Project Management PUBLICATION CANCELLED

by Gardiner, Paul D.

• ISBN13: 9780333982228
• ISBN10: 0333982223
• Format: Paperback
• Copyright: 2005-07-08
• Publisher: Red Globe Pr

Summary

This book is designed to appeal to undergraduate and postgraduate students studying project management and pursuing a business degree. It gives a comprehensive overview of project management practice, while carefully balancing the unique aspects of project management curricula with the more general business skills, including quality, risk, teams, and leadership. The text includes a wide range of cases to connect the academic principles and the complexity of real-life projects. The text is also supported by multiple choice questions at the end of each chapter, as well as in-text exercises and examples to illustrate the concepts and ideas throughout the book.

Author Biography

Paul Gardiner is Lecturer in the School of Management at Heriot-Watt University.

Table of Contents

About this book	xi
Learning objectives	xi
Why study project management?	xi
Who should use this book?	xi
Key features	xii
Companion website	xii
Learning aids	xii
How to use this book	xiii
Key themes	xiii
Resources for lecturers	xiii
Introduction to projects and project management	1	(21)
Learning objectives	1	(1)
Introduction	1	(1)
What is a project?	1	(1)
Time Out: Recognising projects	2	(1)
Characteristics of projects	2	(1)
Insights from Industry The absent-minded professor	3	(1)
Insights from Industry A multimedia project for nursing students	3	(2)
Project management explored	5	(2)
Planning	5	(1)
Organising	6	(1)
Controlling	6	(1)
Leading and motivating	7	(1)
Hard and soft skills	7	(2)
Where do projects come from?	9	(1)
Insights from Industry Sources of IT projects at a major UK bank	9	(1)
Insights from Industry Junior achievement faces growing paperwork mountain	10	(1)
Programme management	11	(1)
Differences between programme and project management	11	(1)
Insights from Industry Applied IT	12	(1)
History of project management	12	(1)
Development of management thought	12	(1)
Creation of special tools and techniques	12	(1)
Development of information and communication technologies	13	(1)
Socioeconomic and political influences	13	(1)
Expanding scope of project management	13	(1)
The future of project management	13	(2)
Associations, standards and journals	15	(1)
Project management associations and institutes	15	(1)
Project management standards	15	(1)
Journals	16	(1)
Personal training and education	16	(1)
Project Management in action: The making of a city technology college	17	(1)
Insights from Industry Future learning systems	17	(3)
Summary points	20	(1)
References	20	(2)
A systems view of project management	22	(32)
Learning objectives	22	(1)
Introduction	22	(1)
A systems approach	22	(3)
Introduction to systems theory	22	(1)
Projects as systems	23	(2)
The human factor	25	(1)
Feedback in a system	25	(2)
The importance of feedback	25	(1)
Time Out: Feedback in a simple gardening project	25	(1)
Effect of a time lag in a feedback system	25	(1)
Feed-forward systems	26	(1)
Time Out: Feed forward in a simple gardening project	26	(1)
Feedback and feed forward in project management	26	(1)
Phases and characteristics of the project life cycle	27	(1)
The project life cycle	27	(1)
Insights from Industry Why bother with a feasibility study?	28	(4)
Common life cycle characteristics	30	(1)
Time Out: Project life cycle	31	(1)
Information flows in a project	31	(1)
Fast tracking	32	(1)
Insights from Industry Benefiting from fast tracking	32	(1)
Warning about fast tracking	33	(1)
A contingency approach to project life cycles	33	(5)
Software and systems development project life cycles	34	(3)
Time Out: Software development project life cycles	37	(1)
Building and construction	37	(1)
Insights from Industry Dirty and noisy ... Higgins Hall, Boston College	38	(1)
Research and development (R&D)	38	(1)
Entertainment and events	39	(1)
Time Out: Live entertainment	39	(1)
Insights from Industry Edinburgh's Hogmanay Festival	39	(1)
Disasters and emergencies	40	(1)
Insights from Industry Disasters and emergencies	40	(1)
Classifying projects	41	(3)
Participant mix	41	(1)
Degree of standardisation	42	(1)
Degree of visibility	42	(1)
Time Out: Classifying projects	42	(1)
Business need	43	(1)
Insights from Industry Cutting-edge technology project	44	(1)
Size and complexity	44	(1)
Industry	44	(1)
Scaleable project management methodologies	45	(2)
Projects in controlled environments (Prince 2)	46	(1)
