Project management, Fourth Edition

Project Management is a fast-moving and increasingly widespread discipline with record numbers of practitioners now gaining professional qualifications. Delivering projects on time and within budget is critical to business success and the skill, therefore, is highly valued in graduates and managers alike. Drawing on Harvey Maylor’s 20 years of teaching, research and consulting experience, the latest edition of this leading text provides a comprehensive and contemporary account of all that you need to know about the theory and practice of Project Management. Highlights of this fourth edition include: Brand new chapters on Projects and Organisations, Risk and Opportunities Management, and Stakeholders, Strategy and Success New scene-setting vignettes open each chapter, such as the Motorola RAZR mobile phone and the Oresund link bridge between Sweden and Denmark Project Management in Practice case studies at the end of each chapter include Heathrow Terminal 5 and the Rescue of Baghdad Zoo New and revised Real World examples throughout all chapters A critical appraisal of project management, drawing on recent research and new and original models and frameworks The book also includes a CD providing a free 60-day trial of Microsoft Project ® to help you plan and deliver any project assignments you complete as part of your studies. Project Management is written for students on undergraduate, masters and MBA programmes, as well as for corporate training and for professionals practising in a dynamic and fast-developing field. About the author Harvey Maylor is Director of the International Centre for Programme Management at Cranfield School of Management, UK. Cover......Page 1 Project Management, Fourth Edition......Page 4 ISBN 9780273704324......Page 5 Brief contents......Page 6 Contents......Page 8 List of figues and tables......Page 14 Guided tour......Page 19 Preface......Page 21 Foreword......Page 22 Acknowledgements......Page 23 Publisher’s acknowledgements......Page 24 Making sense of the project context......Page 26 1 Introduction......Page 27 Introduction......Page 28 1.1 Basic definition......Page 29 1.2 Importance of successful project management to an organisation and to you......Page 34 1.3 Project management past and present......Page 37 Summary......Page 42 Topics for discussion......Page 45 Further information......Page 46 References......Page 47 2 Structures and frameworks......Page 48 Introduction......Page 49 2.1 Describing the project context: high-level frameworks......Page 50 2.2 Describing the project process: activity models......Page 54 2.3 Describing the project management challenge: managerial complexity......Page 62 Summary......Page 64 Relevant areas of the Bodies of Knowledge......Page 65 Further information......Page 72 References......Page 73 3 Projects and organisations......Page 74 Introduction......Page 75 3.1 Organisational strategy and projects......Page 76 3.2 Portfolios and programmes......Page 81 3.3 Project roles and governance......Page 87 Summary......Page 90 Relevant areas of the Bodies of Knowledge......Page 91 Topics for discussion......Page 95 References......Page 96 Managing the project process: the 4-D model D1: Define i......Page 98 4 Stakeholders, strategy and success......Page 99 Introduction......Page 100 4.1 Stakeholders: success and failure......Page 101 4.2 Managing strategic choices......Page 109 4.3 Benefits analysis, value and justificati......Page 112 Summary......Page 114 Relevant areas of the Bodies of Knowledge......Page 115 Further information......Page 119 References......Page 120 5 Initial planning......Page 121 Introduction......Page 122 5.1 Models of planning......Page 123 5.2 The planning process......Page 127 5.3 Basic project landscapes: stages and gates, activities and stages, and maps......Page 135 Relevant areas of the Bodies of Knowledge......Page 143 References......Page 152 Managing the project process: the 4-D model D2: Design it......Page 154 6 Time planning......Page 155 Introduction......Page 156 6.1 Deconstruction of a project......Page 157 6.2 Constructing a time plan......Page 160 6.3 Using Gantt Charts......Page 168 Summary......Page 172 Relevant areas of the Bodies of Knowledge......Page 173 Topics for discussion......Page 176 Further information......Page 177 Reference......Page 178 7 Rethinking time planning: the critical chain approach......Page 179 Introduction......Page 180 7.1 Limitations of current approaches to project planning......Page 181 7.2 Managing by constraints in projects......Page 186 7.3 Using the critical chain approach......Page 190 Summary......Page 193 Topics for discussion......Page 196 References......Page 197 8 Cost and benefit plannin......Page 199 Introduction......Page 200 8.1 