Additional Information
Book Details
Abstract
Project Management is a fast-growing and increasingly ‘professionalised’ discipline with record numbers of practitioners now gaining the PRINCE qualification. The formal tools and techniques of project management are being applied in an ever-wider range of industries and organisations.
As a mainstream skill, critical to business success, and under closer scrutiny for the benefits it delivers, it’s important the students of today – and practitioners of tomorrow – can rely on a comprehensive and contemporary text to support their learning. Drawing on the author’s 20 years of teaching, research and consulting experience, Harvey Maylor’s latest edition of Project Management delivers this in style.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Project Management | i | ||
| Brief contents | v | ||
| Contents | vii | ||
| List of figures and tables | xiii | ||
| Guided tour | xviii | ||
| Preface | xx | ||
| Foreword | xxi | ||
| Acknowledgements | xxii | ||
| Publisher’s acknowledgements | xxiii | ||
| Making sense of the project context | 1 | ||
| Introduction | 2 | ||
| Introduction | 3 | ||
| Basic definitions | 4 | ||
| Importance of successful project management to an organisation and to you | 9 | ||
| Project management past and present | 12 | ||
| Summary | 17 | ||
| Key terms | 18 | ||
| Project management in practice: Three project managers with distinctly\rdifferent roles | 18 | ||
| Topics for discussion | 20 | ||
| Further information | 21 | ||
| References | 22 | ||
| Structures and frameworks | 23 | ||
| Introduction | 24 | ||
| Describing the project context: high-level frameworks | 25 | ||
| Describing the project process: activity models | 29 | ||
| Describing the project management challenge: managerial complexity | 37 | ||
| Summary | 39 | ||
| Key terms | 40 | ||
| Relevant areas of the Bodies of Knowledge | 40 | ||
| Project management in practice: The rescue of the Baghdad Zoo | 42 | ||
| Project management in practice: Using the 7-S approach in the review\rof a real project | 43 | ||
| Topics for discussion | 47 | ||
| Further information | 47 | ||
| References | 48 | ||
| Projects and organisations | 49 | ||
| Introduction | 50 | ||
| Organisational strategy and projects | 51 | ||
| Portfolios and programmes | 56 | ||
| Project roles and governance | 62 | ||
| Summary | 65 | ||
| Key terms | 66 | ||
| Relevant areas of the Bodies of Knowledge | 66 | ||
| Project management in practice: The Airbus A380 development | 67 | ||
| Project management in practice: Selecting a personal project | 69 | ||
| Topics for discussion | 70 | ||
| Further information | 71 | ||
| References | 71 | ||
| Managing the project process: the 4-D model D1: Define it | 73 | ||
| Stakeholders, strategy and success | 74 | ||
| Introduction | 75 | ||
| Stakeholders: success and failure | 76 | ||
| Managing strategic choices | 84 | ||
| Benefits analysis, value and justification | 87 | ||
| Summary | 89 | ||
| Key terms | 90 | ||
| Relevant areas of the Bodies of Knowledge | 90 | ||
| Project management in practice: Managing stakeholders at\rEuropean transport infrastructure provider | 91 | ||
| Project management in practice: A new campus for the University\rof Rummidge | 92 | ||
| Topics for discussion | 94 | ||
| Further information | 94 | ||
| References | 95 | ||
| Initial planning | 96 | ||
| Introduction | 97 | ||
| Models of planning | 98 | ||
| The planning process | 102 | ||
| Basic project landscapes: stages and gates, activities and stages, and maps | 110 | ||
| Summary | 118 | ||
| Key terms | 118 | ||
| Relevant areas of the Bodies of Knowledge | 118 | ||
| Project management in practice: CADMID in military procurement projects | 120 | ||
| Project management in practice: The Mini project – the brief and the PID | 121 | ||
| Topics for discussion | 127 | ||
| Further information | 127 | ||
| References | 127 | ||
| Managing the project process: the 4-D model D2: Design it | 129 | ||
| Time planning | 130 | ||
| Introduction | 131 | ||
| Deconstruction of a project | 132 | ||
| Constructing a time plan | 135 | ||
| Using Gantt Charts | 143 | ||
| Summary | 147 | ||
| Key terms | 148 | ||
| Relevant areas of the Bodies of Knowledge | 148 | ||
| Project management in practice: The Balti Experience | 149 | ||
| Project management in practice: The mobile phone development | 151 | ||
| Topics for discussion | 151 | ||
| Further information | 152 | ||
| Reference | 153 | ||
| Rethinking time planning: the critical chain approach | 154 | ||
| Introduction | 155 | ||
| Limitations of current approaches to project planning | 156 | ||
| Managing by constraints in projects | 161 | ||
| Using the critical chain approach | 165 | ||
| Summary | 168 | ||
| Key terms | 169 | ||
| Project management in practice: Balfour Beatty introduce critical chain\rproject management | 169 | ||