Chapman's project management scaleable methodology	47	(1)
Project Management in action: A PC banking project	47	(5)
Summary points	52	(1)
References	53	(1)
Strategy and governance	54	(26)
Learning objectives	54	(1)
Introduction	54	(1)
Projects and strategy	54	(1)
Strategic management	55	(1)
Corporate governance	56	(2)
Strategic governance	58	(3)
Lens 1: Decision making under uncertainty	58	(1)
Lens 2: Strategic clarity versus freedom of choice	59	(1)
Lens 3: Strategic alignment of the project portfolio	60	(1)
Lens 4: Benefit delivery	60	(1)
Lens 5: A performance ethic	61	(1)
Programme governance	61	(1)
A governance framework for programmes	61	(1)
Insights from Industry System of governance within Queensland Government, Dept of Public Works, Australia	61	(3)
Programme organisation	64	(1)
Insights from Industry Using a project support office to integrate suppliers	64	(1)
Management by projects	65	(1)
Insights from Industry Thames Valley Police move towards management by projects	65	(1)
IT governance	66	(2)
Project governance	68	(2)
Authorisation management	69	(1)
Insights from Industry Authorisation management	70	(1)
Project Management in action: The Scottish Qualifications Authority	71	(6)
Summary points	77	(1)
References	78	(2)
Investment decision making	80	(26)
Learning objectives	80	(1)
Introduction	80	(1)
Insights from Industry IT investment management process, US General Accounting Office	80	(2)
Feasibility study	82	(1)
Insights from Industry Feasibility study requirements for development projects in China	82	(1)
A typical feasibility study	83	(1)
Business case development	83	(2)
Business case perspectives	84	(1)
Level of detail required	84	(1)
Progressive development of a business case	85	(1)
Capital budgeting	85	(1)
Project appraisals	86	(5)
Project summary	86	(1)
Financial versus economic appraisal	86	(1)
Externalities and their valuation	87	(1)
Cash flows and sunk costs	87	(2)
Cash flow analysis	89	(2)
Prioritisation techniques	91	(10)
Financial analysis	91	(4)
Decision tree analysis	95	(2)
Scoring and ranking models	97	(1)
Portfolio optimisation	98	(2)
Simulation	100	(1)
Real options	100	(1)
Cognitive modelling	101	(1)
Cluster analysis	101	(1)
Summary of prioritisation techniques	101	(1)
Insights from Industry Prioritisation in practice	101	(2)
Project Management in action: Roadkill the movie	103	(1)
Summary points	104	(1)
Acknowledgments	105	(1)
References	105	(1)
The project manager, sponsor and other stakeholders	106	(20)
Learning objectives	106	(1)
Introduction	106	(1)
Project stakeholders	106	(1)
Leadership role of the project manager	107	(3)
Who is the project manager	107	(2)
Time Out: The well-prepared project manager	109	(1)
Selling the project idea	110	(1)
Meeting the needs of the sponsor	110	(1)
Insights from Industry Satisfying your customers is really hard work	110	(2)
Meeting the needs of the other stakeholders	111	(1)
Managing the project life cycle	111	(1)
A survey of project leadership skills	112	(1)
Time Out: Key differences between excellent and average project managers	113	(1)
Project managers need `soft' skills	113	(2)
Time Out: I know a project manager ...	115	(1)
The project sponsor	115	(1)
Senior management	116	(1)
The project board	117	(1)
The project champion	117	(1)
Insights from Industry Multiple project champions help ensure success	118	(1)
Consultants and contractors	118	(1)
Consultants	118	(1)
Contractors	119	(1)
The importance of managing expectations	119	(4)
Stakeholder identification and analysis	120	(1)
Mapping the impact of stakeholders onto the project	121	(2)
From `managing' to `collaborating with' stakeholders	123	(1)
Project Management in action: Easy Finance Ltd	123	(1)
Summary points	124	(1)
References	125	(1)
Organisation and procurement	126	(34)
Learning objectives	126	(1)
Introduction	126	(1)
The relevance of organisation structure	126	(1)
Insights from Industry Organisation and communication issues for a defence project contractor	127	(1)
Functional structure	128	(1)
Product (or projectised) structure	129	(1)
Matrix structure	130	(1)
Insights from Industry The Twingo project	131	(2)
Weak matrix structure	132	(1)
Strong matrix structure	132	(1)
Discussion of matrix management	132	(1)
Insights from Industry Silos and hierarchies	133	(2)
Virtual organisations	135	(1)
Organisational boundaries in procurement	135	(1)
Supply chain management	136	(1)
Procurement planning	137	(5)
Requirements planning	137	(2)
Solicitation	139	(2)
Awarding	141	(1)
