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The Handbook of Project-Based Management

Improving the Processes for Achieving Strategic Objectives

J. Rodney Turner

Publisher: McGraw-Hill, 1993

ISBN: 0-07-707656-7

Keywords: Project Management

Synopsis:

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Staying ahead in the modern competitive environment requires flexibility and continual change. Old bureaucratic systems are increasingly being rejected in favour of project-based structures where people work together across disciplines and functions, creating greater adaptability.

The Handbook of Project-Based Management is designed to help anyone managing projects implement strategic change and achieve objectives to a high standard. Chapters cover:

  • the role of projects and those involved
  • guidance on how to manage the scope, organization and risk of a project
  • comprehensive strategies for coping with project problems
This book is unique since it is not specific to one industry. It will be an invaluable tool for all involved in the management of change.

Table of Contents:

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  • Part One: Introduction
    1. Projects and Their Management
      1. Managing change through projects
      2. What are projects?
      3. Why have projects?
      4. Definition of a project
      5. What is project management?
      6. Summary
    2. A Structured Approach to Managing Projects
      1. Introduction
      2. The premises
      3. The methods
      4. The tools and techniques
      5. Project management models
      6. Structure of the book
      7. Summary
  • Part Two: The Context of Projects
    1. Projects for Implementing Corporate Strategy
      1. Introduction
      2. The business planning process
      3. The role of projects and operations
      4. Selecting projects
      5. Summary
    2. Projects and the Parent Organization
      1. Introduction
      2. The parties involved
      3. Changing the parent organization
      4. Introducing project-based management
      5. Creating a culture for project management
      6. Implementing project-based management
      7. Summary
    3. Strategic Management of Projects
      1. Introduction
      2. Judging project success
      3. Pitfalls
      4. Strategies for success
      5. Principles for good project management
      6. Summary
  • Part Three: Managing the Project Objectives
    1. Managing Scope
      1. Introduction
      2. Purpose, principles and processes of scope management
      3. Work breakdown structure
      4. Defining projects
      5. Planning at a strategic level: milestone plans
      6. Planning at lower levels
      7. Applications
      8. Summary
    2. Managing Project Organization
      1. Introduction
      2. Purpose, principles and processes of project organization
      3. Types of project organization
      4. Responsibility charts
      5. Incorporating work content
      6. Equipment and drawing registers
      7. Summary
    3. Managing Quality
      1. Introduction
      2. Quality in the context of projects
      3. Achieving quality on projects
      4. Implementing total quality
      5. The cost of quality
      6. Summary
    4. Managing Cost
      1. Introduction
      2. Estimating costs
      3. Types of estimate
      4. When to estimate costs
      5. Structuring the estimate
      6. Estimating techniques
      7. Controlling costs: obtaining value for money
      8. Summary
    5. Managing Time
      1. Introduction
      2. The time schedule
      3. Estimating durations
      4. Calculating the schedule with networks
      5. Resource histograms and resource smoothing
      6. Controlling time
      7. Summary
    6. Managing Risk
      1. Introduction
      2. Risk and risk management
      3. Identifying risk
      4. Assessing risk
      5. Reducing risk
      6. Controlling risk
      7. Summary
    7. Structuring the Plans
      1. Introduction
      2. Balancing the system objectives
      3. Nesting the plans
      4. Baselining
      5. Summary
  • Part Four: Undertaking Projects
    1. Project Definition
      1. Introduction
      2. Project start-up
      3. Proposal and initiation
      4. Conducting a feasibility study
      5. Design and appraisal
      6. Initiation, launch and kick-off meetings
      7. Project Definition Report and Manual
      8. Summary
    2. Execution and Control
      1. Introduction
      2. Resourcing a project
      3. Implementation planning
      4. Allocating work
      5. Requirements for effective control
      6. Gathering data and calculating progress
      7. Taking action
      8. The control cycle
      9. Summary
    3. Finalization and Close-out
      1. Introduction
      2. Finishing the work
      3. Transferring the product
      4. Obtaining the benefits
      5. Disbanding the team
      6. Post-completion reviews
      7. Summary
  • Part Five: Management Procedures and Systems
    1. Project Administration
      1. Introduction
      2. Programme management
      3. Configuration management
      4. Procedures manuals
      5. Conducting audits
      6. The Project Support Office
      7. Summary
    2. Project Management Information Systems
      1. Introduction
      2. Definitions and rationale
      3. Types of package
      4. Evaluating systems
      5. Implementing systems
      6. Assumptions and risks
      7. Summary
    3. Project Managers and Their Teams
      1. Introduction
      2. Project teams, formation and maintenance
      3. Motivating the project team
      4. The role of the project manager
      5. The effective project manager
      6. Summary
  • Part Six: Applications
    1. Projects from the Product Life Cycle
      1. Introduction
      2. Managing the product life cycle
      3. New product development
      4. Technological development
      5. Summary
    2. Projects from Industries and Sectors
      1. Introduction
      2. Engineering design projects
      3. Engineering construction projects
      4. Information technology projects
      5. Summary
    3. Projects by Size
      1. Introduction
      2. Multi-projects
      3. Joint ventures
      4. Summary
    4. International Projects
      1. Introduction
      2. The problem of cultural fit
      3. Obtaining cultural fit
      4. An attitude of mind
      5. Summary
  • Epilogue

Reviews:

The Handbook of Project-Based Management

by Roland Buresund last modified 2008-10-19 13:34

Rating: ******** (Very good)

A very practical guide. Use it.

The only negative aspects of it is that it assumes that you understand generic management and is able to find the details on your own, somewhere else, if needed...


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