Reconstructing Project Management
This hugely informative and wide-ranging analysis on the management of projects, past, present and future, is written both for practitioners and scholars. Beginning with a history of the discipline's development, Reconstructing Project Management provides an extensive commentary on its practice...
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| Main Author | |
|---|---|
| Format | eBook Book |
| Language | English |
| Published |
Newark
Wiley
2013
John Wiley & Sons, Incorporated Wiley-Blackwell |
| Edition | 1 |
| Subjects | |
| Online Access | Get full text |
Cover
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Table of Contents:
- References and Endnotes -- 5: Developing Project Management -- IMEC: 'Large Engineering Projects' -- Contracting and Procurement -- The 'total procurement package' concept -- Partnering and the new Procurement Environment -- The Andrew oil field -- Risks and Opportunities -- Flyvbjerg et al.: Transportation Projects and Optimism Bias -- BOT/PFI -- Value and Benefits -- Health, Safety, and Environment -- Defence Projects -- Software Projects and Standish -- Technology and Requirements Management -- Agile Project Management -- Information and Communications Technology (ICT) -- Critical Chain -- Program Management -- The New Accommodation Programme (NAP) -- Developing Enterprise-Wide p.m. Capability: The US Department of Energy (DoE)/NRC Study -- References and Endnotes -- 6: Enterprise-Wide Project Management (EWPM) -- Strategy and Governance -- PMOs -- Best Practice Guidelines and Maturity -- Critical Management -- Learning and Development -- Project Management as a Career Track -- References and Endnotes -- 7: The Development of Project Management: Summary -- Part 2: Deconstructing Project Management -- 8: Introduction to Part 2 -- The Domain -- Deconstructing Deconstruction -- Approaching the Management of Projects -- Levels 1-3 in the Management of Projects -- Terry Cooke-Davies' three levels of success -- Developing Projects -- References and Endnotes -- 9: Control -- Scope Management -- The PBS and the WBS -- Developing scope -- Baselining scope -- Scope change management -- Configuration management -- Scheduling -- Activity planning -- Phasing and fast-tracking -- Bottom-up scheduling -- Buy-in -- Resource scheduling -- Critical Chain -- Last planner -- Estimating -- Software estimating -- Estimating and assessing performance -- Uncertainty, contingencies and low-balling -- Budgeting -- Cost Management -- Cash flow
- Performance Management (Earned Value) -- References and Endnotes -- 10: Organisation -- Roles and Responsibilities -- Sponsor-project manager roles -- Other p.m. roles -- Structure -- The project life-cycle -- Overlapping and sub-dividing stages -- Program management life-cycles -- Structural Forms -- Functional, project and matrix forms -- Virtual organisations -- Networks -- Contingency Theory and Organisation Design -- Project Management Contingency: Getting the Fit -- References and Endnotes -- 11: Governance and Strategy -- Governance -- Strategy -- The Front-End -- References and Endnotes -- 12: Managing the Emerging Project Definition -- Requirements Management -- Solutions Development -- Innovation -- References and Endnotes -- 13: Procurement and the Project's Commercial Management -- Acquisition and Contracting Strategy -- Work packaging -- Pricing options -- Partnering and Alliancing -- Procurement -- Tendering/bidding -- Contract Administration -- Claims -- Concluding the Contract -- References and Endnotes -- 14: Adding Value, Controlling Risk, Delivering Quality, Safely and Securely -- Building Value, Achieving Benefits -- Value Management -- Benefits Management -- Risk and Opportunity Management -- Quality Management -- Health, Safety, Security, and Environment (HSSE) -- References and Endnotes -- 15: People -- Leadership -- Teams -- Stakeholder Management -- Culture -- Individuals' Skills and Behaviours -- Communications -- Trust -- Emotional Intelligence (EI) -- Influencing (power) and negotiating -- Conflict Management -- Problem-solving/decision-making -- Delegation and empowerment -- Motivating -- References and Endnotes -- 16: Level 3: The Institutional Context -- PMOs -- Functions of the PMO -- Project management 'standards' for the enterprise -- Defining project management competencies for the organisation
