Gower Handbook of Project Management, 4th Edition

Contents......Page 6
List of Figures......Page 18
Notes on Contributors......Page 26
Preface......Page 40
1 A Handbook for Project Management Practitioners......Page 42
The Gower Handbook of Project Management......Page 44
Other Project Management Knowledge Areas......Page 56
General Management Knowledge Areas......Page 58
References and Further Reading......Page 60
PART I PROJECTS......Page 62
2 Implementing Strategy through Programmes of Projects......Page 68
Interaction between Projects, Programmes and Corporate Strategy......Page 69
Portfolios, Programmes, and Projects......Page 71
Four Case Studies of Moving from Corporate to Project Strategy......Page 74
Cross-comparison of Case Study Findings......Page 79
Overall Findings and Conclusions......Page 83
References and Further Readings......Page 85
What is Project Portfolio Management?......Page 88
Managing Tactical Benefits and Efficiency......Page 91
Priortizing Projects and Programmes: Corporate Strategy and Resources......Page 99
References and Further Reading......Page 110
What is Programmes of Projects (PMG?)......Page 112
Linking Business Strategy with Project Through Programmes......Page 116
The Programme Management Life-cycle......Page 119
Developing the Right Approaches and Methodologies......Page 128
References and Further Reading......Page 133
5 Projects and their Management......Page 136
The Project......Page 137
The Value of the Project......Page 144
Project Governance and Management......Page 145
The Project-based or Project-oriented Organization......Page 148
The Stakeholders......Page 149
References and Further Reading......Page 150
6 Project Success and Strategy......Page 152
Project Success Criteria......Page 153
Project Success Factors......Page 157
A Strategy for Project Implementation......Page 164
References and Further Reading......Page 166
7 Processes and Procedures......Page 168
Method......Page 169
BS 6079: a Guide to Project Management......Page 171
PRINCE2™......Page 176
ISO 10006: Guidelines for Quality Management in Projects......Page 188
Conclusion......Page 192
References and Further Reading......Page 193
Project Planning and Control Tools......Page 194
Standalone Tools......Page 195
Companion Tools......Page 196
Modular Tools......Page 198
Hosted Tools......Page 199
Methodology Tools......Page 201
In Conlusion......Page 202
9 The Project, Programme or Portfolio Office......Page 204
Types of PMO......Page 205
Functions and Purpose of the PMO......Page 206
Establishing PMO......Page 210
The Successful PMO......Page 219
References and Further Reading......Page 221
Strategy, Structure and Culture of the Project-Oriented Company......Page 224
Maturity Models......Page 229
Summary......Page 247
References and Further Reading......Page 248
Project Auditing......Page 250
Project Management Auditing......Page 252
Auditing for the Governance of Projects......Page 261
Summary......Page 262
References......Page 263
12 Managing the Context......Page 264
Definations and Implications......Page 265
Steps in Carrying out a Pestle Analysis......Page 273
References and Further Reading......Page 278
PART II PERFORMANCE......Page 280
13 Managing Benefits......Page 286
The Business Perspective......Page 287
The Project Management Perspective......Page 288
The Pivotal Role of the Executive Sponsor......Page 289
Processes and Practices......Page 291
References and Further Reading......Page 300
14 Managing Requirements......Page 302
The Requirements Management Problem......Page 304
What are Requirements?......Page 305
The Requirements Management Process (RMP)......Page 307
Toolsets for Requirement Management......Page 312
Conclusion......Page 313
References and Further Reading......Page 314
15 Managing Scope –Configuration and Work Methods......Page 316
Project Defination......Page 318
Configuration Management......Page 325
Change Control......Page 333
Configuration Management Through the Life-cycle......Page 335
Goal Directed Project Management......Page 336
References and Further Reading......Page 341
16 Managing Value......Page 344
Understanding Value......Page 345
Value Management......Page 347
The Value Management Process......Page 349
References and Further Reading......Page 355
Quality in the Context of Projects......Page 356
A Five Element Model for Quality......Page 359
Is Quality Free?......Page 364
Diagnostic Tools for Solving Quality Problems......Page 365
IPMA Project Excellence Model......Page 369
References and Further Reading......Page 373
External Organizational Structures......Page 374
Internal Organizational Structures......Page 380
Responsibility Charts......Page 386
References and Further Reading......Page 390
Preparation for Scheduling......Page 392
Scheduling the Furniture Project Using a Bar Chart......Page 395
Activity-on-arrow Critical Path Networks......Page 399
Precedence Networks......Page 405
Creating Practical Logic......Page 409
Early Consideration of Resources......Page 410
Network too Big?......Page 412
Timescale too Long?......Page 413
References and Further Reading......Page 414
Cost Definations......Page 416
Principles of Cost Management......Page 418
Cost Estimating......Page 421
Cost Budgets......Page 429
Cost Monitoring Using Simple Graphs......Page 431
Milestone Monitoring......Page 435
Cost Reporting Based on Earned Value......Page 439
References and Further Reading......Page 443
What Resources to Schedule......Page 446
Resource Scheduling Principles......Page 448
The Role of Critical Path Networks in Resource Scheduling......Page 451
Conflict Between Project Time and Resource Limits......Page 454
Scheduling Projects Resources with a Computer......Page 456
Output Reports from Resource Scheduling......Page 459
Some Resource Timing Problems......Page 461
Multi-project Scheduling......Page 463
Benefits......Page 466
References and Further Reading......Page 467
22 Managing Risks......Page 468
