Preface to the second edition | p. vii |
Part 1 The programme and project environment | p. 1 |
1 Introduction | p. 3 |
What is special about programmes and projects? | p. 4 |
Who is this book for? | p. 5 |
2 Change: programmes and projects | p. 7 |
Change and the programme and project manager | p. 8 |
What is a project? | p. 9 |
Projects and sub-projects | p. 10 |
What is a programme? | p. 13 |
An example programme | p. 14 |
Why programme management? | p. 15 |
What is programme management? | p. 17 |
What is project management? | p. 18 |
Why is programme management different from project management? | p. 19 |
What is different about programme and project management? | p. 20 |
How are programmes and projects derived? | p. 22 |
The dynamic life cycle | p. 24 |
The dynamic action cycle | p. 25 |
The programme and project process phase gates | p. 27 |
Is the phase gate a constraint? | p. 29 |
Is this control necessary? | p. 30 |
Summary | p. 31 |
3 Organizing for programme management | p. 32 |
Organizing for ownership | p. 34 |
Establishing the programme steering team | p. 35 |
Continuous improvement and problem solving: are they projects? | p. 38 |
The programme register | p. 38 |
Operating a programme register | p. 40 |
The key responsibilities of the programme steering team | p. 42 |
Meetings of the programme steering team | p. 43 |
Managing the portfolio: selection of programmes and projects | p. 46 |
The inputs to effective selection | p. 48 |
The secondary screening | p. 49 |
The result of effective selection | p. 51 |
Summary | p. 53 |
4 The key roles | p. 54 |
The project steering team administrator | p. 55 |
The sponsor | p. 56 |
The programme manager | p. 56 |
The project manager | p. 57 |
The functional manager | p. 57 |
Frequently used terms | p. 58 |
The stakeholders | p. 59 |
Managing stakeholders | p. 61 |
Customer satisfaction | p. 64 |
The programme and project manager as a leader | p. 65 |
The dimensions of leadership | p. 67 |
Programmes, projects and teamwork | p. 70 |
Building your team | p. 72 |
Summary | p. 73 |
Part 2 The programme and project processes and techniques | p. 77 |
5 Starting up: ideas and opportunities for projects | p. 79 |
The fundamental data needs | p. 80 |
What are the constraints? | p. 81 |
What data do the programme steering team require? | p. 82 |
Preparing the initial business case | p. 83 |
Through Gate Zero to Gate One | p. 84 |
Presenting the business case to the programme steering team | p. 89 |
The kick-off meeting | p. 90 |
Project documentation | p. 94 |
The project brief and specification | p. 98 |
Summary | p. 100 |
6 Defining the project | p. 102 |
What is necessary to define a project? | p. 103 |
The stakeholder list | p. 103 |
The project brief | p. 106 |
The scope of work statement | p. 108 |
Risk management | p. 110 |
Risk assessment | p. 113 |
Quantifying identified risks | p. 117 |
Risk monitoring | p. 123 |
Getting your project definition approved | p. 124 |
Summary | p. 127 |
7 Planning your project | p. 130 |
What is not going to be done? | p. 130 |
Who needs to be involved? | p. 131 |
Where does planning start? | p. 131 |
Identifying the key stages | p. 133 |
The project work breakdown structure | p. 136 |
Allocating responsibility | p. 136 |
What is an estimate? | p. 139 |
Estimating the durations | p. 141 |
Contingencies | p. 144 |
Time-limited scheduling and estimates | p. 145 |
Identifying the critical path of your project | p. 146 |
The Programme Evaluation and Review Technique | p. 147 |
Analysing the logic diagram | p. 150 |
Using the PERT analysis data | p. 150 |
Analysing your resource requirements | p. 155 |
Optimizing your schedule | p. 157 |
Reviewing your project risk log | p. 161 |
Reviewing your project budget | p. 162 |
Intermediate phase gates | p. 162 |
Seeking approval to launch your project | p. 164 |
Summary | p. 165 |
8 Launching your project | p. 168 |
Establishing key stage work plans | p. 168 |
Deriving a milestone schedule | p. 171 |
Critical success factors | p. 173 |
Ensuring effective communication | p. 175 |
Project status reports | p. 176 |
Deriving a meetings schedule for your project | p. 179 |
Managing project changes | p. 180 |
Holding a launch meeting | p. 187 |
Summary | p. 190 |
9 Executing the project work | p. 192 |
The project control system | p. 193 |
Monitoring progress | p. 197 |
Managing issues | p. 201 |
Reviewing project issues | p. 208 |
Tracking your project | p. 209 |
Taking corrective action | p. 215 |
Problem solving | p. 216 |
Progress meetings | p. 220 |
Progress reporting | p. 223 |
Projects and conflict | p. 224 |
Encouraging good time management | p. 228 |
Controlling the project costs | p. 236 |
The regular 'gotchas' | p. 243 |
Approaching the closure phase | p. 246 |
Summary | p. 247 |
10 Closing your project | p. 250 |
Why have a closure phase? | p. 251 |
Establishing completion criteria | p. 252 |
The acceptance process | p. 254 |
The close-out meeting | p. 255 |
Evaluating your project | p. 259 |
Closing down the project | p. 260 |
Post-project evaluation | p. 262 |
Post-project appraisals | p. 266 |
What next? | p. 267 |
Summary | p. 269 |
11 Using a computer | p. 271 |
What can software do? | p. 272 |
Using a software program | p. 276 |
What software does not do | p. 278 |
Selecting project software | p. 279 |
The programme management office | p. 280 |
Postscript | p. 282 |
Appendix 1 Glossary of terms | p. 283 |
Appendix 2 Further reading | p. 289 |
Index | p. 291 |