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.
CONTENTS List of figures Preface to the ninth edition Acknowledgements 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 Checklists 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 Insurance 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 PRINCE 2¿ 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 Milestones 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 Contracts 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 Expediting 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 PERT 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 Bibliography Index
Library of Congress Subject Headings for this publication: