Project Management

A Strategic Planning Approach

By: Paul Gardiner

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Paperback | 26 January 2005 | Edition Number 1

At a Glance

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336 Pages

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24.6 x 18.9 x 1.9

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Project Management is designed to appeal to undergraduate and postgraduate students studying project management on a business degree. It provides a comprehensive overview of project management practice, while carefully balancing the unique aspects of project management curricula with the more general business skills, including quality, risk, teams, and leadership. The text includes a wide range of cases to connect the academic principles and the complexity of real-life projects. The text is also supported by web-based multiple choice questions, as well as in-text exercises and examples to illustrate the concepts and ideas throughout the book.

Accompanying online resources for this title can be found at bloomsburyonlineresources.com/project-management. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.

Industry Reviews

"This is an excellent(!) introduction, well prepared and outstanding graphic support! I always forget about the importance of planning...but this book reminds me that 'planning can be fun'." - Dr Richard Mischak, University of Applied Sciences, Austria "Overall, Project Management - a strategic planning approach is a valuable resource for all students and academics interested in Project Management ... Its format and written style contribute to makign reading this book an enjoyable experience." - D silva, Journal of the Operationanal Research Society

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You Can Find This Book In

Non-Fiction Business & Management Management & Management Techniques Project Management Economics

About this book	p. xi
Learning objectives	p. xi
Why study project management?	p. xi
Who should use this book?	p. xi
Key features	p. xii
Companion website	p. xii
Learning aids	p. xii
How to use this book	p. xiii
Key themes	p. xiii
Resources for lecturers	p. xiii
Introduction to projects and project management	p. 1
Learning objectives	p. 1
Introduction	p. 1
What is a project?	p. 1
Time Out: Recognising projects	p. 2
Characteristics of projects	p. 2
Insights from Industry The absent-mineded professor	p. 3
Insights from Industry A multimedia project for nursing students	p. 3
Project management explored	p. 5
Planning	p. 5
Organising	p. 6
Controlling	p. 6
Leading and motivating	p. 7
Hard and soft skills	p. 7
Where do projects-come from?	p. 9
Insights from Industry Sources of IT projects at a major UK bank	p. 9
Insights from Industry Junior achievement faces growing paperwork mountain	p. 10
Programme management	p. 11
Differences between programme and project management	p. 11
Insights from Industry Applied IT	p. 12
History of project management	p. 12
Development of management thought	p. 12
Creation of special tools and techniques	p. 12
Development of information and communication technologies	p. 13
Socioeconomic and political influences	p. 13
Expanding scope of project management	p. 13
The future of project management	p. 13
Associations, standards and journals	p. 15
Project management associations and institutes	p. 15
Project management standards	p. 15
Journals	p. 16
Personal training and education	p. 16
Project Management in action: The making of a city technology college	p. 17
Insights from Industry Future learning systems	p. 17
Summary points	p. 20
References	p. 20
A systems view of project management	p. 22
Learning objectives	p. 22
Introduction	p. 22
A systems approach	p. 22
Introduction to systems theory	p. 22
Projects as systems	p. 23
The human factor	p. 25
Feedback in a system	p. 25
The importance of feedback	p. 25
Time Out: Feedback in a simple gardening project	p. 25
Effect of a time lag in a feedback system	p. 25
Feed-forward systems	p. 26
Time Out: Feed forward in a simple gardening project	p. 26
Feedback and feed forward in project management	p. 26
Phases and characteristics of the project life cycle	p. 27
The project life cycle	p. 27
Insights from Industry Why bother with a feasibility study?	p. 28
Common life cycle characteristics	p. 30
Time Out: Project life cycle	p. 31
Information flows in a project	p. 31
Fast tracking	p. 32
Insights from Industry Benefiting from fast tracking	p. 32
Warning about fast tracking	p. 33
A contingency approach to project life cycles	p. 33
Software and systems development project life cycles	p. 34
Time Out: Software development project life cycles	p. 37
