Gower Handbook of Project Management, 4th Edition

This book is intended as a handbook for project management practitioners. The aim is to give an introduction to, and overview of, the essential knowledge required for managing projects. A team of experienced practitioners have been selected to introduce the reader to the knowledge and skills required to manage projects. There are four parts such as: Projects - describing the context of projects in organizations, and their nature; Performance - describing how to manage the delivery of the project, covering scope, quality, cost, time, resources, risk, etc; Process - describing the project management life-cycle and each stage of it; and People - describing how to manage the people working on projects.This fourth edition builds on the successful structure of previous editions and chapters have now been added on benefits management, requirements management, and project management maturity. The chapter of programme management has been split to recognise the difference between programmes and portfolios.This latest edition of an encyclopedia for the discipline and profession of project management is a classic that no-one in the field should be without. 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 PRINCE2TM......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 This Handbook was the first APM Body of Knowledge Approved title for the Association for Project Management. Over the course of five editions, Gower Handbook of Project Management has become the definitive desk reference for project management practitioners. The Handbook gives an introduction to, and overview of, the essential knowledge required for managing projects. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The Fifth Edition has been substantially restructured. All but two of the authors are new, reflecting the fast-changing and emerging perspectives on projects and their management. The four sections in the book describe: ¢ Projects, their context, value and how they are connected to organizational strategy; ¢ Performance: describing how to manage the delivery of the project, covering scope, quality, cost, time, resources, risk and sustainability ¢ Process: from start up to close down ¢ Portfolio: the project and its relationship to the organization The discrete nature of each chapter makes this Handbook a wonderful source of advice and background theory that is easy to consult. Gower Handbook of Project Management is an encyclopaedia for the discipline and profession of project management; a bible for project clients, contractors and students. This book is intended as a handbook for project management practitioners. It gives an introduction to, and overview of, the essential knowledge required for managing projects. A team of experienced practitioners have been selected to introduce the reader to the knowledge and skills required to manage projects. There are four parts: Projects: describing the context of projects in organizations, and their nature Performance: describing how to manage the delivery of the project, covering scope, quality, cost, time, resources, risk, etc Process: describing the project management life-cycle and eac This handbook for project management practitioners gives an introduction to, and overview of, the essential knowledge required for managing projects, from the perspective of an experienced team of practitioners in the field. There are four parts:o Projects: describing the context of projects in organizations, and their natureo Performance: describing how to manage the delivery of the project, covering scope, quality, cost, time, resources, risk, etco Process: describing the project management life-cycle and each stage of ito People: describing how to manage the people working on projects