Book description
A practical and accessible guide to managing a successful project
Effective Project Management is based around an activities and action check list approach to project management. It provides a guide to the basic principles and the disciplines that managers need to master in order to be successful. The author’s check lists approach (based on his years of practical experience on projects) ensure that project managers are following valid processes, helping them to be innovative in their approach to developing plans and resolving problems. In addition, the author’s check list pick and mix format is designed to be flexible in order to meet the individual needs of the reader.
Effective Project Management also contains some information on the theories underpinning project management. Knowledge of the theory helps in the understanding of how project management works in practice. In addition to the book’s check lists of what activities need to be performed, the author offers suggestions on how tasks could be carried out.
This important resource:
- Covers a wide range of project management topics including the project management process, programme and portfolio management, initiating and contracting a project, personal skills and more
- Offers a highly accessible guide to the author’s verified check list approach
- Presents flexible guidelines applicable for a wide range projects
- Includes guidance for project managers at all levels of experience
Written for project managers working on engineering or construction projects, Effective Project Management reviews all aspects of a project from initiation and execution to project completion together with the specialist topics and personal skills needed to manage projects effectively.
Table of contents
- Cover
- Dedication
- Preface
- Acknowledgements
- Introduction
-
Part I: Projects and Their Management
- Section A: Project Characteristics and Phases1
- Section B: Project Management Characteristics
- Section C: Execution Planning Influences
- Section D: The Project Management Role
-
Section E: The Manager of Projects
- 1 Financial Situation
- 2 Scope of Work and Change Orders
- 3 Project Progress and Status
- 4 Health, Safety, and Environment
- 5 Quality Audits and Status
- 6 Risk Management
- 7 Client Relations
- 8 Formal Reviews
- 9 The Project Management Group
- 10 Evaluating a Project Manager
- 11 The Manager of Projects and the Client(s)
- Section F: The Owner and Client
-
Section G: Achieving Success
- 1 The Project Management
- 2 Alignment of Objectives and Client‐Contractor Relations
- 3 Involvement of Users
- 4 Get and Build the Right Team with Clear Roles and Responsibilities
- 5 Clear and Complete Scope Definition
- 6 Thorough Planning of the Work
- 7 Planning Communications
- 8 The Efficiency of the Project Launch Phase
- 9 Change Control
- 10 Effective Decision Making
- 11 Tackle Things Today – Tomorrow They Will Be Bigger
- 12 Conclusions for Success
- Part II: Programme Management
-
Part III: Feasibility and Contracting
- Section A: Feasibility Studies
- Section B: Contracting Strategy Considerations
- Section C: Issuing an Enquiry
- Section D: To Tender or Not to Tender
-
Section E: Tendering and Proposal Phase
- 1 Tendering Preliminaries
- 2 Developing the Tender or Proposal – In‐house Work
- 3 Coordinating with Third Parties
- 4 Coordinating with the Client
- 5 Commercial
- 6 Reviewing the Tender or Proposal
- 7 Before Submitting the Tender or Proposal
- 8 After Completion of the Tender or Proposal
- 9 Proposal Team Presentation
- 10 Possible Client Questions for the Proposal Team
- Section F: Contracts
-
Part IV: Project Execution
- Section A: Project Launch
- Section B: Establishing An Office
- Section C: Getting Organized
- Section D: Mobilization
- Section E: Client Relations
- Section F: Scope
- Section G: Estimates and Budget
- Section H: Accounting
- Section J: Planning and Scheduling
- Section K: Project Controls
- Section L: Variations/Changes/Claims
- Section M: Reporting
- Section N: Project Meetings
- Section O: Design
- Section P: Procurement
- Section Q: Installation and Construction
- Section R: Subcontracting
- Section S: Commissioning and Setting To Work
- Section T: Contract Completion ‐ Close Out
- Section U: Post Project Activities
-
Part V: Specialist Topics
- Section A: Completed and Inspected Work
- Section B: Coordination Procedure
- Section C: Cultural Issues
- Section D: Documentation
- Section E: Estimating and Contingency
- Section F: Filing and Archiving
- Section G: Financial Appraisal7
- Section H: Incoterms®
-
Section J: Joint Associations
- 1 Reasons for Joint Association
- 2 Documentation and Legal Requirements
- 3 Selecting a Partner
- 4 Joint Association Risks
- 5 Steps to Evaluate Joint Associations
- 6 Key Issues for a Joint Association
- 7 Steps in Tendering
- 8 Control of the Work
- 9 Financial Control
- 10 Essentials for Success
- 11 Why Joint Associations Fail
- Section K: Performance Appraisals
- Section L: Performance Measurement and Earned Value
- Section M: Risk and Risk List
- Section N: ‘S’ Curves
- Section O: Site Checks
- Section P: Surety Bonds
- Section Q: Selecting and Building the Team
- Section R: Team Roles
- Section S: Value Management/Engineering
-
Part VI: Skills Check Lists
- Section A: Communications
-
Section B: Leadership and Motivation
- 1 Consensus to Dictatorial Continuum by Tannenbaum and Schmidt
- 2 The Three S's of Group Communications
- 3 Situational Leadership by Kenneth Blanchard and Dr. Paul Hersey
- 4 Task, Team, Individual – Action Centred Leadership by John Adair
- 5 Leadership and Management Roles
- 6 Management by Walking/Wandering Around MBWA
- 7 Responsibility
- 8 Leadership – More Than a Management Model
- 9 Thoughts for the Day
- Section C: Managing and Conducting Meetings
- Section D: Negotiation
-
Section E: Personal Skills
- 1 Planning an Interaction with Others
- 2 The Exchange
- 3 Asking Questions
- 4 Changing Style
- 5 Team Role Style
- 6 Finalizing the Interaction
- 7 Giving and Receiving Feedback
- 8 Dealing with Difficult People
- 9 Being Angry
- 10 Priorities
- 11 Time Management
- 12 Learning
- 13 Motivating Skills
- 14 Some Personal Advice
- 15 Questionnaires
- Section F: Politics in Projects
-
Section G: Presentation Skills
- 1 Fundamentals for All Presentations
- 2 Format for a Presentation to Inform/Explain
- 3 Presentation to Influence/Convince
- 4 Presentation Expressing a Viewpoint/Opinion
- 5 Team Presentations
- 6 Your Audience
- 7 Presentation Skills Analysis
- 8 Organizing the Location
- 9 Visual and Other Aids
- 10 Dealing with Questions
- 11 Summarizing a Presentation
- Section H: Prioritising Techniques
- Section J: Problem‐solving Process
- Section K: Problem‐solving Techniques
- Section I: Report Writing
- Abbreviations
- Index
- End User License Agreement
Product information
- Title: Effective Project Management
- Author(s):
- Release date: August 2018
- Publisher(s): Wiley-Blackwell
- ISBN: 9781119469445
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