Building and construction	p. 37
Insights from Industry Dirty and noisy ... Higgins Hall, Boston College	p. 38
Research and development (R&D)	p. 38
Entertainment and events	p. 39
Time Out: Live entertainment	p. 39
Insights from Industry Edinburgh's Hogmanay Festival	p. 39
Disasters and emergencies	p. 40
Insights from Industry Disasters and emergencies	p. 40
Classifying projects	p. 41
Participant mix	p. 41
Degree of standardisation	p. 42
Degree of visibility	p. 42
Time Out: Classifying projects	p. 42
Business need	p. 43
Insights from Industry Cutting-edge technology project	p. 44
Size and complexity	p. 44
Industry	p. 44
Scaleable project management methodologies	p. 45
Projects in controlled environments (Prince 2)	p. 46
Chapman's project management scaleable methodology	p. 47
Project Management in action: A PC banking project	p. 47
Summary points	p. 52
References	p. 53
Strategy and governance	p. 54
Learning objectives	p. 54
Introduction	p. 54
Projects and strategy	p. 54
Strategic management	p. 55
Corporate governance	p. 56
Strategic governance	p. 58
Decision making under uncertainty	p. 58
Strategic clarity versus freedom of choice	p. 59
Strategic alignment of the project portfolio	p. 60
Benefit delivery	p. 60
A performance ethic	p. 61
Programme governance	p. 61
A governance framework for programmes	p. 61
Insights from Industry System of governance within Queensland Government, Dept of Public Works, Australia	p. 61
Programme organisation	p. 64
Insights from Industry Using a project support office to integrate suppliers	p. 64
Management by projects	p. 65
Insights from Industry Thames Valley Police move towards management by projects	p. 65
IT governance	p. 66
Project governance	p. 68
Authorisation management	p. 69
Insights from Industry Authorisation management	p. 70
Project Management in action: The Scottish Qualifications Authority	p. 71
Summary points	p. 77
References	p. 78
Investment decision making	p. 80
Learning objectives	p. 80
Introduction	p. 80
Insights from Industry IT investment management process, US General Accounting Office	p. 80
Feasibility study	p. 82
Insights from Industry Feasibility study requirements for development projects in China	p. 82
A typical feasibility study	p. 83
Business case development	p. 83
Business case perspectives	p. 84
Level of detail required	p. 84
Progressive development of a business case	p. 85
Capital budgeting	p. 85
Project appraisals	p. 86
Project summary	p. 86
Financial versus economic appraisal	p. 86
Externalities and their valuation	p. 87
Cash flows and sunk costs	p. 87
Cash flow analysis	p. 89
Prioritisation techniques	p. 91
Financial analysis	p. 91
Decision tree analysis	p. 95
Scoring and ranking models	p. 97
Portfolio optimisation	p. 98
Simulation	p. 100
Real options	p. 100
Cognitive modelling	p. 101
Cluster analysis	p. 101
Summary of prioritisation techniques	p. 101
Insights from Industry Prioritisation in practice	p. 101
Project Management in action: Roadkill the movie	p. 103
Summary points	p. 104
Acknowledgments	p. 105
References	p. 105
The project manager, sponsor and other stakeholders	p. 106
Learning objectives	p. 106
Introduction	p. 106
Project stakeholders	p. 106
Leadership role of the project manager	p. 107
Who is the project manager	p. 107
Time Out: The well-prepared project manager	p. 109
Selling the project idea	p. 110
Meeting the needs of the sponsor	p. 110
Insights from Industry Satisfying your customers is really hard work	p. 110
Meeting the needs of the other stakeholders	p. 111
Managing the project life cycle	p. 111
A survey of project leadership skills	p. 112
Time Out: Key differences between excellent and average project managers	p. 113
Project managers need 'soft' skills	p. 113
Time Out: I know a project manager ...	p. 115
The project sponsor	p. 115
Senior management	p. 116
The project board	p. 117
The project champion	p. 117
Insights from Industry Multiple project champions help ensure success	p. 118
Consultants and contractors	p. 118
Consultants	p. 118
Contractors	p. 119
The importance of managing expectations	p. 119
Stakeholder identification and analysis	p. 120
Mapping the impact of stakeholders onto the project	p. 121
From 'managing' to 'collaborating with' stakeholders	p. 123
Project Management in action: Easy Finance Ltd	p. 123
Summary points	p. 124
References	p. 125
Organisation and procurement	p. 126
Learning objectives	p. 126
Introduction	p. 126
The relevance of organisation structure	p. 126
Insights from Industry Organisation and communication issues for a defence project contractor	p. 127
Functional structure	p. 128
Product (or projectised) structure	p. 129
Matrix structure	p. 130
Insights from Industry The Twingo project	p. 131
