The Handbook of Project-based... | Buy

One of the most influential books ever written on the development of project management, The Handbook of Project-Based Management has been completely revised to reflect today's challenges. The Third Edition features a major change in focus from delivering corporate objectives to achieving strategic change, including embedding corporate change after a project is completed.

.Rodney Turner is a Director of EuroProjex, The European Centre for Project Excellence Limited. He also teaches project management at the Lille School of Management and Limerick University. He has visiting positions at Henley Management College, the University of Technologyn++Sydney, and George Washington University. Mr. Turner is editor of the International Journal of Project Management and author of The Project Manager as Change Agen, and The Commercial Project Manager...

Preface	p. xv
Acknowledgments	p. xvii
Leading Change through Projects	p. 1
Projects and their Management	p. 2
The Process Approach	p. 17
The Management of Projects and this Book	p. 20
Images of Projects	p. 21
Summary	p. 24
References	p. 25
Managing the Context
Projects for Delivering Beneficial Change	p. 29
Identifying the Need for Performance Improvement	p. 29
Diagnosing the Change Required	p. 31
The Benefits Map	p. 37
Projects for Implementing Corporate Strategy	p. 39
Summary	p. 46
References	p. 46
Project Success and Strategy	p. 47
Project Success Criteria	p. 48
Key Performance Indicators	p. 52
Project Success Factors	p. 53
The Strategic Management of Projects	p. 60
Principles of Project Management	p. 65
Summary	p. 67
References	p. 68
The People Involved	p. 71
Reactions to Change	p. 71
Managing Stakeholders	p. 77
Communicating with Stakeholders	p. 83
Project Teams	p. 85
Leading Projects	p. 89
Summary	p. 95
References	p. 96
Managing Performance
Managing Scope	p. 101
Principles of Scope Management	p. 102
Project Definition	p. 104
Planning at the Strategic Level: Milestone Plans	p. 106
Planning at Lower Levels	p. 113
Applications	p. 118
Summary	p. 120
References	p. 121
Managing Project Organization	p. 123
Principles	p. 123
The External Organization	p. 126
The Internal Organization	p. 131
Responsibility Charts	p. 133
Summary	p. 139
References	p. 140
Managing Quality	p. 141
Quality in the Context of Project	p. 141
Achieving Quality on Projects	p. 144
Configuration Management	p. 148
Summary	p. 154
References	p. 155
Managing Cost	p. 157
Estimating Costs	p. 157
Types of Costs	p. 162
Estimating Techniques	p. 171
Controlling Costs: Obtaining Value for Money	p. 175
Summary	p. 181
References	p. 182
Managing Time	p. 183
The Time Schedule	p. 183
Estimating Duration	p. 189
Calculating the Schedule with Networks	p. 191
Resource Histograms and Resource Smoothing	p. 201
Controlling Time	p. 204
Summary	p. 207
References	p. 208
Managing Risk	p. 209
The Risk Management Process	p. 209
Identifying Risk	p. 211
Assessing Risk	p. 216
Analyzing Risk	p. 223
Managing Risk	p. 226
Summary	p. 230
References	p. 231
Managing the Process
The Project Process	p. 235
The Project and Product Life Cycle	p. 235
The Feasibility Study	p. 239
The Design Phase	p. 242
New Product Development	p. 246
Concurrent Engineering	p. 250
Information Systems Projects	p. 254
Summary	p. 262
References	p. 263
Project Start-Up	p. 265
The Start-Up Process	p. 265
Start-Up Workshops	p. 270
Project Definition Report and Manual	p. 274
Summary	p. 277
References	p. 278
Project Execution and Control	p. 279
Resourcing a Project	p. 279
Implementation Planning	p. 280
Allocating Work	p. 284
Requirements for Effective Control	p. 286
Gathering Data and Calculating Progress	p. 288
Taking Action	p. 294
Summary	p. 296
References	p. 298
Project Close Out	p. 299
Timely and Efficient Completion	p. 300
Transferring the Asset to the Users	p. 301
Embedding the Change and Obtaining Benefit	p. 302
Disbanding the Team	p. 303
Postcompletion Reviews	p. 305
Summary	p. 306
References	p. 307
Governance of Project-Based Management
Project Governance	p. 311
Governance	p. 311
Governance of the Project	p. 312
The Principal-Agent Relationship	p. 315
Communication between the Project Manager and Sponsor	p. 317
Summary	p. 320
References	p. 321
Program and Portfolio Management	p. 323
Definitions	p. 324
Managing Portfolios	p. 328
Managing Programs	p. 335
The Project Office	p. 337
Summary	p. 340
References	p. 341
Developing Organizational Capability	p. 343
Defining Capability	p. 343
Developing Individual Competence	p. 345
Developing Organizational Capability	p. 350
Improving Organizational Capability	p. 359
Knowledge Management	p. 361
Competency Traps	p. 362
Summary	p. 364
References	p. 365
Governance of the Project-Based Organization	p. 367
Governance of Project Management	p. 367
Conducting Audits	p. 371
Conducting Health Checks	p. 375
End-of-Stage Reviews	p. 383
Summary	p. 388
References	p. 389
International Projects	p. 391
Types of International Project	p. 391
The Problem of International Projects	p. 394
Managing Culture	p. 397
Summary	p. 406
References	p. 407
Epilogue	p. 409
Principles of Project Management	p. 409
Key Success Factor	p. 410
Project Definition Report for the CRMO Rationalization Project	p. 413
Project Control Documents for the CRMO Rationalization Project	p. 427
Subject Index	p. 437
Author and Source Index	p. 447
Project Index	p. 451
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