The handbook of project management : a practical guide to effective policies and procedures / Trevor L Young.

ISBN:

9780749439651

Title:

Author:

Young, Trevor L. (Trevor Leonard), 1940-

Personal Author:

Young, Trevor L. (Trevor Leonard), 1940-

Edition:

2nd ed.

Publication Information:

London ; Sterling, VA : Kogan Page, 2003.

Physical Description:

viii, 295 p. : ill. ; 24 cm. + 1 computer optical disc (4 3/4 in.)

Contents:

Pt. 1. The programme and project environment -- 1. Introduction -- 2. Change: programmes and projects -- 3. Organizing for programme management -- 4. The key roles -- Pt. 2. The programme and project processes and techniques -- 5. Starting up: ideas and opportunities for projects -- 6. Defining the project -- 7. Planning your project -- 8. Launching your project -- 9. Executing the project work -- 10. Closing your project -- 11. Using a computer -- App. 1. Glossary of terms -- App. 2. Further reading.

Subject Term:

Project management -- Handbooks, manuals, etc.

Format:

Books

Electronic Access:

Table of contents http://www.loc.gov/catdir/toc/ecip041/2003005106.html

Publication Date:

2003

Publication Information:

London ; Sterling, VA : Kogan Page, 2003.

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
658.404 YOU	Book	1	Standard shelving location	Searching... Unknown

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Summary

Praise and Reviews `A practical, comprehensive guide to be used frequently`EURONETProject management skills are hugely desirable for managers at all levels of an organization. Most people today can benefit from the application of these skills to some areas of their daily operations. From large undertakings, such as the Channel Tunnel or North Sea oil rigs, to the unique but smaller projects that take place in every type of organization, special skills are required if project management is to produce the right results.This fully updated second edition of The Handbook of Project Management is written specifically to help project managers improve their performance using tried and tested techniques. It will be particularly useful if you are: looking to develop project management skills; starting a new project; wishing to acquire new skills; or training others in project management skills.The Handbook of Project Management second edition now includes extra material on:programme management;the relationship between programmes and projects;new ideas and opportunities for programmes and projects;a free CD ROM containing a collection of tools and presentation materials that support the methodology used in the book.Packed with concepts and processes, tools and presentation materials, this comprehensive handbook will assist anyone who is responsible for converting strategy into reality.

Author Notes

Trevor L Young is an independent consultant specializing in the introduction of programme management

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

Available:*

Bound With These Titles

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Summary

Summary

Author Notes

Table of Contents