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The Handbook of Project-Based Management


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Table of Contents

1. Leading Change Thru Projects
Projects and their management; The process approach; Images of projects; The management of projects and this book

PART I: Managing the Context
2. Projects for Delivering Beneficial Change
Identifying the need for performance improvement; Diagnosing the change required; The benefits map; Linking corporate strategy to project strategy
3. Project Success and Strategy
Project strategy; Judging success; Leading performance indicators; Achieving success
4. The People Involved
Reactions to change; Engaging with stakeholders; Project teams; Leadership
Part II: Managing Performance
5. Managing Scope
Principles of scope management; Project definition; Planning at the strategic level - milestone plans; Lower level plans: activity planning; Applications
6. Managing Organization
Principles; The external organization; The internal organization; Responsibility charts
7. Managing Quality
Quality in the context of projects; Achieving quality on projects; Configuration management
8. Managing Cost
Types of estimates; Estimating costs; Estimating techniques; Controlling costs: obtaining value for money
9. Managing Time
The time schedule; Estimating duration; Calculating the schedule with networks; Resource histograms and resource smoothing; Controlling time
10. Managing Risk
The risk management process; Identifying, Assessing, Analyzing and Managing risk
Part III: Managing the Process
11. The Project Life Cycle
The project as an algorithm; The product life-cycle; The project life-cycle; The management process
12. Project Start-Up
Start-up process; Workshops; Project definition report and manual;Business case
13. Project Control
Requirements for effective control; Gathering data and calculating progress; Taking action
14. Project Close-Out
Timely & efficient completion; Transferring the asset to users; Embedding the change and obtaining benefit; Disbanding the team; Post completion reviews
15. Project Governance
Governance of the project; The principal-agent relationship; Communication between the project manager and sponsor
16. Program/Portfolio Management
Managing portfolios; Managing programs; The project office
17. Developing Organizational Capability
Developing individual competence; Four practices/processes for developing organizational capability; Four areas of knowledge management; Competency traps

About the Author

Rodney Turner is a Director of EuroProjex, The European Centre for Project Excellence Limited. He is professor of Project Management at SKEMA Business School, Lille, where he is academic director of the PhD program, and at Kingston Business School. He has an adjunct position at the University of Technology Sydney and a visiting position at the Technical University of Berlin. He is editor of the International Journal of Project Management, and author of 18 books.

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