Contract administration	142	(1)
Insights from Industry Hiring consultants	142	(1)
Contract terms of payment	143	(2)
Fixed price contracts	144	(1)
Cost reimbursement contracts	145	(1)
Other contracts	145	(1)
Incentive contracting	145	(1)
Insights from Industry Incentive-based savings pave the way for new projects	146	(2)
How to choose a contract payment method	148	(1)
Insights from Industry Contractors ask for more risk!	149	(1)
International contracts	150	(1)
NEC	150	(1)
FIDIC	150	(1)
International contract law	150	(1)
World Trade Organization (WTO) procurement guidelines	151	(1)
World Bank procurement guidelines	151	(1)
Partnering and joint ventures	151	(3)
Which projects can benefit from partnering?	152	(1)
Common pitfalls in joint ventures (JVs)	153	(1)
Project-based joint ventures	153	(1)
Boot, Bot and Boo arrangements	154	(1)
Project Management in action: Knowing the drill - virtual teamwork at BP	155	(1)
Project Management in action: Maritime helicopter procurement process	156	(2)
Summary points	158	(1)
References	158	(2)
Managing risk and quality	160	(38)
Learning objectives	160	(1)
Introduction	160	(1)
Risk and risk management	161	(1)
Insights from Industry If you don't take commercial risks, you're not going to make any money	162	(1)
Risk management planning	163	(1)
Risk assessment	164	(2)
Identification of risks	164	(1)
Analysis and prioritisation	165	(1)
Risk control	166	(2)
Risk response planning	166	(2)
Insights from Industry Simulation studies at the Auckland International Airport terminal expansion	168	(1)
Risk resolution	168	(1)
Risk monitoring and reporting	168	(1)
Contingency planning -- if all else fails ...	169	(1)
Useful tools to help manage risk	169	(4)
Keeping a risk register	169	(1)
Risk concept map	170	(1)
RAMP	171	(2)
Health and safety	173	(3)
What is safety	173	(1)
Hazards	173	(1)
Tolerability of risk (ToR)	174	(1)
HAZOP studies - safety in the process industries	175	(1)
Safety critical applications in projects	175	(1)
Quality management	176	(2)
Product quality	176	(1)
Service quality	177	(1)
Process quality	177	(1)
Insights from Industry Payroll on the loose	178	(6)
Quality, grade, reliability	179	(1)
International Organisation for Standardisation (ISO)	179	(2)
Deming	181	(2)
Juran	183	(1)
Crosby	183	(1)
Quality management processes	184	(1)
Quality management complements project management	184	(1)
The cost of quality	184	(1)
Total cost of quality	185	(1)
Quality control tools	185	(1)
Special concerns for projects	186	(1)
Taking cognisance of the external environment	187	(1)
Insights from Industry Airport and runway projects	187	(1)
Insights from Industry Australia's Fight for a Tidal Power Station	188	(1)
Project Management in action: Taj Mahal Cycle Taxi Improvement Project	189	(7)
Summary points	196	(1)
References	197	(1)
Project initiation and team building	198	(46)
Learning objectives	198	(1)
Introduction	198	(1)
Project scoping - defining a project's mission and purpose	198	(6)
Identifying the project's requirements	199	(1)
The project charter	200	(1)
Scoping is iterative - requirements can change	200	(1)
The stakeholders - getting them to say `Yes'	201	(1)
Critical success factors	201	(1)
Objectives	201	(1)
Value management	202	(1)
What's involved - scope, time, resources	202	(1)
Scope-time-cost triangle	202	(1)
Time Out: Scope, time, cost	203	(1)
Breakdown structures	204	(6)
Deliverables and activities	204	(1)
The concept of `chunking'	205	(1)
Using breakdown structures in project management	205	(1)
The work breakdown structure (WBS)	205	(1)
Developing a WBS	206	(2)
Time Out: Creating a WBS	208	(1)
The organisation breakdown structure (OBS)	208	(2)
The project team and team building	210	(4)
Selecting the project team	210	(1)
Organising the project team and role clarification	211	(1)
Holding a kick-off meeting or workshop	212	(1)
Opportunities for team building and development	212	(1)
Time Out: Team-building scenarios	213	(1)
How to recognise an effective team	214	(1)
Time Out: Using the team effectiveness inventory	214	(1)
Models for team development	214	(15)
Life cycle of a team	214	(3)
Belbin's team roles	217	(1)
Conflict management	218	(3)
Fundamental needs of an effective team	221	(1)
The four pillars model of effective teams	222	(7)
Limitations of team building	229	(1)
Project Management in action: DataSys knowledge transfer programme	230	(11)
Summary points	241	(1)
References	242	(2)
Estimating, scheduling and budgeting	244	(40)
Learning objectives	244	(1)
