Reconstructing Project Management

Title page......Page 7
Copyright page......Page 8
Contents......Page 9
Figures......Page 15
Tables......Page 17
About the Author......Page 19
Preface......Page 21
Introduction......Page 25
Structure and Thesis of the Book......Page 26
Take-Aways......Page 29
References and Endnotes......Page 30
Part 1: Constructing Project Management......Page 31
Historical Method......Page 33
Bespeaking Relevant Knowledge......Page 34
References and Endnotes......Page 35
Pre-History: Projects and Society......Page 36
Managing engineering projects: the master mason......Page 38
Military projects......Page 39
The rise of the professional engineer: integration is threatened......Page 40
Health and safety......Page 41
Supra projects......Page 42
Early Attempts at Formal Project Integration......Page 43
Project coordination......Page 45
World War II and the Manhattan Project......Page 46
References and Endnotes......Page 48
USAF Integration: The Formal Recognition of Project Management......Page 51
Schriever and the Atlas Program......Page 54
Concurrency and configuration management......Page 56
Polaris......Page 57
PERT and CPM......Page 58
Construction......Page 59
McNamara and the Bureaucracy of Systems......Page 60
Apollo: Configuration Management and Project Leadership......Page 61
DoD Bureaucratisation......Page 65
Externalities......Page 67
Second-generation systems project management......Page 68
Nuclear Power......Page 70
The Extractive Industries......Page 72
References and Endnotes......Page 73
The PMBOK® Guide......Page 76
Theoretical Underpinnings......Page 79
Integration......Page 81
Critical success factor studies......Page 83
‘The Management of Projects’......Page 84
The APM, IPMA, and Japanese BOKs......Page 85
‘Management by projects’......Page 87
Wheelwright and Clark......Page 89
Concurrent engineering......Page 90
Academic Engagement......Page 91
References and Endnotes......Page 94
IMEC: ‘Large Engineering Projects’......Page 99
Contracting and Procurement......Page 100
The ‘total procurement package’ concept......Page 101
Partnering and the new Procurement Environment......Page 102
The Andrew oil field......Page 103
Flyvbjerg et al.: Transportation Projects and Optimism Bias......Page 105
BOT/PFI......Page 106
Value and Benefits......Page 107
Health, Safety, and Environment......Page 108
Software Projects and Standish......Page 110
Technology and Requirements Management......Page 112
Agile Project Management......Page 114
Information and Communications Technology (ICT)......Page 115
Critical Chain......Page 116
The New Accommodation Programme (NAP)......Page 117
Developing Enterprise-Wide p.m. Capability: The US Department of Energy (DoE)/NRC Study......Page 118
References and Endnotes......Page 119
Strategy and Governance......Page 123
Best Practice Guidelines and Maturity......Page 124
Critical Management......Page 126
Learning and Development......Page 128
References and Endnotes......Page 129
7: The Development of Project Management: Summary......Page 132
Part 2: Deconstructing Project Management......Page 137
The Domain......Page 139
Deconstructing Deconstruction......Page 140
Levels 1–3 in the Management of Projects......Page 141
Developing Projects......Page 144
References and Endnotes......Page 145
Scope Management......Page 147
The PBS and the WBS......Page 148
Baselining scope......Page 149
Configuration management......Page 150
Phasing and fast-tracking......Page 152
Bottom-up scheduling......Page 153
Resource scheduling......Page 155
Critical Chain......Page 157
Last planner......Page 158
Software estimating......Page 159
Uncertainty, contingencies and low-balling......Page 160
Budgeting......Page 162
Cash flow......Page 163
Performance Management (Earned Value)......Page 164
References and Endnotes......Page 166
Sponsor-project manager roles......Page 169
Other p.m. roles......Page 171
Structure......Page 173
The project life-cycle......Page 174
Overlapping and sub-dividing stages......Page 175
Functional, project and matrix forms......Page 176
Networks......Page 179
Contingency Theory and Organisation Design......Page 180
References and Endnotes......Page 181
Governance......Page 184
Strategy......Page 185
The Front-End......Page 188
References and Endnotes......Page 189
12: Managing the Emerging Project Definition......Page 191
Requirements Management......Page 192
Innovation......Page 194
References and Endnotes......Page 198
13: Procurement and the Project’s Commercial Management......Page 200
Acquisition and Contracting Strategy......Page 201
Work packaging......Page 202
Partnering and Alliancing......Page 203
Procurement......Page 205
Contract Administration......Page 206
References and Endnotes......Page 208
Building Value, Achieving Benefits......Page 210
Value Management......Page 212
Benefits Management......Page 213
Risk and Opportunity Management......Page 214
Quality Management......Page 216
Health, Safety, Security, and Environment (HSSE)......Page 218
References and Endnotes......Page 219
15: People......Page 222
Leadership......Page 223
Teams......Page 225
Culture......Page 227
Communications......Page 229
Emotional Intelligence (EI)......Page 230
Influencing (power) and negotiating......Page 231
Conflict Management......Page 232
Delegation and empowerment......Page 233
References and Endnotes......Page 234
16: Level 3: The Institutional Context......Page 238
Functions of the PMO......Page 239
Defining project management competencies for the organisation......Page 240
Assessing competence and organisational maturity......Page 241
Articulating and ‘holding’ central project management knowledge......Page 243
Gathering ‘lessons learned’......Page 244
Arranging project reviews......Page 247
Clearing the Decks for Reconstruction......Page 248
References and Endnotes......Page 250
Part 3: Reconstructing Project Management......Page 253
A Discipline......Page 255
A Knowledge Domain......Page 256
References and Endnotes......Page 257
Terminology......Page 258
Ontology......Page 260
Epistemology and Theories of Project Management......Page 261
Methodology......Page 264
Teleology......Page 267
The Character of the Field’s Substantive Knowledge......Page 268
Technology......Page 269
Organisation theory......Page 270
Summary: Interdisciplinarity and empowerment......Page 271
References and Endnotes......Page 273
19: Managing Context......Page 276
Independent (or Semi-Independent) Variables......Page 277
Dependent Variables......Page 278
Organisation design tools......Page 279
References and Endnotes......Page 280
Questions of Purpose......Page 281
Enhancing Sponsor Value......Page 282
Governance and strategy......Page 284
Stakeholders......Page 285
Requirements and innovation......Page 286
Project and program leadership......Page 287
Control......Page 288
Benefits management and opex......Page 289
The Japanese Approach: Pursuing Innovation and Value......Page 290
References and Endnotes......Page 291
Connecting p.m. to Organisational Performance......Page 293
The New Dystopia?......Page 294
Portfolio management......Page 297
Program management......Page 298
Project management......Page 299
References and Endnotes......Page 300
Part 4: Summa......Page 303
The Sweep of Project Management......Page 305
Conclusions for the Discipline......Page 307
Appendices......Page 311
Appendix 1: Critical Success Factor Studies......Page 313
References......Page 324
Appendix 2: ‘Characteristics of Successful Megaprojects or Systems Acquisitions’......Page 330
Index......Page 333