The Risk Management Process, RMP......Page 470
Alternative Perspectives......Page 488
Conclusion......Page 491
References and Further Reading......Page 492
An Introduction to Occupational Health and Safety......Page 494
The Cost of Health and Safety......Page 495
Risk Assessment......Page 496
Risk Control......Page 498
The Role of Occupational Health and Safety in Project Management......Page 502
Safety Policy......Page 504
References and Further Reading......Page 508
Appendix 23.1: Legal Requirements......Page 509
Appendix 23.2: Personal Responsibility......Page 516
Appendix 23.3: Safety Practitioner......Page 518
Appendix 23.4: Construction Health and Safety......Page 520
24 Managing the Environment......Page 524
Environmental Strategy......Page 525
Environmental Principles and Impact Analysis......Page 531
Pollution Prevention......Page 538
Pollution Control......Page 551
Knowledge-driven EMS......Page 556
References and Further Reading......Page 561
PART III PROCESS......Page 564
Three Perspectives......Page 568
Project Life-Cycles......Page 570
Project Processes......Page 574
Extended Life-Cycle Models......Page 581
Project Management Techniques......Page 584
Summary......Page 586
References and Further Reading......Page 587
Perceptions of Projects and Project Management Approaches......Page 588
The Project Management Process......Page 594
The Project Start Process......Page 598
Design of the Project Start......Page 601
Different Project Starts for Different Types of Project......Page 607
References and Further Reading......Page 608
Begin with the End in Mind......Page 610
Defining the Governance Structure......Page 611
Developing the Plans......Page 614
Initiating Document and Configuration Management......Page 620
Authority to Proceed with the Project......Page 623
Scalability......Page 624
Conlusion......Page 625
References and Further Reading......Page 626
28 Project Modelling......Page 628
What is a Model?......Page 629
Why Do We Need to Model- The Complexity of Projects......Page 630
What Makes a Good Modeller?......Page 635
References and Further Reading......Page 640
Essential Framework for Managing Process......Page 644
Communicating the Work Programme......Page 647
Starting Up......Page 648
Managing Progress in the Various Project Functions......Page 649
Progress Meetings......Page 655
Progress Measurement......Page 657
Changes......Page 662
Progress Reporting......Page 665
References and Further Reading......Page 667
30 Project Closure and Aftermath......Page 668
Finishing the Work......Page 669
Transferring the Asset......Page 671
Winding Up Project Management......Page 674
Project Aftermath......Page 676
References and Further Reading......Page 683
PART IV PEOPLE......Page 684
31 Managing Human Resources in the Project-based Organization......Page 690
HRM Challenges in the Project-Based Company......Page 692
Additional Practices Specific to Projects and Programmes......Page 697
Different Practices Within the Parent Organization......Page 705
References and Further Reading......Page 716
Employee Well-Being......Page 714
32 Developing Individual Competence......Page 718
Approaches to Defining Competence......Page 719
Standards for the Assessment and Development of Project Management Competence......Page 724
The Role of Assesment in Development of Project Management Competence......Page 727
Corporate Approaches to Assessing and Developing Project Management Competence......Page 729
Conclusion......Page 732
References and Further Reading......Page 733
33 Developing Project Management Capability of Organizations......Page 736
The Need for Organizational Project Management Capability......Page 737
Components of Organizational Project Management Capability......Page 738
Setting a Baseline for Development......Page 747
Planning and Implementing a Project Management Improvement Programme......Page 748
Continuous Improvement of Organizational Project Managemen Capability......Page 751
References and Further Readings......Page 759
34 Managing Teams: The Reality of Life......Page 762
Practical Guidelines......Page 763
Further Opportunities for Growth......Page 771
References and Further Reading......Page 778
35 Leadership......Page 780
Theories of Leadership......Page 781
The Trait School......Page 782
The Behavioural School......Page 785
The Contingency School......Page 786
The Visionary School......Page 790
The Competency School......Page 792
Conclusion......Page 794
References and Further Reading......Page 797
36 Managing Stakeholders......Page 798
Principles......Page 799
The Stakeholder and Management Process......Page 802
Hints and Tips......Page 817
References and Further Reading......Page 818
37 Managing Communication......Page 820
A Model for Communication on Projects......Page 821
Modes of Communication......Page 824
The Process for Managing Communication......Page 827
Typical Communication Practices......Page 838
Conclusion......Page 840
References and Further Reading......Page 841
38 Managing Conflict......Page 842
Avoiding Conflict......Page 843
Developing an Influence Strategy......Page 844
Resolving Conflict......Page 850
The Power and Value of Information......Page 852
Summary......Page 855
References and Further Reading......Page 856
Definations and Concepts of Culture......Page 858
Culture in Business......Page 859
Managing Culture in Project Organizations......Page 862
The Culturally-fluent Project Organization......Page 865
The Culturally-fluent Project Management......Page 867
Managing Cultural Diversity in Project Teams......Page 870
Organizational Strategies for Leveraging Cultural Assets......Page 876
References and Further Reading......Page 878
40 Managing Ethics......Page 880
Ethics and Project Management......Page 882
Ethics as a Differentiator......Page 885
Ethical Theory......Page 886
Ethics Abroad......Page 890
Practical Help......Page 892
Conclusions......Page 893
References and Further Reading......Page 894
Index......Page 896