Project Management ^{4th Ed.}

Project Management is a fast-moving and increasingly widespread discipline with record numbers of practiotioners now gaining professional qualifications. Delivering projects on time and within budget is critical to business success and the skill, therefore, is highly valued in graduates and managers alike.

Drawing on Harvey Maylor's 20 years of teaching, research and consulting experience, this latest edition of this leading text provides a comprehensive and contemporary account of all that you need to know about the theory and practice of Project Management

Highlights of this fourth edition includes:

• Brand new chapters on Project and Organisations, Risk and Opportunities Management, and Stakeholders, Strategy and Success
• New scene-settting vignettes open each chapter, such as the Motorola RAZR mobile phone and the Öresund link bridge between Sweden and Denmark
• Project Management in Practice case studies at the end of each chapter include Heathrow Terminal 5 and the Rescue of Baghdad Zoo
• New and revised Real World examples throughout all chapters
• A critical appraisal of project management, drawing on recent research and new and original models and frameworks
• The book also includes a CD providing a free 60-day trial of Microsoft Project^® to help you plan and deliver any project assignments you complete as part of your studies.

Project Management is written for students on undergraduate, masters and MBA programmes, as well as for corporate training and for professionals practisingin a dynamic and fast-developing field.

• Making sense of the project context
1. Introduction
• Introduction
1. Basic definitions
2. Importance of successful project management to an organisation and to you
3. Project management past and present
• Summary
• Key terms
• Project management in practice: Three project managers with distinctly different roles
• Topics for discussion
• Further information
• References
2. Structures and frameworks
• Introduction
1. Describing the project context: high-level frameworks
2. Describing the project process: activity models
3. Describing the project management challenge: managerial complexity
• Summary
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: The rescue of the Baghdad Zoo
• Project management in practice: Using the 7-S approach in the review of a real project
• Topics for discussion
• Further information
• References
3. Projects and organisations
• Introduction
1. Organisational strategy and projects
2. Portfolios and programmes
3. Project roles and governance
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: The Airbus A380 development
• Project management in practice: Selecting a personal project
• Topics for discussion
• Further information
• References
• Managing the project process: the 4-D model
  D1: Define it
4. Stakeholders, strategy and success
• Introduction
1. Stakeholders: success and failure
2. Managing strategic choices
3. Benefits analysis, value and justification
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: Managing stakeholders at European transport infrastructure provider
• Project management in practice: A new campus for the University of Rummidge
• Topics for discussion
• Further information
• References
5. Initial planning
• Introduction
1. Models of planning
2. The planning process
3. Basic project landscapes: stages and gates, activities and stages, and maps
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: CADMID in military procurement projects
• Project management in practice: The Mini project — the brief and the PID
• Topics for discussion
• Further information
• References
• Managing the project process: the 4-D model
  D2: Design it
6. Time planning
• Introduction
1. Deconstruction of a project
2. Constructing a time plan
3. Using Gantt Charts
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: The Balti Experience
• Project management in practice: The mobile phone development
• Topics for discussion
• Further information
• References
7. Rethinking time planning: the critical chain approach
• Introduction
1. Limitations of current approaches to project planning
2. Managing by constraints in projects
3. Using the critical chain approach
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: Balfour Beatty introduce critical chain project management
• Project management in practice: Selecting a personal project
• Topics for discussion
• Further information
• References
8. Cost and benefit planning
• Introduction
1. Basics of a cost planning process
2. Business case development
3. Challenges for the perceived wisdom
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: Justify IT!
• Topics for discussion
• Further information
• References
• Appendix: Present value of £1
9. Stakeholders and quality
• Introduction
1. The concept of quality and quality management
2. Quality performance and conformance
3. Towards quality improvement
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: Adopting a standard for project planning — useful discipline or unnecessary constraint?
• Topics for discussion
• Further information
• References
10. Risk and opportunities management
• Introduction
1. The nature of risk and risk management
2. Qualitative and quantitative approaches
3. Opportunities management
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: It's a risky business
• Topics for discussion
• Further information
• References
• Managing the project process: the 4-D model
  D3: Do it
11. Project organisation: structures and teams
• Introduction
1. Teams
2. Structures
3. Managing People
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: Matrix management at Cardiff Bay Development Corporation
• Project management in practice: Semco
• Topics for discussion
• Further information
• References
12. Management and leadership in projects
• Introduction
1. Leading and managing
2. Style and culture
3. Management fads and fashions
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: Doesn't time fly?
• Topics for discussion
• Further information
• References
13. Control
• Introduction
1. The concept of control
2. Techniques of control
3. Limits of control
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: The Lifter project
• Topics for discussion
• Further information
• References
14. Supply chain issues
• Introduction
1. The supply chain
2. Purchasing and contracts
3. Modern approaches to supply chain management
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: Heathrow Terminal 5
  
• Topics for discussion
• Further information
• References
15. Problem-solving and decision-making
• Introduction
1. Strucuring problems
2. Problem analysis
3. Decision support
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: The use of cause-effect-cause analysis
• Topics for discussion
• Further information
• References
• Managing the project process: the 4-D model
  D4: Develop it
16. Project completion and review
• Introduction
1. Completion and handover
2. Reviews and learning
3. Justifyingit
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: IT all goes pear-shaped at VCS
• Topics for discussion
• Further information
• References
17. Improving project performance
• Introduction
1. Maturity
2. Lean and agile
3. Securing improvement
• Key terms
• Relevant areas of the Bodies of Knowledge
• Project management in practice: New product development at Toyota Forklift Trucks — the X300 project
• Topics for discussion
• Further information
• References

All I can say is that reading this book inspired me to start develop trainings based on the concepts inside.

Outstanding and covers most bases, both from a practical point of vew as well as a theoretical point of view.

Probably most appreciated on an MBA or Masters level.