About the Book
A handbook on project management. The content of this third edition is shaped by, and linked to, the body of knowledge produced by the International Project Management Association and the Project Management Institute of the USA, so should be useful for anyone following either certification programme. In following this framework the book provides coverage of the knowledge required both by practising project managers and by those wishing to study the subject. The text is divided into seven parts. These cover: the systems of project management; the context of projects including political, economic, social, technical, legal and environmental issues; the management of performance, including functionality, quality, time, cost, risk and safety; the management of the project life-cycle; the management of commercial issues including appraisal and finance; the management of contracts; and the management of the people involved.
Table of Contents:
A encyclopaedia for the profession of project management, Rodney Turner. Part 1 Projects: implementing strategy through programmes of projects, David Partington; managing programmes of projects, Ruth Murray-Webster, Michel Thiry; projects and project management, Rodney Turner; project success and strategy, Rodney Turner; processes and procedure, Richard Pharro; systems for programme management, Geoff Reiss; the programme and project support office, David Marsh; project health checks, John Wateridge. Part 2 Context: political, economic, social and technical influences - PEST, Alan Harpham; the legal context, Geoff Haley; managing the environment, Rodney Turner; projects for shareholder value, Rodney Turner. Part 3 Functions: managing scope - functionality and value, Stephen Simister; managing scope - configuration and work methods, Rodney Turner; managing quality, Rodney Turner; managing organisation - structure and responsibilities, Erling Anderson; managing cost, Dennis Lock; managing the schedule, Dennis Lock; managing resources, Dennis Lock; managing risk, Chris Chapman; managing health and safety, Jim Pearce. Part 4 Process: managing the product life-cycle, Chris Dawson; managing the projects start, Roland Gareis; proposal, initiation and feasibility, Stephen Simister; managing implementation and progress, Dennis Lock. Part 5 Commercial: project appraisal, Dennis Lock; two phase parametric discounting, Chris Chapman; project finance, Tony Merna. Part 6 Contractual: roles and responsibilities in project procurement, Nigel Smith; partnerships and alliances, Denise Bower; contract law, Peter Marsh; contracts and payment structures, Peter Marshal; standard forms of contract, Stephen Simister, Rodney Turner; procurement, Peter Bailey; bidding, Stephen Simister; managing variations, claims and disputes, Peter Marsh. Part 7 People: managing human resources in the project-based organisation, Anne Keegan, Rodney Turner; project management competence in the project-based organisation, Martina Huemann, Ronald Gareis; managing teams - the reality of life, Tony Reid; managing teams - the reality of life, Tony Reid; managing and leading, David Partington; managing stakeholders, Bill McElroy; managing conflict, persuasion and negotiation, Bob Graham; managing culture, David Rees; managing ethics, Alistair Godbold.
