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The Handbook of Project-based Management : Leading Strategic Change in Organizations - J.Rodney Turner

The Handbook of Project-based Management

Leading Strategic Change in Organizations

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Discover How to Dramatically Improve the Processes of Project-Based Management in Any Organization

One of the most influential books ever written on the development of project management, "The Handbook of Project-Based Management" has been completely revised for a new generation of students and practitioners. The Third Edition now features a major change in focus from delivering corporate objectives to achieving strategic change, including embedding corporate change after a project is completed.

Filled with over 150 illustrations, The Third Edition of "The Handbook of Project-Based Management" contains: A rigorous guide to project management practice for the twenty-first century Complete tools for managing project performance and process New to this edition: new focus on achieving strategic change; new information on the project life cycle; new applications to different industries; new material on strategic design, stakeholders, and organizational capability; shift in emphasis from administrative procedures to governance

Inside this Cutting-Edge Guide to Twenty-First Century Project Management - The Context of Projects: - Projects for Delivering Beneficial Change - Project Success and Strategy - The People Involved - Managing Performance: - Scope - Project Organization - Quality - Cost - Time - Risk - Managing the Process: - Project Process - Project Start-Up - Project Execution and Control - Project Close-Out - Governance of Project-Based Management: - Project Governance - Program and Portfolio Management - Developing Organizational Capability - Governance of the Project-Based Organization - International Projects

About the Author

Rodney Turner is Professor of Project Management at the Kemmy Business School of the University of Limerick and at the Lille School of Management. He is also an Adjunct Professor at the University of Technology, Sydney and Educatis University, Zurich, and Visiting Professor at Henley Management College and George Washington University. Rodney Turner is the author or editor of fourteen books. He is editor of The International Journal of Project Management, and has written articles for journals, conferences, and magazines. He lectures on and teaches project management worldwide. From 1991 to 2004, Rodney was a member of Council of the UK's Association for Project Management, with two years as Treasurer and two as Chairman. He is now a Vice-President. From 1999 to 2002, he was President and then Chairman of the International Project Management Association, the global federation of national associations in project management, of which APM is the largest member. He has also helped to establish the Benelux Region of the European Construction Institute as foundation Operations Director. Rodney is director of several SMEs and a member of the Institute of Directors. He is also a Fellow of the Institution of Mechanical Engineers and of the Association for Project Management.

Prefacep. xv
Acknowledgmentsp. xvii
Leading Change through Projectsp. 1
Projects and their Managementp. 2
The Process Approachp. 17
The Management of Projects and this Bookp. 20
Images of Projectsp. 21
Summaryp. 24
Referencesp. 25
Managing the Context
Projects for Delivering Beneficial Changep. 29
Identifying the Need for Performance Improvementp. 29
Diagnosing the Change Requiredp. 31
The Benefits Mapp. 37
Projects for Implementing Corporate Strategyp. 39
Summaryp. 46
Referencesp. 46
Project Success and Strategyp. 47
Project Success Criteriap. 48
Key Performance Indicatorsp. 52
Project Success Factorsp. 53
The Strategic Management of Projectsp. 60
Principles of Project Managementp. 65
Summaryp. 67
Referencesp. 68
The People Involvedp. 71
Reactions to Changep. 71
Managing Stakeholdersp. 77
Communicating with Stakeholdersp. 83
Project Teamsp. 85
Leading Projectsp. 89
Summaryp. 95
Referencesp. 96
Managing Performance
Managing Scopep. 101
Principles of Scope Managementp. 102
Project Definitionp. 104
Planning at the Strategic Level: Milestone Plansp. 106
Planning at Lower Levelsp. 113
Applicationsp. 118
Summaryp. 120
Referencesp. 121
Managing Project Organizationp. 123
Principlesp. 123
The External Organizationp. 126
The Internal Organizationp. 131
Responsibility Chartsp. 133
Summaryp. 139
Referencesp. 140
Managing Qualityp. 141
Quality in the Context of Projectp. 141
Achieving Quality on Projectsp. 144
Configuration Managementp. 148
Summaryp. 154
Referencesp. 155
Managing Costp. 157
Estimating Costsp. 157
Types of Costsp. 162
Estimating Techniquesp. 171
Controlling Costs: Obtaining Value for Moneyp. 175
Summaryp. 181
Referencesp. 182
Managing Timep. 183
The Time Schedulep. 183
Estimating Durationp. 189
Calculating the Schedule with Networksp. 191
Resource Histograms and Resource Smoothingp. 201
Controlling Timep. 204
Summaryp. 207
Referencesp. 208
Managing Riskp. 209
The Risk Management Processp. 209
Identifying Riskp. 211
Assessing Riskp. 216
Analyzing Riskp. 223
Managing Riskp. 226
Summaryp. 230
Referencesp. 231
Managing the Process
The Project Processp. 235
The Project and Product Life Cyclep. 235
The Feasibility Studyp. 239
The Design Phasep. 242
New Product Developmentp. 246
Concurrent Engineeringp. 250
Information Systems Projectsp. 254
Summaryp. 262
Referencesp. 263
Project Start-Upp. 265
The Start-Up Processp. 265
Start-Up Workshopsp. 270
Project Definition Report and Manualp. 274
Summaryp. 277
Referencesp. 278
Project Execution and Controlp. 279
Resourcing a Projectp. 279
Implementation Planningp. 280
Allocating Workp. 284
Requirements for Effective Controlp. 286
Gathering Data and Calculating Progressp. 288
Taking Actionp. 294
Summaryp. 296
Referencesp. 298
Project Close Outp. 299
Timely and Efficient Completionp. 300
Transferring the Asset to the Usersp. 301
Embedding the Change and Obtaining Benefitp. 302
Disbanding the Teamp. 303
Postcompletion Reviewsp. 305
Summaryp. 306
Referencesp. 307
Governance of Project-Based Management
Project Governancep. 311
Governancep. 311
Governance of the Projectp. 312
The Principal-Agent Relationshipp. 315
Communication between the Project Manager and Sponsorp. 317
Summaryp. 320
Referencesp. 321
Program and Portfolio Managementp. 323
Definitionsp. 324
Managing Portfoliosp. 328
Managing Programsp. 335
The Project Officep. 337
Summaryp. 340
Referencesp. 341
Developing Organizational Capabilityp. 343
Defining Capabilityp. 343
Developing Individual Competencep. 345
Developing Organizational Capabilityp. 350
Improving Organizational Capabilityp. 359
Knowledge Managementp. 361
Competency Trapsp. 362
Summaryp. 364
Referencesp. 365
Governance of the Project-Based Organizationp. 367
Governance of Project Managementp. 367
Conducting Auditsp. 371
Conducting Health Checksp. 375
End-of-Stage Reviewsp. 383
Summaryp. 388
Referencesp. 389
International Projectsp. 391
Types of International Projectp. 391
The Problem of International Projectsp. 394
Managing Culturep. 397
Summaryp. 406
Referencesp. 407
Epiloguep. 409
Principles of Project Managementp. 409
Key Success Factorp. 410
Project Definition Report for the CRMO Rationalization Projectp. 413
Project Control Documents for the CRMO Rationalization Projectp. 427
Subject Indexp. 437
Author and Source Indexp. 447
Project Indexp. 451
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9780071549745
ISBN-10: 0071549749
Audience: Professional
Format: Hardcover
Language: English
Number Of Pages: 452
Published: 1st November 2008
Country of Publication: US
Dimensions (cm): 23.6 x 15.7  x 3.5
Weight (kg): 0.73
Edition Number: 3
Edition Type: Revised