Table of contents for Project management / by Dennis Lock.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.

List of figures
Preface to the ninth edition
Chapter 1 Introduction to project management
	A brief history of project management
	Different types of projects
	Project life cycles and life histories
	Organizations representing the profession of project management
	References and further reading
Chapter 2 Factors for project success or failure
	Success or failure factors in relation to the initial project definition
	Factors for success or failure during the project fulfilment (execution) period
	The triangle of objectives and trade-offs between cost, performance and time
	Perceptions of project success or failure beyond the three primary objectives
	Benefits realization
	References and further reading
Chapter 3 Defining the project task
	Importance of initial project definition
	Projects which are difficult or impossible to define
	Feasibility studies to improve early project definition
	Enquiries and proposals for new projects
	Defining the project scope
	The contractor¿s strategy and design specification
	Specifications for internally funded projects
	Developing and documenting the project specification
Chapter 4 Estimating the project costs
	Introduction to cost estimating
	Classification of costs as direct or indirect
	Estimating accuracy
	Classification of estimates according to confidence
	Estimating accuracy in relation to prices and profits
	Version control of project cost estimates
	Top-down or bottom-up?
	Compiling the task list
	Level of detail in project cost estimating
	Estimating formats
	Estimating manufacturing costs
	Estimating project labour costs
	Personal estimating characteristics
	Estimates for material and equipment costs
	Reviewing the estimates
	References and further reading
Chapter 5 First steps in planning the timescale
	A general introduction to project planning
What makes an ideal project plan?
	The museum project: a case example
	Distinction between planning and scheduling
	References and further reading
Chapter 6 Financial appraisal and the business plan
	Project feasibility analysis
	Different viewing platforms for the project investor and the project contractor
	Introduction to project financial appraisal methods
	The simple payback method
	Discounted cash flow
	How much confidence can we place in the data?
 Project funding
 References and further reading
Chapter 7 Risk
	Introduction to project risk management
	Identifying the possible risks
	Risk appraisal and analysis
	Risk register
	Methods for dealing with risks
	Planning for a crisis
	References and further reading
Chapter 8 Project authorization
	Introduction to project authorization
	Project authorization criteria for the project owner
	Authorization documents issued by the project owner
	Project registration and numbering
	Project authorization in a contracting organization
	Authorizing work without a contract or customer¿s order
	References and further reading
Chapter 9 Project organization structures
	Effective organization and communications
	Organization charts
	The emergence of project management in a developing company
	Project matrix organizations
	Project teams and task forces
	Organization of central administrative functions
	Which type of project organization is best?
	Organizations with more than one project manager
	References and further reading
Chapter 10 Organization of business change and IT projects
	Special characteristics of management change and IT projects
	Case example: the Coverite plc office relocation project
	References and further reading
Chapter 11 Key people in the organization
	The project manager
	The project engineer
	Director of projects or programme manager
	Project support office
	References and further reading
Chapter 12 Work breakdown structure
	The WBS concept
	Coding systems
	Benefits of a logical coding system
	Choosing a coding system
	What happens when the customer says ¿You shall use my coding system!¿?
	References and further reading
Chapter 13 Completing the breakdown structures
	Developing a project organization breakdown structure
	Relationship between the project WBS and OBS
 Introducing the cost breakdown structure 
	References and further reading
Chapter 14 Detailed planning: an introduction to critical path networks
	Gantt charts: their advantages and limitations
	Background to critical path network analysis
	The different network notation systems
	Critical path analysis using arrow diagrams
	Critical path analysis using precedence notation
	Case example: furniture project
	More complex notation	
 References and further reading
Chapter 15 Detailed planning: critical path networks in practice
	Developing the network logic
	Level of detail in network planning
	Interface events and activities
	Estimating task durations
	Is the predicted timescale too long?
	Case example: the museum project
	A case for drawing networks from right to left
	Network analysis as a management tool
	References and further reading
Chapter 16 Principles of resource scheduling
	What are resources and which of them can be scheduled?
	The role of network analysis in resource scheduling
	A resource scheduling case example: the garage project
	Float (or slack)