Weak matrix structure	p. 132
Strong matrix structure	p. 132
Discussion of matrix management	p. 132
Insights from Industry Silos and hierarchies	p. 133
Virtual organisations	p. 135
Organisational boundaries in procurement	p. 135
Supply chain management	p. 136
Procurement planning	p. 137
Requirements planning	p. 137
Solicitation	p. 139
Awarding	p. 141
Contract administration	p. 142
Insights from Industry Hiring consultants	p. 142
Contract terms of payment	p. 143
Fixed price contracts	p. 144
Cost reimbursement contracts	p. 145
Other contracts	p. 145
Incentive contracting	p. 145
Insights from Industry Incentive-based savings pave the way for new projects	p. 146
How to choose a contract payment method	p. 148
Insights from Industry Contractors ask for more risk!	p. 149
International contracts	p. 150
NEC	p. 150
FIDIC	p. 150
International contract law	p. 150
World Trade Organization (WTO) procurement guidelines	p. 151
World Bank procurement guidelines	p. 151
Partnering and joint ventures	p. 151
Which projects can benefit from partnering?	p. 152
Common pitfalls in joint ventures (JVs)	p. 153
Project-based joint ventures	p. 153
Boot, Bot and Boo arrangements	p. 154
Project Management in action: Knowing the drill - virtual teamwork at BP	p. 155
Project Management in action: Maritime helicopter procurement process	p. 156
Summary points	p. 158
References	p. 158
Managing risk and quality	p. 160
Learning objectives	p. 160
Introduction	p. 160
Risk and risk management	p. 161
Insights from Industry If you don't take commercial risks, you're not going to make any money	p. 162
Risk management planning	p. 163
Risk assessment	p. 164
Identification of risks	p. 164
Analysis and prioritisation	p. 165
Risk control	p. 166
Risk response planning	p. 166
Insights from Industry Simulation studies at the Auckland International Airport terminal expansion	p. 168
Risk resolution	p. 168
Risk monitoring and reporting	p. 168
Contingency planning - if all else fails ...	p. 169
Useful tools to help manage risk	p. 169
Keeping a risk register	p. 169
Risk concept map	p. 170
Ramp	p. 171
Health and safety	p. 173
What is safety	p. 173
Hazards	p. 173
Tolerability of risk (ToR)	p. 174
HAZOP studies - safety in the process industries	p. 175
Safety critical applications in projects	p. 175
Quality management	p. 176
Product quality	p. 176
Service quality	p. 177
Process quality	p. 177
Insights from Industry Payroll on the loose	p. 178
Quality, grade, reliability	p. 179
International Organisation for Standardisation (ISO)	p. 179
Deming	p. 181
Juran	p. 183
Crosby	p. 183
Quality management processes	p. 184
Quality management complements project management	p. 184
The cost of quality	p. 184
Total cost of quality	p. 185
Quality control tools	p. 185
Special concerns for projects	p. 186
Taking cognisance of the external environment	p. 187
Insights from Industry Airport and runway projects	p. 187
Insights from Industry Australia's Fight for a Tidal Power Station	p. 188
Project Management in action: Taj Mahal Cycle Taxi Improvement Project	p. 189
Summary points	p. 196
References	p. 197
Project initiation and team building	p. 198
Learning objectives	p. 198
Introduction	p. 198
Project scoping - defining a project's mission and purpose	p. 198
Identifying the project's requirements	p. 199
The project charter	p. 200
Scoping is iterative - requirements can change	p. 200
The stakeholders - getting them to say 'Yes'	p. 201
Critical success factors	p. 201
Objectives	p. 201
Value management	p. 202
What's involved - scope, time, resources	p. 202
Scope-time-cost triangle	p. 202
Time Out: Scope, time, cost	p. 203
Breakdown structures	p. 204
Deliverables and activities	p. 204
The concept of 'chunking'	p. 205
Using breakdown structures in project management	p. 205
The work breakdown structure (WBS)	p. 205
Developing a WBS	p. 206
Time Out: Creating a WBS	p. 208
The organisation breakdown structure (OBS)	p. 208
The project team and team building	p. 210
Selecting the project team	p. 210
Organising the project team and role clarification	p. 211
Holding a kick-off meeting or workshop	p. 212
Opportunities for team building and development	p. 212
Time Out: Team-building scenarios	p. 213
How to recognise an effective team	p. 214
Time Out: Using the team effectiveness inventory	p. 214
Models for team development	p. 214
Life cycle of a team	p. 214
Belbin's team roles	p. 217
Conflict management	p. 218
Fundamental needs of an effective team	p. 221
The four pillars model of effective teams	p. 222
Limitations of team building	p. 229
Project Management in action: DataSys knowledge transfer programme	p. 230
Summary points	p. 241
References	p. 242
Estimating, scheduling and budgeting	p. 244