- Cover -- Title page -- Copyright page -- Contents -- Figures -- Tables -- About the Author -- Preface -- Introduction -- Structure and Thesis of the Book -- Take-Aways -- References and Endnotes -- Part 1: Constructing Project Management -- 1: Introduction to Part 1 -- Historical Method -- Bespeaking Relevant Knowledge -- References and Endnotes -- 2: Project Management before it was Invented -- Pre-History: Projects and Society -- Managing engineering projects: the master mason -- Military projects -- The rise of the professional engineer: integration is threatened -- Health and safety -- Supra projects -- Early Attempts at Formal Project Integration -- Project coordination -- World War II and the Manhattan Project -- References and Endnotes -- 3: Systems Project Management -- USAF Integration: The Formal Recognition of Project Management -- Schriever and the Atlas Program -- Concurrency and configuration management -- Polaris -- PERT and CPM -- Construction -- The Harvard Business Review Introduces the Project Manager! -- McNamara and the Bureaucracy of Systems -- Apollo: Configuration Management and Project Leadership -- DoD Bureaucratisation -- Externalities -- The US Super-Sonic Transport and Concorde -- Second-generation systems project management -- Energy and Commodities Projects -- Nuclear Power -- The Extractive Industries -- References and Endnotes -- 4: The Project Management Knowledge Base -- The PMBOK® Guide -- Theoretical Underpinnings -- Operations research -- Integration -- Critical success factor studies -- 'The Management of Projects' -- 'The Management of Projects' Paradigm versus 'Execution Delivery' -- The APM, IPMA, and Japanese BOKs -- 'Management by projects' -- Quality Management -- New Product Development: Lessons from Toyota -- Wheelwright and Clark -- Concurrent engineering -- Academic Engagement
- Assessing competence and organisational maturity -- Articulating and 'holding' central project management knowledge -- Reporting on the project and program portfolio -- Assessing the enterprise's long-term project management staffing needs -- Gathering 'lessons learned' -- 'Owning' project management training/learning and development -- Arranging project reviews -- Shaping the external environment -- Clearing the Decks for Reconstruction -- References and Endnotes -- Part 3: Reconstructing Project Management -- 17: Introduction to Part 3 -- A Discipline -- A Knowledge Domain -- Foundations for the Future -- References and Endnotes -- 18: The Character of our PM Knowledge -- Terminology -- Ontology -- Epistemology and Theories of Project Management -- Methodology -- Teleology -- Typology -- The Character of the Field's Substantive Knowledge -- Strategy -- Technology -- Commercial -- Organisation theory -- Control -- Summary: Interdisciplinarity and empowerment -- References and Endnotes -- 19: Managing Context -- Independent (or Semi-Independent) Variables -- Dependent Variables -- Program management -- Organisation design tools -- References and Endnotes -- 20: Ethos: Building Sponsor Value -- Questions of Purpose -- Effectiveness -- Enhancing Sponsor Value -- Governance and strategy -- Stakeholders -- Requirements and innovation -- Commercial platform -- Project and program leadership -- Valuing time -- Control -- Benefits management and opex -- The Japanese Approach: Pursuing Innovation and Value -- References and Endnotes -- 21: 'only connect' - the Age of Relevance -- Connecting p.m. to Organisational Performance -- The New Dystopia? -- The Role of MoP/P3M -- Portfolio management -- Program management -- Project management -- References and Endnotes -- Part 4: Summa -- 22: Summary and Conclusions -- The Sweep of Project Management
- Conclusions for the Discipline -- Appendices -- Appendix 1: Critical Success Factor Studies -- References -- Appendix 2: 'Characteristics of Successful Megaprojects or Systems Acquisitions' -- Index