Basics of a cost planning process......Page 201 8.2 Business case development......Page 209 8.3 Challenges for the perceived wisdom......Page 216 Summary......Page 218 Relevant areas of the Bodies of Knowledge......Page 219 Topics for discussion......Page 220 References......Page 221 9 Stakeholders and quality......Page 224 Introduction......Page 225 9.1 The concept of quality and quality management......Page 226 9.2 Quality performance and conformance......Page 230 9.3 Towards quality improvement......Page 235 Summary......Page 237 Relevant areas of the Bodies of Knowledge......Page 238 Further information......Page 240 References......Page 241 10 Risk and opportunities management......Page 242 Introduction......Page 243 10.1 The nature of risk and risk management......Page 244 10.2 Qualitative and quantitative approaches......Page 248 10.3 Opportunities management......Page 256 Relevant areas of the Bodies of Knowledge......Page 257 Topics for discussion......Page 260 Further information......Page 261 References......Page 262 Managing the project process: the 4-D model D3: Do it......Page 266 11 Project organisation: structures and teams......Page 267 Introduction......Page 268 11.1 Teams......Page 269 11.2 Structures......Page 275 11.3 Managing people......Page 280 Summary......Page 284 Relevant areas of the Bodies of Knowledge......Page 285 Topics for discussion......Page 288 References......Page 289 12 Management and leadership in projects......Page 290 Introduction......Page 291 12.1 Leading and managing......Page 292 12.2 Style and culture......Page 304 12.3 Management fads and fashions......Page 306 Summary......Page 308 Relevant areas of the Bodies of Knowledge......Page 309 Topics for discussion......Page 311 References......Page 312 13 Control......Page 314 Introduction......Page 315 13.1 The concept of control......Page 316 13.2 Techniques of control......Page 321 13.3 Limits of control......Page 331 Summary......Page 332 Relevant areas of the Bodies of Knowledge......Page 333 Topics for discussion......Page 336 References......Page 337 14 Supply chain issues......Page 338 Introduction......Page 339 14.1 The supply chain......Page 340 14.2 Purchasing and contracts......Page 342 14.3 Modern approaches to supply chain management......Page 349 Summary......Page 352 Relevant areas of the Bodies of Knowledge......Page 353 Further information......Page 359 References......Page 360 15 Problem-solving and decision-making......Page 361 Introduction......Page 362 15.1 Structuring problems......Page 363 15.2 Problem analysis......Page 368 15.3 Decision support......Page 373 Summary......Page 377 Relevant areas of the Bodies of Knowledge......Page 378 Topics for discussion......Page 381 References......Page 382 Managing the project process: the 4-D model D4: Develop it......Page 384 16 Project completion and review......Page 385 Introduction......Page 386 16.1 Completion and handover......Page 387 16.2 Reviews and learning......Page 392 16.3 Justifying it......Page 398 Relevant areas of the Bodies of Knowledge......Page 400 Further information......Page 407 References......Page 408 17 Improving project performance......Page 409 Introduction......Page 410 17.1 Maturity......Page 411 17.2 Lean and agile......Page 416 17.3 Securing improvement......Page 420 Summary......Page 422 Further information......Page 430 References......Page 431 Index......Page 432 Cover 1 Project Management, Fourth Edition 4 ISBN 9780273704324 5 Brief contents 6 Contents 8 List of figues and tables 14 Guided tour 19 Preface 21 Foreword 22 Acknowledgements 23 Publisher’s acknowledgements 24 Making sense of the project context 26 1 Introduction 27 Introduction 28 1.1 Basic definition 29 1.2 Importance of successful project management to an organisation and to you 34 1.3 Project management past and present 37 Summary 42 Topics for discussion 45 Further information 46 References 47 2 Structures and frameworks 48 Introduction 49 2.1 Describing the project context: high-level frameworks 50 2.2 Describing the project process: activity models 54 2.3 Describing the project management challenge: managerial complexity 62 Summary 64 Relevant areas of the Bodies of Knowledge 65 Topics for discussion 72 Further information 72 References 73 3 Projects and organisations 74 Introduction 75 3.1 Organisational strategy and projects 76 3.2 Portfolios and programmes 81 3.3 Project roles and governance 87 Summary 90 Relevant areas of the Bodies of Knowledge 91 Topics for discussion 95 Further information 96 References 96 Managing the project process: the 4-D model D1: Define i 98 4 Stakeholders, strategy and success 99 Introduction 100 4.1 Stakeholders: success and failure 101 4.2 Managing strategic choices 109 4.3 Benefits analysis, value and justificati 112 Summary 114 