Project Management: Getting it Right

Many new ideas in project planning and cost control have been tried in the past 20 years. Some of them led to techniques taken for granted today. Others, that initially appeared logical and feasible, proved to be unworkable. Project Management supplies techniques that help with the planning and management of cost control. This book describes techniques currently used by systems engineers and project managers on major projects. It covers variations and modifications to suit different projects and management styles. The author takes a semi-procedural approach, using a minimum of words to give maximum information. He provides practical examples to illustrate each application. Experienced industrial managers know the essentials - good forward planning, budget control, and performance measurement - that maintain the viability of any project. Project Management puts these elements and functions into perspective. It gives experienced managers and young engineers alike the tools they need to see the big picture. Features

Table of Contents:
Preface Introduction Project Need Project Need Decision Trees Cost Aversion Risk Analysis A Question of Truth Feasibility Study Quantifying Parameters Component Parts Conceptual Estimate, Schedule, and Costs The Strength of Experience The Feasibility Expansion Growth Factors Applying Contingency Contract Plan Control Starts Contract Action Checklist Contract Type vs Project Knowledge Progress Problem Inter Relationships Project Definition Work Scope Definition Project Functions Project Functions Overview Organization Levels of Authority Support Staff Project Planning Guide Lines Use of Computers Computer Hardware and Software Systems Schedule Control Cost Control Guidelines Finance and Administration Contracting Design Management Materials and Procurement Quality Assurance Project Programming and Support Information Project Start Preparing the Schedule or Network Project Schedules Classifications Information and Program Tiers Schedule Support Information Planning and Cost Manager's Responsibilities Project Team Manager Management Interfaces Desirable Characteristics in a Manager Internal and External Management Selection Staff Relationships Directing Others Planning Your Time Driving and Restraining Forces Organisational Power Play Corporate Planning and Cost Procedures Functional Support Hire of Staff Assistant Manager External Relationships Project Planning and Cost Engineering Relationships Fundamental Relationships Money - an Activity Resource Global Estimate High Level Estimate Breakdown Logic Networks and Cost Allocation Schedule and Initial Goals Estimate Phasing/Budgets/AFEs Progress Measurement - the Critical Function Expenditure Statements Related to Actuals Time and Man-Hour Forecasts Cost Forecasts Related to Performance Importance of Materials Management Materials Management a Major Task Integrating Materials Management Information Need for Coordination Defining Materials Management Interaction of Materials Management Coordination Requirements (materials) Pre-Project Phase (materials) Engineering Phase (materials) Construction Phase (materials) Cost and Planning Related to Materials General Requirements for Coordination Materials Control as it Relates to Planning and Cost Control Vendor Control System (planning related) Planning Department Objectives Procedures and Objectives Information and Assumptions (planning) Project Control Plan Control Plan Concept Project Execution Plan Project Programs Program Tiers Schedule Classification and Phasing Work Element Breakdown Structure Progress Measurement and Reporting Organisation Cost Estimating and Control General Principles Project Budget Cost Integration and Control Cost Control the Basics Contingency Rundown Cost Reporting and Control Contractor/Subcontractor Tenders Planning Co-ordination of Contractors and Subcontractors Co-ordination Procedures Proposal Requirements Structure and Regularity of Reports Progress Measurement Progress Analysis and Investigation Progress Investigation Authorised Schedule Changes Design Contractor Progress Monitoring and Measurement Design - the Progress Nightmare Work Content Tangible Units Milestones Conclusion