Effective Project Management: Guidance and Checklists for Engineering and Construction

A practical and accessible guide to managing a successful project  Effective Project Management is based around an activities and action check list approach to project management. It provides a guide to the basic principles and the disciplines that managers need to master in order to be successful. The author’s check lists approach (based on his years of practical experience on projects) ensure that project managers are following valid processes, helping them to be innovative in their approach to developing plans and resolving problems. In addition, the author’s check list pick and mix format is designed to be flexible in order to meet the individual needs of the reader. Effective Project Management also contains some information on the theories underpinning project management. Knowledge of the theory helps in the understanding of how project management works in practice. In addition to the book’s check lists of what activities need to be performed, the author offers suggestions on how tasks could be carried out. This important resource: Covers a wide range of project management topics including the project management process, programme and portfolio management, initiating and contracting a project, personal skills and more Offers a highly accessible guide to the author’s verified check list approach Presents flexible guidelines applicable for a wide range projects Includes guidance for project managers at all levels of experience Written for project managers working on engineering or construction projects, Effective Project Management reviews all aspects of a project from initiation and execution to project completion together with the specialist topics and personal skills needed to manage projects effectively.  

Table of Contents:
Preface xix Acknowledgements xxi Introduction 1 Part I Projects and Their Management 5 Section A Project Characteristics and Phases 6 Section B Project Management Characteristics 14 Section C Execution Planning Influences 26 Section D The ProjectManagement Role 43 Section E The Manager of Projects 52 Section F The Owner and Client 59 Section G Achieving Success 63 Part II Programme Management 77 Section A Programme Management –What’s in A Name? 78 Section B Business Change Programmes 82 Section C Management of Portfolios 86 Part III Feasibility and Contracting 89 Section A Feasibility Studies 90 Section B Contracting Strategy Considerations 96 Section C Issuing an Enquiry 103 Section D To Tender or Not to Tender 109 Section E Tendering and Proposal Phase 115 Section F Contracts 131 Part IV Project Execution 139 Section A Project Launch 140 Section B Establishing An Office 150 Section C Getting Organized 152 Section D Mobilization 159 Section E Client Relations 161 Section F Scope 163 Section G Estimates and Budget 166 Section H Accounting 170 Section J Planning and Scheduling 173 Section K Project Controls 176 Section L Variations/Changes/Claims 181 Section M Reporting 188 Section N ProjectMeetings 193 Section O Design 195 Section P Procurement 200 Section Q Installation and Construction 205 Section R Subcontracting 215 Section S Commissioning and Setting ToWork 219 Section T Contract Completion - Close Out 222 Section U Post Project Activities 227 Part V Specialist Topics 233 Section A Completed and InspectedWork 234 Section B Coordination Procedure 238 Section C Cultural Issues 243 Section D Documentation 247 Section E Estimating and Contingency 250 Section F Filing and Archiving 261 Section G Financial Appraisal 270 Section H Incoterms® 280 Section J Joint Associations 283 Section K Performance Appraisals 292 Section L Performance Measurement and Earned Value 295 Section M Risk and Risk List 303 Section N ‘S‘ Curves 315 Section O Site Checks 323 Section P Surety Bonds 326 Section Q Selecting and Building the Team 329 Section R Team Roles 337 Section S Value Management/Engineering 343 Part VI Skills Check Lists 349 Section A Communications 350 Section B Leadership and Motivation 362 Section C Managing and Conducting Meetings 373 Section D Negotiation 381 Section F Politics in Projects 399 Section G Presentation Skills 406 Section H Prioritising Techniques 418 Section J Problem-solving Process 422 Section K Problem-solving Techniques 427 Section L Report Writing 433

About the Author :
GARTH G.F. WARD manages the project management consultancy and training business Ritchie Ward Associates. For sixteen years he lectured at Cranfield School of Management and for ten years was Director of the Masters Course in Project Management. In addition, Garth has over twenty years of experience as a project manager in both client and contracting organizations, including Shell-Mex and BP, Bechtel, Kellogg and Chemico.