Relevant areas of the Bodies of Knowledge 115 Topics for discussion 119 Further information 119 References 120 5 Initial planning 121 Introduction 122 5.1 Models of planning 123 5.2 The planning process 127 5.3 Basic project landscapes: stages and gates, activities and stages, and maps 135 Summary 143 Relevant areas of the Bodies of Knowledge 143 Topics for discussion 152 Further information 152 References 152 Managing the project process: the 4-D model D2: Design it 154 6 Time planning 155 Introduction 156 6.1 Deconstruction of a project 157 6.2 Constructing a time plan 160 6.3 Using Gantt Charts 168 Summary 172 Relevant areas of the Bodies of Knowledge 173 Topics for discussion 176 Further information 177 Reference 178 7 Rethinking time planning: the critical chain approach 179 Introduction 180 7.1 Limitations of current approaches to project planning 181 7.2 Managing by constraints in projects 186 7.3 Using the critical chain approach 190 Summary 193 Topics for discussion 196 Further information 197 References 197 8 Cost and benefit plannin 199 Introduction 200 8.1 Basics of a cost planning process 201 8.2 Business case development 209 8.3 Challenges for the perceived wisdom 216 Summary 218 Relevant areas of the Bodies of Knowledge 219 Topics for discussion 220 Further information 221 References 221 9 Stakeholders and quality 224 Introduction 225 9.1 The concept of quality and quality management 226 9.2 Quality performance and conformance 230 9.3 Towards quality improvement 235 Summary 237 Relevant areas of the Bodies of Knowledge 238 Topics for discussion 240 Further information 240 References 241 10 Risk and opportunities management 242 Introduction 243 10.1 The nature of risk and risk management 244 10.2 Qualitative and quantitative approaches 248 10.3 Opportunities management 256 Summary 257 Relevant areas of the Bodies of Knowledge 257 Topics for discussion 260 Further information 261 References 262 Managing the project process: the 4-D model D3: Do it 266 11 Project organisation: structures and teams 267 Introduction 268 11.1 Teams 269 11.2 Structures 275 11.3 Managing people 280 Summary 284 Relevant areas of the Bodies of Knowledge 285 Topics for discussion 288 Further information 289 References 289 12 Management and leadership in projects 290 Introduction 291 12.1 Leading and managing 292 12.2 Style and culture 304 12.3 Management fads and fashions 306 Summary 308 Relevant areas of the Bodies of Knowledge 309 Topics for discussion 311 Further information 312 References 312 13 Control 314 Introduction 315 13.1 The concept of control 316 13.2 Techniques of control 321 13.3 Limits of control 331 Summary 332 Relevant areas of the Bodies of Knowledge 333 Topics for discussion 336 Further information 337 References 337 14 Supply chain issues 338 Introduction 339 14.1 The supply chain 340 14.2 Purchasing and contracts 342 14.3 Modern approaches to supply chain management 349 Summary 352 Relevant areas of the Bodies of Knowledge 353 Topics for discussion 359 Further information 359 References 360 15 Problem-solving and decision-making 361 Introduction 362 15.1 Structuring problems 363 15.2 Problem analysis 368 15.3 Decision support 373 Summary 377 Relevant areas of the Bodies of Knowledge 378 Topics for discussion 381 Further information 382 References 382 Managing the project process: the 4-D model D4: Develop it 384 16 Project completion and review 385 Introduction 386 16.1 Completion and handover 387 16.2 Reviews and learning 392 16.3 Justifying it 398 Summary 400 Relevant areas of the Bodies of Knowledge 400 Topics for discussion 407 Further information 407 References 408 17 Improving project performance 409 Introduction 410 17.1 Maturity 411 17.2 Lean and agile 416 17.3 Securing improvement 420 Summary 422 Topics for discussion 430 Further information 430 References 431 Index 432

Project Management is a fast-growing and increasingly ‘professionalised’ discipline with record numbers of practitioners now gaining the PRINCE qualification. The formal tools and techniques of project management are being applied in an ever-wider range of industries and organisations.

As a mainstream skill, critical to business success, and under closer scrutiny for the benefits it delivers, it’s important the students of today – and practitioners of tomorrow – can rely on a comprehensive and contemporary text to support their learning. Drawing on the author’s 20 years of teaching, research and consulting experience, Harvey Maylor’s latest edition of Project Management delivers this in style.

The author considers the context of modern projects at strategic, systems and operational level. The book shows how to apply project management theory to a wide range of industries, including non-profit-making organisations, such as the police