The Essentials of Project Management

Front Cover
Gower Publishing, Ltd., 2007 - Business & Economics - 204 pages
In recent years organizations of all kinds have learned that project working, once considered significant only for engineering and construction companies, can help to ensure that the intended benefits of business change will be realized in full and on time. This development means that more people than ever before need to understand the basic process, language and purpose of project working. That awareness is important not only for those actually engaged in project work, in all sectors of industry and commerce, but also for senior managers, project sponsors and the other stakeholders. The Essentials of Project Management is a primer distilled from Dennis Lock's comprehensive, successful and encyclopedic textbook, Project Management (now in its Ninth Edition). It provides a concise, straightforward account of the principles and techniques of project management, designed to meet the needs of the business manager or student. Using examples and illustrations, the author introduces the key project management procedures and explains clearly how and when to use them. The text for the new edition has been completely restructured and largely rewritten, so that the sequence now follows even more closely the life-cycle of a typical project from its earliest definition to final close-out. As its title suggests, The Essentials of Project Management covers the basic, indispensable elements of project management. Because it is written by one of the most successful, prolific and popular of project management authors, it always engages the reader at a level that he or she can readily understand, yet it never commits the error of over simplification. The Essentials of Project Management remains the ideal first text for anyone new to project working or students studying project management as part of a wider business qualification or degree.
 

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Contents

INTRODUCTION TO PROJECT MANAGEMENT
1
PROJECT LIFE CYCLES AND LIFE HISTORIES
3
FACTORS FOR ASSESSING PROJECT SUCCESS OR FAILURE
5
RELATIONSHIP BETWEEN THE THREE PRIMARY OBJECTIVES
6
PERCEPTIONS OF PROJECT SUCCESS OR FAILURE BEYOND THE THREE PRIMARY OBJECTIVES
9
BENEFITS REALIZATION
11
ORGANIZATIONS REPRESENTING THE PROFESSION OF PROJECT MANAGEMENT
12
DEFINING THE PROJECT TASK
13
MILESTONES
102
IS THE PREDICTED TIMESCALE TOO LONG?
103
SCHEDULING PROJECT RESOURCES
107
INTRODUCING THE GARAGE PROJECT
108
GARAGE PROJECT NETWORK PLANNING
111
A FIRST LOOK AT THE GARAGE PROJECT RESOURCE SCHEDULE
112
GARAGE PROJECT RESOURCE SCHEDULING
116
COMPUTER SCHEDULING OF THE GARAGE PROJECT AND OTHER PROJECTS
118

CHECKLISTS
16
DEFINING THE PROJECT SCOPE
18
THE CONTRACTORS STRATEGY
21
SPECIFICATIONS FOR INTERNALLY FUNDED DEVELOPMENT PROJECTS
23
PROJECT SPECIFICATION AND VERSION CONTROL
27
ESTIMATING THE PROJECT COSTS
29
ACCURACY OF COST ESTIMATES
30
STANDARD ESTIMATING TABLES
31
DOCUMENTING THE PROJECT COST ESTIMATES
32
COLLECTING DEPARTMENTAL ESTIMATES
33
THE ESTIMATING ABILITIES OF DIFFERENT PEOPLE
35
ESTIMATES FOR MATERIAL AND EQUIPMENT COSTS
37
ESTIMATING BELOWTHELINE COSTS
38
REVIEWING THE COST ESTIMATES
41
MANAGING RISK
43
RISK APPRAISAL AND ANALYSIS
44
RISK REGISTER
46
METHODS FOR DEALING WITH RISKS
47
OBTAINING INSURANCE
50
ORGANIZING THE PROJECT
53
PROJECT TEAM ORGANIZATION
57
WHICH ORGANIZATION IS BEST?
58
HYBRID ORGANIZATIONS
60
CONTRACT MATRIX ORGANIZATIONS
61
JOINT VENTURE PROJECTS
62
THE PROJECT MANAGER
63
PROJECT SUPPORT GROUPS
67
COMPILING THE WORK BREAKDOWN STRUCTURE
69
CODING SYSTEMS
74
BENEFITS OF A LOGICAL CODING SYSTEM
78
CHOOSING A CODING SYSTEM
81
WHAT HAPPENS WHEN THE CUSTOMER SAYS YOU SHALL USE MY CODING SYSTEM?
83
PLANNING THE TIMESCALE
85
CRITICAL PATH NETWORK ANALYSIS
90
CRITICAL PATH NETWORKS USING ARROW DIAGRAMS
91
PRECEDENCE NETWORK DIAGRAMS
94
PLANNING THE FURNITURE PROJECT BY CRITICAL PATH NETWORK
97
LEVEL OF DETAIL IN NETWORK DIAGRAMS
100
RECAPITULATION
125
IMPLEMENTING THE PLAN
127
PRELIMINARY ORGANIZATION OF THE PROJECT
128
PHYSICAL PREPARATIONS AND ORGANIZATION
132
GETTING WORK STARTED
134
DETAILED PLANS AND WORK INSTRUCTIONS
135
MANAGING PROGRESS
137
PROGRESS MONITORING AND SCHEDULE UPDATING
138
WHEN THE NEWS IS BAD
140
PROGRESS MEETINGS
142
PROJECT PROGRESS REPORTS
144
MANAGING PURCHASING
147
EARLY ORDERING OF LONGLEAD ITEMS
149
THE ORDERING PROCESS
152
EXPEDITING
155
SHORTAGES
156
PROCEDURES FOR ASSURING QUALITY AND PROGRESS OF BOUGHT GOODS
157
VENDORS DOCUMENTS
158
SHIPPING PORT AND CUSTOMS FORMALITIES
160
MANAGING CHANGES
161
AUTHORIZATION ARRANGEMENTS
162
REGISTRATION AND PROGRESSING
164
FORMAL PROCEDURES FOR INTERNAL CHANGE REQUESTS
167
DESIGN FREEZE
169
EMERGENCY MODIFICATIONS
170
MANAGING COSTS
175
COST BUDGETS
176
MILESTONE ANALYSIS
178
A SIMPLE PERFORMANCE ANALYSIS METHOD FOR DESIGN ENGINEERING
181
AN OUTLINE OF EARNED VALUE ANALYSIS
182
EFFECT OF MODIFICATIONS ON EARNED VALUE ANALYSIS
186
THE PROJECT LEDGER CONCEPT
187
PREDICTING PROFITABILITY FOR A PROJECT
188
MANAGING CASH FLOW
189
CLOSING THE PROJECT DOWN
191
BIBLIOGRAPHY
197
INDEX
199
Copyright

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About the author (2007)

The Author Dennis Lock’ s industrial experience ranges from the manufacture of subminiature electronic assemblies to heavy engineering and mining projects. He has written or edited many other Gower books, including Gower Handbook of Project Management and Gower Handbook of Quality Management.

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