By Harold Kerzner

List Price:	$65.00
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Average customer review:

(9 customer reviews)

Product Description

The revised edition of the single-best source of project management case studies
Compiled by Harold Kerzner, the leading authority on project management, Project Management Case Studies, Third Edition presents the most comprehensive collection of project management case studies available today. Featuring more than 100 case studies, this essential book illustrates both successful implementation of project management by actual companies as well as the pitfalls to avoid in a variety of real-world situations.
This new edition:

Contains case studies illustrating successful and poor implementation of project management
Represents a wide range of industries, including medical and pharmaceutical, aerospace, manufacturing, automotive, finance and banking, and telecommunications
Covers cutting-edge areas of construction and international project management plus a new "super case" on the Iridium Project, covering all aspects of project management
Follows and supports preparation for the Project Management Professional (PMP®) Certification Exam

Project Management Case Studies, Third Edition is a valuable resource for students, as well as practicing engineers and managers, and can be used on its own or with the latest edition of Harold Kerzner's landmark reference, Project Management: A Systems Approach to Planning, Scheduling, and Controlling.
Other powerful tools by Harold Kerzner, Ph.D.:

Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition (978-0-470-27870-3)
Project Management Workbook and PMP®/CAPM® Exam Study Guide, Tenth Edition (978-0-470-27872-7)

Product Details

Amazon Sales Rank: #44766 in Books
Published on: 2009-03-23
Original language: English
Number of items: 1
Dimensions: 1.40" h x 6.00" w x 8.90" l, 1.95 pounds
Binding: Paperback
704 pages

Editorial Reviews

From the Back Cover
A versatile, up-to-date selection of case studies from a leading innovator in project management

This volume offers the most comprehensive collection of project management case studies available today. Compiled by one of the best-known and respected authorities on project management, more than sixty case studies illustrate successful implementation of project management by actual companies, as well as highlight a variety of pitfalls in real-world situations.

This carefully selected group of case studies:
* Represents a wide range of industries, including medical and pharmaceutical, aerospace, manufacturing, automotive, finance and banking, and telecommunications
* Presents best practices and pitfalls of project management implementation in the real world
* Follows and supports preparation for the Project Management Professional (PMP) certification exam

Whether used with the latest edition of Harold Kerzner's landmark reference, Project Management, or on its own, Project Management Case Studies is a valuable resource for students, as well as practicing engineers and managers.
About the Author

Harold Kerzner, Ph.D., is Senior Executive Director for Project, Program and Portfolio Management at International Institute of Learning, Inc. (IIL), a global learning solutions company that conducts training for leading corporations throughout the world.

Customer Reviews

Most helpful customer reviews
75 of 75 people found the following review helpful.

