Reconstructing project management /

This hugely informative and wide-ranging analysis on the management of projects, past, present and future, is written both for practitioners and scholars. Beginning with a history of the discipline's development, 'Reconstructing Project Management' provides an extensive commentary on...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Morris, Peter W. G. (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Chicester, West Sussex, UK : John Wiley & Sons, 2013.
Temas:
Project management.
Gestion de projet.
BUSINESS & ECONOMICS > Project Management.
TECHNOLOGY & ENGINEERING > Project Management.
Project management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Figures
  • Tables
  • About the Author
  • Preface
  • Introduction. Structure and thesis of the book ; Take-aways ; References and endnotes
  • Part 1. Constructing Project Management. Chapter 1. Introduction to Part 1. Historical method ; Bespeaking relevant knowledge ; References and endnotes
  • Chapter 2. Project Management Before It Was Invented. Pre-history : Projects and society ; Early attempts at formal project integration ; World War II and the Manhattan Project ; References and endnotes
  • Chapter 3. Systems Project Management. USAF integration : The formal recognition of project management ; Schriever and the Atlas Program ; Polaris ; PERT and CPM ; Construction ; 'The Harvard Business Review' introduces the Project Manager! ; McNamara and the bureaucracy of systems ; Apollo : Configuration management and project leadership ; DoD bureaucratisation ; Externalities ; Energy and commodities projects ; Nuclear power ; The extractive industries ; References and endnotes
  • Chapter 4. The Project Management Knowledge Base. The PMBOK® Guide ; Theoretical underpinnings ; 'The Management of Projects' ; 'The Management of Projects' paradigm versus 'Execution Delivery' ; The APM, IPMA, and Japanese BOKs ; Quality management ; New product development : Lessons from Toyota ; Academic engagement ; References and endnotes
  • Chapter 5. Developing Project Management. IMEC : 'Large engineering projects' ; Contracting and procurement ; Partnering and the new procurement environment ; Risks and opportunities ; Flyvbjerg et al. : Transportation projects and optimism bias ; BOT / PFI ; Value and benefits ; Health, safety, and environment ; Defence projects ; Software projects and Standish ; Technology and requirements management ; Agile project management ; Information and Communications Technology (ICT) ; Critical chain ; Program management ; Developing enterprise-wide p.m. capability : The US Department of Energy (DoE) / NRC study ; References and endnotes
  • Chapter 6. Enterprise-Wide Project Management (EWPM). Strategy and governance ; PMOs ; Best practice guidelines and maturity ; Critical management ; Learning and development ; Project management as a career track ; References and endnotes
  • Chapter 7. The Development of Project Management : Summary
  • Part 2. Deconstructing Project Management. Chapter 8. Introduction to Part 2. The domain ; Deconstructing deconstruction ; Approaching the management of projects ; Developing projects ; References and endnotes
  • Chapter 9. Control. Scope management ; Scheduling ; Estimating ; Budgeting ; Cost management ; Performance management (Earned value) ; References and endnotes
  • Chapter 10. Organisation. Roles and responsibilities ; Structure ; Structural forms ; Contingency theory and organisation design ; Project management contingency : Getting the fit ; References and endnotes
  • Chapter 11. Governance and Strategy. Governance ; Strategy ; References and endnotes
  • Chapter 12. Managing the Emerging Project Definition. Requirements management ; Solutions development ; References and endnotes
  • Chapter 13. Procurement and the Project's Commercial Management. Acquisition and contracting strategy ; Partnering and alliancing ; Procurement ; Contract administration ; References and endnotes
  • Chapter 14. Adding Value, Controlling Risk, Delivering Quality, Safely and Securely. Building value, achieving benefits ; Risk and opportunity management ; Quality management ; Health, Safety, Security, and Environment (HSSE) ; References and endnotes
  • Chapter 15. People. Leadership ; Teams ; Stakeholder management ; Culture ; Individuals' skills and behaviours ; References and endnotes
  • Chapter 16. Level 3 : The Institutional Context. PMOs ; Functions of the PMO ; Clearing the decks for reconstruction ; References and endnotes
  • Part 3. Reconstructing Project Management. Chapter 17. Introduction to Part 3. A discipline ; A knowledge domain ; Foundations for the future ; References and endnotes
  • Chapter 18. The Character of PM Knowledge. Terminology ; Ontology ; Epistemology and theories of project management ; Methodology ; The character of the field's substantive knowledge ; References and endnotes
  • Chapter 19. Managing Context. Independent (or semi-independent) variables ; Dependent variables ; References and endnotes
  • Chapter 20. Ethos : Building Sponsor Value. Questions of purpose ; Effectiveness ; Enhancing sponsor value ; The Japanese approach : Pursuing innovation and value ; References and endnotes
  • Chapter 21. 'Only Connect' : The Age of Relevance. Connecting p.m. to organisational performance ; The new dystopia? ; The role of MoP / P³M ; References and endnotes
  • Part 4. Summa. Chapter 22. Summary and Conclusions. The sweep of project management ; Conclusions for the discipline
  • Appendices. Appendix 1. Critical Success Factor Studies
  • Appendix 2. 'Characteristics of Successful Megaprojects or Systems Acquisitions'
  • Index.

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