Project management

Front Cover
Half Tiltle Page
Title Page
Copyright Page
Brief contents
Contents
List of figures and tables
Guided tour
Preface
Acknowledgements
Making sense of the project context
	1 Introduction
		Introduction
		1.1 Basic definitions
		1.2 Importance of successful project management to an organisation and to you
		1.3 Project management past and present
		Summary
		Key terms
		Project management in practice: Four managers with distinctly different roles
		Topics for discussion
		Further information
		References
	2 Structures and frameworks
		Introduction
		2.1 Describing the project context: high-level frameworks
		2.2 Describing the project process: activity models
		2.3 Describing the project management challenge: managerial complexity
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: The rescue of Crossrail
		Project management in practice: Using the 7-S approach in the review of a real project
		Topics for discussion
		Further information
		References
	3 Projects and organisations
		Introduction
		3.1 Organisational strategy and projects
		3.2 Portfolios and programmes
		3.3 Project roles and governance
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: The Airbus A380 development
		Project management in practice: Selecting a personal project
		Topics for discussion
		Further information
		References
Managing the project process: the 4-D model D1: Define it
	4 Setting up for success
		Introduction
		4.1 Stakeholders: success and failure
		4.2 Managing strategic choices
		4.3 Benefits analysis, value and justification
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: Managing stakeholders at European transport infrastructure provider
		Project management in practice: A new campus for the University of Rummidge (with apologies to David Lodge)
		Topics for discussion
		Further information
		References
	5 Planning for success
		Introduction
		5.1 Models of planning
		5.2 The planning process
		5.3 Basic project landscapes: stages and gates, activities and maps
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: Norway's QA process for major project procurement
		Project management in practice: The Mini project – the brief and the PID
		Topics for discussion
		Further information
		References
Managing the project process: the 4-D model D2: Design it
	6 Time planning and scheduling
		Introduction
		6.1 Deconstruction of a project
		6.2 Constructing a time plan
		6.3 Using Gantt charts
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: The Balti Experience
		Project management in practice: The mobile phone development
		Topics for discussion
		Further information
		Reference
	7 Making time planning robust: Advanced Project Thinking (APT)
		Introduction
		7.1 Limitations of current approaches to project planning
		7.2 Managing by constraints in projects
		7.3 Using the APT approach
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: A major road project delivered early – success with APT
		Topics for discussion
		Further information
		References
	8 Building a business case for a project
		Introduction
		8.1 Basics of a cost planning process
		8.2 Business case development
		8.3 Challenges for the received wisdom
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: Justify IT!
		Topics for discussion
		Further information
		References
		Appendix: Present value of £1
	9 Engaging stakeholders
		Introduction
		9.1 The concept of quality and quality management
		9.2 Quality performance and conformance
		9.3 Towards quality improvement
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: Adopting a standard for project planning – useful discipline or unnecessary constraint?
		Topics for discussion
		Further information
		References
	10 Managing risks and opportunities
		Introduction
		10.1 The nature of risk and risk management
		10.2 Qualitative and quantitative approaches
		10.3 Opportunities management
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: It's a risky business
		Topics for discussion
		Further information
		References
		Appendix: PERT factor tables
Managing the project process: the 4-D model D3: Do it
	11 Organising people in the project
		Introduction
		11.1 Teams
		11.2 Structures
		11.3 Managing people
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: Matrix management at Cardiff Bay Development Corporation
		Project management in practice: Alternative options for problem solving – open innovation and crowdsourcing
		Topics for discussion
		Further information
		References
	12 Leading people in projects
		Introduction
		12.1 Leadership in projects
		12.2 Leading and motivation
		12.3 Leading and you
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: Doesn't time fly?
		Topics for discussion
		Further information
		References
	13 Monitoring and controlling the project
		Introduction
		13.1 The concepts of monitoring and control
		13.2 Techniques of control
		13.3 Limits of control
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: The Lifter project
		Topics for discussion
		Further information
		References
	14 Procuring, contracting, and working with supply chains
		Introduction
		14.1 The supply chain
		14.2 Purchasing and contracts
		14.3 Modern approaches to supply chain management
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: Heathrow Terminal 5
		Topics for discussion
		Further information
		References
	15 Problem-solving and decision-making
		Introduction
		15.1 Structuring problems
		15.2 Problem analysis
		15.3 Decision support
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: The use of cause-effect-cause analysis
		Topics for discussion
		Further information
		References
Managing the project process: the 4-D model D4: Develop it
	16 Completing projects and learning to improve
		Introduction
		16.1 Completion and handover
		16.2 Reviews and learning
		16.3 Improving and maturing
		Summary
		Key terms
		Relevant areas of the Bodies of Knowledge
		Project management in practice: IT all goes pear-shaped at VCS
		Topics for discussion
		Further information
		References
Index
Publisher's acknowledgements
Back Cover