| Topics for discussion | 171 | ||
| Further information | 172 | ||
| References | 172 | ||
| Cost and benefit planning | 174 | ||
| Introduction | 175 | ||
| Basics of a cost planning process | 176 | ||
| Business case development | 184 | ||
| Challenges for the perceived wisdom | 191 | ||
| Summary | 193 | ||
| Key terms | 193 | ||
| Relevant areas of the Bodies of Knowledge | 194 | ||
| Project management in practice: Justify IT | 194 | ||
| Topics for discussion | 195 | ||
| Further information | 196 | ||
| References | 196 | ||
| Appendix: Present value of £1 | 197 | ||
| Stakeholders and quality | 199 | ||
| Introduction | 200 | ||
| The concept of quality and quality management | 201 | ||
| Quality performance and conformance | 205 | ||
| Towards quality improvement | 210 | ||
| Summary | 212 | ||
| Key terms | 213 | ||
| Relevant areas of the Bodies of Knowledge | 213 | ||
| Project management in practice: Adopting a standard for project\rplanning – useful discipline or unnecessary constraint? | 214 | ||
| Topics for discussion | 215 | ||
| Further information | 215 | ||
| References | 216 | ||
| Risk and opportunities management | 217 | ||
| Introduction | 218 | ||
| The nature of risk and risk management | 219 | ||
| Qualitative and quantitative approaches | 223 | ||
| Opportunities management | 231 | ||
| Summary | 232 | ||
| Key terms | 232 | ||
| Relevant areas of the Bodies of Knowledge | 232 | ||
| Project management in practice: It’s a risky business | 234 | ||
| Topics for discussion | 235 | ||
| Further information | 236 | ||
| References | 237 | ||
| Appendix: PERT factor tables | 238 | ||
| Managing the project process: the 4-D model D3: Do it | 241 | ||
| Project organisation: structures and teams | 242 | ||
| Introduction | 243 | ||
| Teams | 244 | ||
| Structures | 250 | ||
| Managing people | 255 | ||
| Summary | 259 | ||
| Key terms | 260 | ||
| Relevant areas of the Bodies of Knowledge | 260 | ||
| Project management in practice: Matrix management at Cardiff Bay\rDevelopment Corporation | 261 | ||
| Project management in practice: Semco | 262 | ||
| Topics for discussion | 263 | ||
| Further information | 264 | ||
| References | 264 | ||
| Management and leadership in projects | 265 | ||
| Introduction | 266 | ||
| Leading and managing | 267 | ||
| Style and culture | 279 | ||
| Management fads and fashions | 281 | ||
| Summary | 283 | ||
| Key terms | 284 | ||
| Relevant areas of the Bodies of Knowledge | 284 | ||
| Project management in practice: Doesn’t time fly? | 285 | ||
| Topics for discussion | 286 | ||
| Further information | 287 | ||
| References | 287 | ||
| Control | 289 | ||
| Introduction | 290 | ||
| The concept of control | 291 | ||
| Techniques of control | 296 | ||
| Limits of control | 306 | ||
| Summary | 307 | ||
| Key terms | 308 | ||
| Relevant areas of the Bodies of Knowledge | 308 | ||
| Project management in practice: The Lifter project | 309 | ||
| Topics for discussion | 311 | ||
| Further information | 312 | ||
| References | 312 | ||
| Supply chain issues | 313 | ||
| Introduction | 314 | ||
| The supply chain | 315 | ||
| Purchasing and contracts | 317 | ||
| Modern approaches to supply chain management | 324 | ||
| Summary | 327 | ||
| Key terms | 328 | ||
| Relevant areas of the Bodies of Knowledge | 328 | ||
| Project management in practice: Heathrow Terminal 5 | 329 | ||
| Topics for discussion | 334 | ||
| Further information | 334 | ||
| References | 335 | ||
| Problem-solving and decision-making | 336 | ||
| Introduction | 337 | ||
| Structuring problems | 338 | ||
| Problem analysis | 343 | ||
| Decision support | 348 | ||
| Summary | 352 | ||
| Key terms | 353 | ||
| Relevant areas of the Bodies of Knowledge | 353 | ||
| Project management in practice: The use of cause–effect–cause analysis | 353 | ||
| Topics for discussion | 356 | ||
| Further information | 357 | ||
| References | 357 | ||
| Managing the project process: the 4-D model D4: Develop it | 359 | ||
| Project completion and review | 360 | ||
| Introduction | 361 | ||
| Completion and handover | 362 | ||
| Reviews and learning | 367 | ||
| Justifying it | 373 | ||
| Summary | 375 | ||
| Key terms | 375 | ||
| Relevant areas of the Bodies of Knowledge | 375 | ||
| Project management in practice: IT all goes pear-shaped at VCS | 376 | ||
| Topics for discussion | 382 | ||
| Further information | 382 | ||
| References | 383 | ||
| Improving project performance | 384 | ||
| Introduction | 385 | ||
| Maturity | 386 | ||
| Lean and agile | 391 | ||
| Securing improvement | 395 | ||
| Summary | 397 | ||
| Key terms | 397 | ||
| Project management in practice: New product development at Toyota\rForklift Trucks – the X300 project | 398 | ||
| Topics for discussion | 405 | ||
| Further information | 405 | ||
| References | 406 | ||
| Index | 407 |