Enhanced descriptions from Syndetics:

For this third edition work the text has been revised and the author presents a new approach designed to be used as a framework for the total integration of project management work.

Table of contents provided by Syndetics

• List of Figures (p. x)
• List of Abbreviations (p. xiii)
• Preface to the Fourth Edition (p. xv)
• Part 1 Setting the Scene (p. 1)
• 1 Introduction to Project Management (p. 3)
• The purpose of project management (p. 3)
• The nature of project management (p. 6)
• The project manager (p. 8)
• Project planning and control (p. 9)
• People in projects (p. 10)
• Project culture (p. 11)
• Integrated and structured project management (p. 12)
• 2 Project Definition and Appraisal (p. 14)
• Early stages (p. 15)
• Assembling time and cost data for each strategic case (p. 17)
• Financial appraisal (p. 20)
• Sensitivity analysis (p. 25)
• Conclusion (p. 25)
• 3 Associated Disciplines (p. 26)
• Procurement and the supply chain (p. 26)
• Concurrent engineering (p. 29)
• Cost and management accounting (p. 30)
• Quality management and engineering standards (p. 33)
• Project management associations (p. 34)
• References and Further Reading for Part 1 (p. 36)
• Part 2 Project Organization (p. 37)
• 4 Introduction to Project Organization (p. 39)
• The elements of organization design structure (p. 39)
• The basic building blocks of the organization structure (p. 41)
• Functionalization (p. 47)
• Integration (p. 49)
• 5 Basic Project Organization Structures (p. 53)
• Identifying different forms of project organization (p. 53)
• Dedicated project team organizations (p. 54)
• Matrix organizations (p. 57)
• Other organization forms (p. 66)
• Methods for clarifying organizational responsibilities (p. 67)
• 6 Organizing the Larger Project (p. 70)
• The importance of the 'internal' project organization structure (p. 70)
• Small and medium-sized project organizations (p. 71)
• Larger project organizations (p. 72)
• Practical aspects of the basic forms in larger projects (p. 76)
• Delegation of accountability and responsibility (p. 78)
• Organization and the project life cycle (p. 80)
• Management contracting (p. 81)
• Part 2 Summary (p. 89)
• References and Further Reading for Part 2 (p. 91)
• Part 3 Planning and Scheduling (p. 93)
• 7 Introduction to Planning and Scheduling (p. 95)
• Processes of planning and control (p. 95)
• Summary (p. 98)
• 8 The Structured Approach to Planning and Control (p. 100)
• The functions of structuring (p. 100)
• Work breakdown structure (WBS) (p. 103)
• The two-dimensional approach to project structuring (p. 111)
• 9 Structured Project Planning--With the Dimension of Time Included (p. 121)
• Introduction to planning with critical path networks (p. 121)
• A precedence network example (p. 124)
• Hierarchical, multi-level planning (p. 130)
• Examples of hierarchical planning in practice (p. 136)
• Planning the very large project (p. 142)
• 10 Resources and Calendars (p. 144)
• The need for resource scheduling (p. 144)
• Principles of resource scheduling (p. 145)
• Setting up the resource-scheduling parameters (p. 151)
• Multi-project resource scheduling (p. 153)
• Calendars in project management software (p. 154)
• 11 Planning within Fixed Project Time Constraints (p. 157)
• Fast-tracking (p. 157)
• Saving project time by crashing the network (p. 162)
• Timescale structures for sub-projects in a multi-project programme (p. 165)
• 12 Standard Networks and Templates (p. 167)
• Introduction to standard networks (p. 167)
• A simple network-based checklist (p. 168)
• Construction industry examples of standard networks (p. 169)
• Standard macro networks (p. 171)
• Standard network modules or templates (p. 172)
• Conclusion (p. 177)
• 13 Risk (p. 178)
• Introduction (p. 178)
• Identifying and assessing risks (p. 178)
• Methods for dealing with risks (p. 186)
• Planning for a crisis (p. 187)
• References and Further Reading for Part 3 (p. 189)
• Part 4 Managing Projects (p. 191)
• 14 Controlling Progress (p. 193)
• The planning and control cycle (p. 193)
• Multiple control cycles (p. 198)
• Further reflections (p. 202)
• 15 Controlling Costs (p. 206)
• Estimates and budgets (p. 206)
• Understanding the nature of project costs (p. 207)
• Direct purchases (p. 207)
• Controls for direct labour costs (p. 209)
• Collecting labour costs (p. 209)
• Controls for indirect costs (p. 210)
• Cost reporting (p. 211)
• 16 Earned Value Analysis (p. 212)
• Variance analysis (p. 212)
• Principles of performance analysis based on earned value (p. 213)
• C.Spec. performance analysis principles (p. 216)
• C.Spec. earned value analysis for project Y (p. 218)
• Forecasting the final cost (p. 225)
• Conclusion (p. 228)
• 17 Handling and Reporting Information for Project Management (p. 229)
• Introduction (p. 229)
• Primary and secondary information modules (p. 230)
• Design of the project management information system (PMIS) (p. 231)
• The PMIS and database management packages (p. 232)
• Structure and coding (p. 234)
• Project design (p. 235)
• Change control (p. 236)
• Estimating (p. 236)
• Materials management system (p. 236)
• Cost management or budgeting (p. 239)
• Quality management (p. 240)
• Data acquisition (p. 240)
• Analysis and reporting (p. 241)
• Planning and scheduling (p. 243)
• 18 Managing Project Changes (p. 244)
• Changes that are not changes (p. 244)
• Unfunded changes (p. 244)
• Client-funded changes (p. 247)
• Non-commercial factors of project changes (p. 249)
• Change administration and approval procedures (p. 250)
• Change implementation and integration (p. 253)
• Less formal procedures for change control (p. 254)
• 19 Centralized or Decentralized Planning and Control (p. 256)
• Possible functions and forms of a project support office (p. 256)
• Degrees of centralization for planning and control (p. 258)
• Arguments for the centralization of planning and control (p. 258)
• Arguments for decentralized planning (p. 259)
• Distributed, but integrated, project control (p. 260)
• 20 People in Projects (p. 263)
• Critical areas (p. 263)
• Leadership (p. 264)
• Leadership style (p. 265)
• Power (p. 269)
• Motivation (p. 273)
• Team development (p. 277)
• 21 Conflict in Projects (p. 284)
• Consequences of conflict (p. 284)
• Disagreement or conflict? (p. 285)
• Organization structure and conflict (p. 287)
• The people factor (p. 289)
• Individual and group self-interests (p. 289)
• Personality problems (p. 291)
• Problem people (p. 294)
• The management of conflict (p. 300)
• Conclusion: from conflict to teamwork (p. 301)

Author notes provided by Syndetics