	Two fundamental priority rules for resource scheduling
	Summary: the elements of a practicable schedule
	References and further reading
Chapter 17 Scheduling people (and other re-usable resources)
	Choosing which resources to schedule
	Rate-constant and non rate-constant usage of resources	
	Specifying resource availability levels
	Using different calendars for resource scheduling
	The seven steps of resource scheduling
	References and further reading
Chapter 18 Scheduling materials
	Manufactured parts and materials scheduling compared with general project scheduling
	Identifying and quantifying common parts for manufacturing projects
 Case example: a filing cabinet project
 Line of balance
 Computer solutions for scheduling materials
 Using purchase control schedules to schedule equipment for capital projects
	References and further reading
Chapter 19 Scheduling cash flows
	Cash flow scheduling in general
 Scheduling cash flows in different kinds of projects
 Using project management software to schedule cash outflows
 Using the computer to schedule cash inflows
Chapter 20 Computer applications
	Choosing a suitable computer program
	Special network logic required for computer applications
	Preparing for the first computer schedule
 Case example: the garage project
 Data entry errors
 Network plotting
 Time analysis of the garage project network
 Resource scheduling for the garage project
 Standard and customized output reports
 Updating the schedules and reports
Chapter 21 Project start-up
	Preliminary organization of the project
	Correspondence and other documents
	Engineering standards and procedures
	Physical preparations and organization
	Getting work started
	Issuing detailed planning and work instructions
Chapter 22 Aspects of commercial management
	Purchase orders
	Terms of trade used in international business (Incoterms)
	Pricing a contact proposal
	Contract payment structures
	The timing of payments
	Financial viability of participating organizations
	References and further reading		
Chapter 23 Managing procurement
	The purchasing cycle
	Roles in the purchasing organization for a large international project
	Purchase specification: defining what has to be bought
	Supplier selection
	Purchase requisition and order
	Special timing of orders and deliveries
	Purchase quantities
	Purchase order amendments
	Correlation between specification, enquiry, requisition and order numbers
	Project or stock purchasing
	Marking and labelling goods before transit
 Goods receipt
 Stores administration
	Vendors¿ documents
 References and further reading
Chapter 24 Managing progress
	Progress management as a closed loop control system
	¿Management by¿ styles
 Updating schedules and records
 Collecting progress information
 Statistical checks
 Managing the progress and quality of bought-in materials and equipment
	Managing subcontractors and agency employees
	Routine priority allocation in manufacturing projects
	When the news is bad
	Corrective measures
	Immediate action orders
	Construction site organization and management
	Project meetings
	Progress reports
	References and further reading
Chapter 25 Managing changes
	The impact of changes in relation to the project life cycle
	Origin and classification of changes
	Authorization arrangements
	General administration
	Estimating the true cost of a change
	Forms and procedures
	Version control for modified drawings and specifications
	Emergency modifications
Chapter 26 Managing project costs
	Principles of cost control
 Controlling variable costs
 Controlling fixed costs and overhead recovery
 Additional cost control factors
 The total cost approach
	A checklist of cost management factors
	Setting a resetting cost budgets
	Cost collection methods
	Audits and fraud prevention measures
	Comparing actual costs against planned costs 
	References and further reading
Chapter 27 Earned value analysis and cost reporting
	Milestone analysis
	Earned value analysis
	Earned value analysis prediction reliability and implications
	Evaluating cost performance for materials and bought-in equipment
	Effect of project changes on earned value analysis
	The project ledger concept
	Predicting profitability for a whole project
	References and further reading
Chapter 28 Managing multiple projects, programmes and portfolios
 Project management of programme management?
 Managing a portfolio of management change and IT projects
 Multi-project resource scheduling
 Project resource scheduling in the corporate context
	References and further reading
Chapter 29 More advanced or less frequently used techniques
	Line of balance charts in construction projects
 Dealing with network plans for large projects
	Standard networks
	Templates (standard network modules)
Chapter 30	Managing project closure
	Reasons for closing a project
	Formal project closure
	Final project cost records
	Disposal of surplus material stocks
	Final project definition: the end of a continuous process
	As-built condition of a manufacturing or capital engineering project
	As-built condition of a multiple manufacturing project
	As-built condition of a project that is interrupted before completion
	Managing files and archives

Library of Congress Subject Headings for this publication:

Project management.