Introduction	244	(1)
The project schedule	245	(1)
Estimating activity durations	245	(1)
Issues in estimating duration	245	(1)
Defining activity dependencies and creating a project network	246	(4)
Sequencing activities in parallel or in series	246	(1)
The network diagram	246	(1)
Activity boxes	246	(1)
Activity relationships	247	(1)
Creating a network	247	(1)
Time Out: Using a precedence table to draw a network	248	(1)
Using Post-it notes	249	(1)
Time Out: Defining logical relationships and creating a network from scratch	249	(1)
Analysing the network to determine the critical path	250	(2)
Forward pass	251	(1)
Backward pass	251	(1)
Activity floats	251	(1)
Time Out: Analysing a network	251	(1)
Importance of network analysis	252	(1)
Gantt charts	252	(2)
Milestones	253	(1)
Gantt charts versus network diagrams	253	(1)
Adding people and optimising the schedule	254	(6)
Worked example in resource smoothing	255	(2)
Worked example in project crashing	257	(3)
Project management software packages	260	(1)
Project budgeting	261	(1)
Insights from Industry Gambling with high stakes	262	(1)
The building blocks of a budget	262	(1)
The budget as a yardstick	262	(1)
Approaches to budgeting	263	(1)
Top-down budgeting	263	(1)
Insights from Industry The Sydney Opera House - success or failure?	263	(1)
Bottom-up budgeting	263	(1)
Iterative budgeting	264	(1)
Insights from Industry Communication saves projects	264	(1)
Risk and management reserve	264	(1)
Time Out: No management reserve!	264	(1)
Project budgeting in action	265	(1)
How much detail	265	(1)
Creating a budget structure	265	(1)
Generating a time-phased budget	265	(1)
Life cycle costing	265	(1)
Suppliers	265	(1)
Insights from Industry Take good care of your suppliers	266	(1)
Time Out: Financial reporting systems	266	(1)
Resource planning	266	(1)
Cost estimating	267	(1)
Insights from Industry Learning ... the price of success	267	(1)
Tools and techniques for cost estimating	267	(1)
Analogous estimating (or top-down estimating)	267	(1)
Parametric estimating	267	(1)
Insights from Industry Parametric cost estimating	268	(1)
Definitive estimating (or bottom-up estimating)	268	(1)
Cost budgeting	268	(2)
Time Out: A question of detail	268	(1)
S-curves	269	(1)
Cash flow projections	270	(8)
Creating a cash flow and S-curve	270	(1)
Time Out: Project cash flows	271	(5)
Time Out: Optimising duration for minimum cost	276	(2)
Project Management in action: Albion Sugar Company	278	(3)
Summary points	281	(2)
References	283	(1)
Control, closure and continuous improvement	284	(30)
Learning objectives	284	(1)
Introduction	284	(1)
Project monitoring and control	284	(2)
Project control systems	285	(1)
Control limits	285	(1)
Effectiveness of project control systems	285	(1)
Designing a project monitoring and control system	285	(1)
Change management and control	286	(3)
Benefits of effective change management	286	(1)
Types and sources of change	287	(1)
The change management plan	287	(2)
Milestone monitoring	289	(2)
Time Out: Use of milestone monitoring	289	(2)
Project control using earned value analysis (EVA)	291	(3)
Origin of EVA	291	(1)
The primary measurement variables in EVA	291	(1)
Time Out: Missing information	291	(1)
A few more metrics	292	(1)
Time Out: Care with cost curves	293	(1)
Time Out: Applying EVA to a project	293	(1)
Difficulties with EVA	294	(1)
Estimating physical progress using the 0/100 rule	294	(1)
Estimating physical progress using a variation of the 0/100 rule	294	(1)
Estimating physical progress using units or standards	294	(1)
Time Out: Measuring physical progress when cleaning a car	294	(1)
Project closure	295	(1)
Benefits of efficient project closure	295	(1)
The closure plan	295	(1)
Closing the project	296	(1)
Final project evaluation	296	(1)
Determinants of project success and failure	297	(3)
Project success	297	(2)
Project failure	299	(1)
Critical chain project management (CCPM) - a critical perspective	300	(5)
Introduction to the theory of constraints (TOC)	300	(1)
Applying TOC to project management: the critical chain	300	(1)
The TOC approach to managing safety time	301	(1)
Feeding buffers	302	(1)
Multiple projects	303	(1)
Controlling the process - buffer management	304	(1)
Benefits and criticisms of critical chain project management	304	(1)
Behaviour changes required to implement CCPM	305	(1)
Continuous improvement	305	(2)
Performance measurement	306	(1)
Project Management in action: The $26 million `Oops!'	307	(4)
Summary points	311	(1)
References	312	(2)
Index	314