Long awaited book. Most useful if you are an experienced PM.
By Harinath Thummalapalli
Classes that use Case studies seem to be common at the Harvard Business School but apparently not in the Project Management world. This is a long awaited book containing Case Studies from a respected author and Project Management guru. A detailed analysis of the Pros and Cons of this book follows:
First, a summary of what is contained in the book - 437 pages objectively documenting 68 real life Case Studies spanning the last 20 to 30 years and 1 very neat Time Management exercise at the end. The Case Studies are typically 3-4 pages long with a couple that are 40-50 pages long and a few that are only 1 page long. The Case Studies are roughly divided into 16 Chapters that don't necessarily follow the Process Groups or Knowledge Areas in the PMBOK Guide (PMI). Example chapter names are 'Negotiating for Resources', 'Project Estimating', and 'Project Planning'. Each chapter starts with a 1 page summary of the author's opinion on that topic - no more, no less! The Case Studies themselves sound like factual description of what happened with absolutely no judgment or analysis following any of the Case Studies.
Since I like to end a review on a good note, the CONS first - the blurb on the back of the book makes three claims out of which two are clearly suspect. The claim regarding the Case Studies covering a wide range of industries is definitely true. The claim regarding 'follows and supports preparation for the PMP certification exam' is not supported by the content in the book. The only way this claim would come true is if you attended a class led by a very competent instructor that can glean the relevant points from these Case Studies and present what you need to pass the PMP. The Instructor's manual is ONLY available through the publisher directly if you represent a University teaching Project Management curriculum. The third claim is regarding the book presenting the best practices and pitfalls of PM implementations in the real world. For this claim to be true, one would expect discussions of the Case Studies presented in the book by the author and a summary of lessons learned so you can understand what these best practices and pitfalls are. Without the best practices and pitfalls EXPLICITLY stated, how do you know for sure what they are? Isn't the assumption that you don't know them, one of the reasons for reading the book? Anyway, this does not happen anywhere in the book except very briefly and indirectly at the beginning of each of the 16 chapters (1 page per chapter).
The language used is sometimes hard to interpret. I was thrown off track quite a few times by some ambiguous statements and I had to read them carefully a second time to interpret them correctly. I have not noticed this problem with other Kerzner books. There are also quite a few typos and grammatical errors that may be common for a First Edition.
The last CON - I really wish the book had an extra 200-300 pages of Kerzner's interpretations of these Case Studies and his opinions of how things should have been handled. I would have paid three to five times the price of this book if that had been included. Oh, well. I will sign up for one of his classes.
Okay, the PROS - there aren't many books on Project Management that have real world Case Studies. And definitely not as valuable as the ones presented in this book. For this reason alone, this book is worth a LOT more than its price. And to top everything, these Case Studies are presented in a very objective way so that you can try to see things the way they really are and engage in educational discussions with a group of experienced professionals to gain not just PM knowledge but PM WISDOM.
The time management exercise (about 24 pages) is one of the best sections in the entire book. It is simple, yet worth spending time on. The Case Studies of the Denver Airport (under the Managing Scope Changes Chapter) and the Space Shuttle Challenger (under the Project Risk Management Chapter) are probably the most valuable Case Studies (in my opinion). These are the Case Studies that are 40 and 50 pages respectively that I mention at the beginning of the review.
The Preface carries a very important observation (and message) regarding how these basic project management mistakes are still being repeated even 20-30 years later in modern day corporations. This is very profound as it implies that these mistakes can be avoided by Project Managers that learn from the past mistakes made by other corporations (from these Case Studies). It is amazing that something so simple has not happened in the Project Management profession even after all these years.
I have treasured this book since the day I received it and I am looking forward to joining a local group of experienced Project Managers (meaning the Austin chapter of the PMI) to discuss and learn from these Case Studies. A definite buy AFTER obtaining the PMP Certification. In my opinion, it will only confuse the reader who is focussed on passing the exam to read these Case Studies that don't have any analysis associated or references to the PMP exam (I didn't find the word PMP anywhere between the covers of this book).
I hope you found this long and objective review helpful and that you benefit from these Case Studies.
15 of 18 people found the following review helpful.

This Book Improves with Age and Time
By Craig L. Howe
My first thought as I laid this book down from my first reading was, "How can I get my money back?"
However, the longer it lay on the shelf, I found myself, uncharacteristically, drawn back into its pages.
Most of the case studies were drawn from the author's consulting practice and generally focus on at least one or two specific points. Other than on-the-job training, the author states that case studies and situations are the best method to learn project management. I agree and would add; that the more experienced individuals you add to your study circle, the more you will mine from your reading and study of this book.
4 of 4 people found the following review helpful.

Very Good Reference For Project Managers
By Salah Mounir
This book was part of my study package for a Masters course. It doesn't give guidance to new or "to be" managers. Instead, it gives real life examples of issues which a project manager is more likely to come across. It covers a wide span of applicaions; construction, computer related and manufacturing are among the many applications it covers. It is also based on the PMPBok. I would recommend te book for anyone who wants to further pursue project management as a career.
See all 9 customer reviews...

Managing Construction Projects

Managing Construction Projects
By Dick Billows PMP, Mike Angerame

Product Description

A textbook that teaches construction project managers with real life examples of advanced risk management, estimating techniques, team building, scheduling and tracking in MS Project and the use of earned value forecasting. As well read about coping with multiple stakeholders on larger commercial construction projects

Product Details

Amazon Sales Rank: #565707 in eBooks
Published on: 2010-10-05
Released on: 2010-10-05
Format: Kindle eBook
Number of items: 1

Tuesday, January 10, 2012

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Monday, January 9, 2012

Managing Construction Projects

Managing Construction Projects
By Dick Billows PMP, Mike Angerame

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Product Details

Amazon Sales Rank: #541592 in eBooks
Published on: 2010-10-05
Released on: 2010-10-05
Format: Kindle eBook
Number of items: 1

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	PMP Exam Flashcard Study System: PMP Test Practice Questions & Review for the Project Management Professional Exam by PMP Exam Secrets Test Prep Team
	PMP Exam Prep Questions, Answers, & Explanations: 1000+ PMP Practice Questions with Detailed Solutions by Christopher Scordo Buy new: $38.96 / Used from: $35.06 Usually ships in 24 hours
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