Project Management Media Edition with MS Project CD

by Maylor, Harvey

• ISBN13: 9780273704317
• ISBN10: 0273704311
• Edition: 3rd
• Format: Paperback w/CD
• Copyright: 2005-01-01
• Publisher: Ft Pr

Summary

Combining a strong academic approach with relevant practical cases, this text skilfully shows the range of issues that face project managers throughout the project cycle. Harvey Maylor considers projects as being a core business activity and approaches the subject from a strategic perspective, covering both the role of projects in the execution of organisational strategy and the application of strategic principles in projects.Classic features: Covers a wide range of project settings, from traditional large-scale industrial projects through to small-scale personal projects, in both service and manufacturing settings Each chapter contains examples of 'Project Management in Practice' as well as case studies, discussion questions and exercises to help you check your understanding This new Media Edition comes with a free CD Rom containing a 60-day evaluation version of Microsoft Office Project Professional 2003 to help familiarise you with the most commonly used project management software. Project Management is used extensively to accompany courses on undergraduate, masters and MBA programmes, as well as for in-company training and for professionals wanting to bring themselves up-to-date with developments in the field. Extra teaching materials are available online for lecturers at http://www.booksites.net/maylor .Dr Harvey Maylor is Lecturer in Operations and Project Management at the University of Bath School of Management. He is also a consultant and trainer in the area of Project Management, and has received funding for his research from industry, government, the European Commission, and most recently, the Project Management Institute. 'For all involved in projects, it's a book that needs to be on your bookshelf, but better in your hand'. Bob Saunders, Open University and Association for Project Management.'A thorough introduction to project management. Highly recommended for use as an introductory course text'. Paul Walley, Lecturer in Operations Management, Warwick Business School.'A useful introduction to the subject for students, as it indicates the complexity of the subject and its importance in a wide range of industries'. Prof J.H.Rogerson, Dean of Engineering, Science and Manufacturing, Cranfield University