Learning objectives	p. 244
Introduction	p. 244
The project schedule	p. 245
Estimating activity durations	p. 245
Issues in estimating duration	p. 245
Defining activity dependencies and creating a project network	p. 246
Sequencing activities in parallel or in series	p. 246
The network diagram	p. 246
Activity boxes	p. 246
Activity relationships	p. 247
Creating a network	p. 247
Time Out: Using a precedence table to draw a network	p. 248
Using Post-it notes	p. 249
Time Out: Defining logical relationships and creating a network from scratch	p. 249
Analysing the network to determine the critical path	p. 250
Forward pass	p. 251
Backward pass	p. 251
Activity floats	p. 251
Time Out: Analysing a network	p. 251
Importance of network analysis	p. 252
Gantt chart	p. 252
Milestones	p. 253
Gantt charts versus network diagrams	p. 253
Adding people and optimising the schedule	p. 254
Worked example in resource smoothing	p. 255
Worked example in project crashing	p. 257
Project management software packages	p. 260
Project budgeting	p. 261
Insights from Industry Gambling with high stakes	p. 262
The building blocks of a budget	p. 262
The budget as a yardstick	p. 262
Approaches to budgeting	p. 263
Top-down budgeting	p. 263
Insights from Industry The Sydney Opera House - success or failure?	p. 263
Bottom-up budgeting	p. 263
Iterative budgeting	p. 264
Insights from Industry Communication saves projects	p. 264
Risk and management reserve	p. 264
Time Out: No management reserve!	p. 264
Project budgeting in action	p. 265
How much detail	p. 265
Creating a budget structure	p. 265
Generating a time-phased budget	p. 265
Life cycle costing	p. 265
Suppliers	p. 265
Insights from Industry Take good care of your suppliers	p. 266
Time Out: Financial reporting systems	p. 266
Resource planning	p. 266
Cost estimating	p. 267
Insights from Industry Learning...the price of success	p. 267
Tools and techniques for cost estimating	p. 267
Analogous estimating (or top-down estimating)	p. 267
Parametric estimating	p. 267
Insights from Industry Parametric cost estimating	p. 268
Definitive estimating (or bottom-up estimating)	p. 268
Cost budgeting	p. 268
Time Out: A question of detail	p. 268
S-curves	p. 269
Cash flow projections	p. 270
Creating a cash flow and S-curve	p. 270
Time Out: Project cash flows	p. 271
Time Out: Optimising duration for minimum cost	p. 276
Project Management in action: Albion Sugar Company	p. 278
Summary points	p. 281
References	p. 283
Control, closure and continuous improvement	p. 284
Learning objectives	p. 284
Introduction	p. 284
Project monitoring and control	p. 284
Project control systems	p. 285
Control limits	p. 285
Effectiveness of project control systems	p. 285
Designing a project monitoring and control system	p. 285
Change management and control	p. 286
Benefits of effective change management	p. 286
Types and sources of change	p. 287
The change management plan	p. 287
Milestone monitoring	p. 289
Time Out: Use of milestone monitoring	p. 289
Project control using earned value analysis (EVA)	p. 291
Origin of EVA	p. 291
The primary measurement variables in EVA	p. 291
Time Out: Missing information	p. 291
A few more metrics	p. 292
Time Out: Care with cost curves	p. 293
Time Out: Applying EVA to a project	p. 293
Difficulties with EVA	p. 294
Estimating physical progress using the 0/100 rule	p. 294
Estimating physical progress using a variation of the 0/100 rule	p. 294
Estimating physical progress using units or standards	p. 294
Time Out: Measuring physical progress when cleaning a car	p. 294
Project closure	p. 295
Benefits of efficient project closure	p. 295
The closure plan	p. 295
Closing the project	p. 296
Final project evaluation	p. 296
Determinants of project success and failure	p. 297
Project success	p. 297
Project failure	p. 299
Critical chain project management (CCPM) - a critical perspective	p. 300
Introduction to the theory of constraints (TOC)	p. 300
Applying TOC to project management: the critical chain	p. 300
The TOC approach to managing safety time	p. 301
Feeding buffers	p. 302
Multiple projects	p. 303
Controlling the process - buffer management	p. 304
Benefits and criticisms of critical chain project management	p. 304
Behaviour changes required to implement CCPM	p. 305
Continuous improvement	p. 305
Performance measurement	p. 306
Project Management in action: The $26 million 'Oops!'	p. 307
Summary points	p. 311
References	p. 312
Table of Contents provided by Ingram. All Rights Reserved.

Project Management

A Strategic Planning Approach

At a Glance

Paperback

Industry Reviews

Shipping

How to return your order

Defective items

You Can Find This Book In

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