Managing Projects for success is a 'how to do it' book of considerable value to practitioners and students alike. It provides the challenge of theory application through a series of exercises and is comprehensively illustrated.
Managing Projects for Success equips the reader with specialist skills that can be immediately applied in practice and is written in three inter-related parts - Part 1: The framework; Part 2: Planning for control and Part 3: The tool kit - to promote clarity of understanding and study.
The Framework sets out the bigger picture and a body of knowledge that describes the profession of project management. Planning and controlling are of paramount importance in the successful outcome of projects and part three describes and works through management processess.
Each section includes an extensive list of references, enabling the reader to explore the topics covered in further detail, if required. The text is written in an easy readable style, making it accessible to all levels of reader while maintaining its standing as a work of considerable merit. A comprehensive index ensures that this book will be used as an excellent reference tool by practitioners and students alike. There is also an additional list of references at the end of the book. This is both an excellent reference book for existing project managers and a useful textbook for students new to the profession".
Albert Hamilton's years of research, academic and practice experience gives this definitive book a unique approach to project management, that readers can directly draw on as an effective practical work tool.
Preface
Part 1 : The Framework
Chapter 1 : Change : Using It to Our Advantage
Chapter 2 : Management : The Means to Transform
Chapter 3 : Systems Theory
Chapter 4 : Systems Mapping
Chapter 5 : Projects : One-Time Events
Chapter 6 : Project Management Process
Chapter 7 : Project Scope Management and Time Management
Chapter 8 : Project Cost Management and Communication Management
Chapter 9 : Project Risk Management and Procurement Management
Chapter 10 : Project Human Resources Management and Quality Management
Part 2 : Planning for Control
Chapter 11 : Planning The Project
Chapter 12 : Scheduling Methods
Chapter 13 : Network Scheduling
Chapter 14 : Precedence Diagramming and Scheduling
Chapter 15 : Resource Allocation
Chapter 16 : Least-Code Scheduling
Chapter 17 : Program Evaluation and Review Technique
Chapter 18 : Work Progress and Updating
Chapter 19 : Project Time and Cost Control
Chapter 20 : Tracking and Analysing Delays
Part 3 : The Tool Kit
Chapter 21 : Conceptualising The Project
Chapter 22 : Economic Evaluation and Funding
Chapter 23 : Defining The Project
Chapter 24 : The Value Process
Chapter 25 : Concurrent Engineering and Configuration Management
Chapter 26 : Risk Indentification, Analysis and Allocation
Chapter 27 : Cost Estimation Methods
Chapter 28 : Procuring Goods and Services
Chapter 29 : The Project Team and Its Management
Chapter 30 : Implementation and Close-Out
References
Index