Table of Contents

Preface	xii
Acknowledgements	xiv
Foreword	xvi
Introduction	1	(22)
Introduction and objectives of this book	2	(2)
Definition of a project	4	(2)
An historical perspective on project management	6	(2)
Current issues in project management	8	(3)
The relationship between project management and general management	11	(2)
The project management knowledge base	13	(1)
Introduction to the following chapters	14	(2)
Summary	16	(7)
Project management in practice: Three project managers with distinctly different roles	17	(2)
Project management in practice: The Big Dig	19	(4)
Structures and frameworks	23	(24)
The project model	24	(2)
The four phases of project management	26	(6)
The 7-S of project management	32	(2)
The project environment	34	(2)
The complexity of projects	36	(3)
The structures of the bodies of knowledge	39	(3)
Summary	42	(5)
Project management in practice: Structures for an improvement project -- The Permanent Way Company	43	(1)
Project management in practice: Structuring a personal project	44	(3)
PHASE ONE: DEFINE THE PROJECT	47	(54)
Strategy and project management	49	(27)
Why strategy?	50	(2)
Organisational strategy and projects	52	(3)
Project management as a strategic capability	55	(1)
Resource coordination	56	(4)
Project and organisational goals	60	(6)
Project performance measurement	66	(1)
Relevant areas of the bodies of knowledge	67	(1)
Summary	68	(8)
Project management in practice: A new campus for the University of Rummidge	69	(2)
Project management in practice: Selecting a personal project	71	(5)
Project definition	76	(25)
Developing the concept	77	(3)
Scope management	80	(1)
The project process	81	(7)
Work breakdown structure (WBS)	88	(2)
Process mapping	90	(1)
Establishing check-points	91	(3)
Stakeholder management	94	(2)
Relevant areas of the bodies of knowledge	96	(1)
Summary	97	(4)
Project management in practice: Use of gated processes at a major telecommunications manufacturer	98	(3)
PHASE TWO: DESIGN THE PROJECT PROCESS	101	(116)
Time planning	103	(32)
Time planning -- the process	104	(1)
Gantt charts	105	(3)
Estimating	108	(2)
Activity-on-arrow (A-o-A) diagrams and critical path analysis (CPA)	110	(6)
Activity-on-node (A-o-N) diagrams	116	(3)
Activity-on-arrow versus activity-on-node method	119	(3)
Scheduling	122	(1)
Computer-assisted project planning	123	(1)
Fast-track projects	124	(3)
Relevant areas of the bodies of knowledge	127	(2)
Summary	129	(6)
Project management in practice: Fast-track product redevelopment at Instron	129	(6)
Critical chain project management	135	(18)
The effects	136	(1)
The causes	137	(5)
Background to a possible solution -- TOC	142	(1)
Application of TOC to project management	143	(2)
Planning	145	(3)
Controlling projects	148	(1)
Summary	148	(5)
Project management in practice: Balfour Beatty introduce critical chain project management	148	(5)
Cost and quality planning	153	(25)
Cost planning process	154	(2)
Cost-estimating techniques	156	(5)
Cost build-up	161	(2)
Cost management: budgets	163	(3)
The quality planning process	166	(1)
Quality conformance planning	167	(2)
Quality performance planning	169	(3)
Relevant areas of the bodies of knowledge	172	(2)
Summary	174	(4)
Project management in practice: Adopting a standard for project planning -- useful discipline or unnecessary constraint?	174	(4)
Plan analysis and risk management	178	(39)
Analysing time plans	179	(2)
Analysing cost plans	181	(9)
Analysing quality plans	190	(1)
Risk management	191	(5)
Risk quantification techniques	196	(8)
Relevant areas of the bodies of knowledge	204	(1)
Summary	204	(13)
Project management in practice: It's a risky business	206	(6)
Appendix 8.1 PERT factor tables	212	(2)
Appendix 8.2 Present value of £1	214	(3)
PHASE THREE: DELIVER THE PROJECT (DO IT!)	217	(124)
Project organisation: structures and teams	219	(26)
The role of teams	220	(2)
The pure project organisation	222	(1)
Matrix management	223	(2)
Structure selection	225	(2)
Mixed organisational structures and coordination	227	(1)
Teamwork	228	(1)
Life-cycles of teams	229	(3)
Managing personalities in teams	232	(2)
Effective teamwork	234	(1)
Managing the team -- running effective meetings	235	(1)
Managing the team -- working with geographically remote people and groups	236	(2)
Relevant areas of the bodies of knowledge	238	(1)
Summary	239	(6)
Project management in practice: Matrix management at Cardiff Bay Development Corporation	240	(1)
Project management in practice: Semco	241	(4)
Management and leadership in project environments	245	(25)
The role of leadership and management in projects	246	(3)
Individual skills and attitudes	249	(4)
Individual motivation	253	(5)
Structural implications for project managers	258	(1)
Cultural implications for project managers	258	(3)
Management style	261	(1)
The development of management thinking	261	(1)
The development of new management paradigms	262	(1)
Relevant areas of the bodies of knowledge	263	(1)
Summary	264	(6)
Project management in practice: Doesn't time fly?	265	(5)
Control of projects	270	(26)
Control systems	271	(5)
Control of major constraints -- quality	276	(1)
Control of major constraints -- cost and time	277	(4)
Visual control	281	(2)
Last Planner	283	(2)
Technical performance monitoring	285	(1)
The role of Project Management Information Systems (PMIS)	286	(2)
Change control	288	(1)
Control of the work of development projects -- intellectual property	289	(1)
Relevant areas of the bodies of knowledge	290	(1)
Summary	291	(5)
Project management in practice: The Lifter project	292	(4)
Supply chain issues	296	(21)
Introduction to supply chain management	297	(2)
Purchasing	299	(6)
Contracts	305	(3)
From buying to relationship management	308	(2)
Modern techniques in supply chain management	310	(2)
Relevant areas of the bodies of knowledge	312	(1)
Summary	313	(4)
Project management in practice: Project partnering of British Airports Authority (BAA)	314	(3)
Problem-solving and decision-making	317	(24)
The problem framework	318	(4)
Modelling systems for decision-making	322	(2)
Handling uncertainty in decision-making	324	(1)
Mathematical modelling techniques	325	(1)
Problem-solving tools	326	(1)
Cause--effect--cause analysis	327	(3)
Decision trees	330	(1)
Simple decision frameworks	331	(2)
Decision-support systems	333	(1)
The importance of the follow-up actions	333	(1)
Relevant areas of the bodies of knowledge	334	(1)
Summary	334	(7)
Project management in practice: The use of cause--effect--cause analysis	335	(6)
PHASE FOUR: DEVELOP THE PROCESS (DO IT BETTER NEXT TIME)	341	(53)
Project completion and review	343	(27)
Project completion and handover	344	(6)
Structuring improvement activities	350	(1)
Learning before doing -- the role of external knowledge	351	(2)
Learning by doing -- the role of audit and review	353	(3)
Carrying out reviews	356	(2)
Justifying it all -- evaluate the cost of quality	358	(1)
Relevant areas of the bodies of knowledge	359	(1)
Summary	360	(10)
Project management in practice: IT all goes pear-shaped at VCS	361	(9)
Improving project performance	370	(24)
Project management maturity	371	(2)
Major influences on process change (1) -- business process re-engineering	373	(1)
Major influences on process change (2) -- benchmarking	374	(3)
Major influences on process change (3) -- lean project management	377	(4)
Making it happen -- the three pillars of change	381	(2)
Future challenges for project management	383	(1)
Summary	384	(10)
Project management in practice: New product development at Toyota Forklift Truck -- the X300 project	385	(9)
Appendix Relevant standards	394	(13)
ISO 9000	394	(5)
PRINCE2	399	(3)
ISO 14000	402	(5)
Project management in practice: Implementing BS--EN--ISO 9000 in a health service environment	404	(1)
Project management in practice: To PRINCE or not to PRINCE?	405	(2)
Index	407